3:00 PM (EST)
♫ ♫ (Instrumental music playing)♫ ♫ ♫ ♫ (Instrumental music
playing)♫ ♫ »: I am going to ask everyone
to take their seats. There is plenty in the middle to fill in.
Come on down. Thank you. »CHANCELLOR HAWGOOD: Good
afternoon, everybody. I am the Chancellor here and it is my great pleasure to welcome you
all to the leadership forum on diversity and inclusion. As you
can see I am grappling with a little bug and so I hope I can
get through a couple of minutes of comments. First and foremost
I would like just to thank on behalf of the entire
UCSF leadership team many of whom are here in the audience
with me today, to thank you all for your contributions and
commitment to UCSF. It’s your collective efforts
every day that make UCSF a place of caring, learning, and discovering that
also helps us save lives and make the lives of the people we serve better
today and for the future. I don’t think
it would be challenged by anyone in the audience that we are
living in times of unparalleled challenges and opportunities as
well as considerable turmoil in our society. We face
uncertainty in the ongoing national health care debate,
rising economic inequality and why widening divisions along party, racial,
and socioeconomic lines. Unfortunately, we are not immune
to some of these larger societal challenges in our own family here at UCSF
so more than ever we need to work together to live our pride values and our
principles as a leading public university. Just Monday when I
was having breakfast with a group of students, I was
reminded by one that we must not fall into the trap of assuming
that just because we have and ex-spouse
our pride values, that we should not
assume that means we all are living them every day. He was
absolutely right of course. These values are aspirational
and we must commit to them anew every
single day and hold each of us leadership every single
person here at UCSF account to them every
day. I thought it would be worth the based on that comment
on student Monday morning just pause here today and remind ourselves of what these pride
values are. P for professionalism, to be
competent, accountable, reliable, and responsible, interacting
positively and collaboratively with all of our colleagues, students, patience,
visitors, and partners. R for respect, to treat all
others with the way you wish to be treated, be courteous and
kind, acting with utmost consideration of others. Letter I for integrity, to be
honest, trustworthy, and ethical, always doing the right
thing without compromising the truth and being fair fair and
sincere. D for diversity, to appreciate
and celebrate differences it others, creating an environment
of equity and inclusion with opportunities for everyone to reach their full
potential. And E for excellence, to be
dedicated, motivated, innovative, and
confident, giving your best every day and encouraging and
supporting others to excel in everything they do. Obviously, other words could be
used to describe each of the pride values and I encourage you
to contextualize them in your own environments with your own
colleagues and staff, students, employees and patients and make
them your own and, again, commit to them as I must as well every day. Now in
the face of challenges that we see around us and within our own
community, let’s not; however, lose sight of the remarkable
work that is occurring and what we have set our sights on for
the future. To support and sustain our excellence across
our missions, as you know, we have launched a major
comprehensive campaign for the University and it focuses on
three themes or grand challenges: Decoded life to
improve health, leveraging Discovery to revolutionize care,
and achieving health equity. The challenge to achieve health
equity for our own patients and to lead
the charge around the globe for all
directly aligns with our goals of promoting equity and inclusion as stated
in our pride values. Our decision to put health
equity as a centerpiece of our campaign is a remarkable and perhaps risky
area of a focus for a fundraising campaign
. It is not a sure bet or an easy path in terms of attracting
philanthropic support, but we are doing it
because it feels authentic to use UCSF, to
R-values, feels authentic to who we are and because it feels like
the right thing to do. Through other various efforts such as
differences matter and the great people, great Place initiative,
we are striving to create an environment that enables you all to do your best work
here at UCSF. This forum today allows us to hear directly from you about what is
working and where we can do better and where we need to put more focus. In
closing I want to emphasize that UCSF would not be considered one
of the nation’s most renowned health science centers without
your hard work and dedication so I think you all for what you do
every single day. It is now my privilege and pleasure to
introduce Renée Navarro, our Vice Chancellor for diversity
and outreach. Renee and her team worked tirelessly to address the issues of
diversity and inclusion that cut across
faculty, staff, students, and operational lines and they are
leading us to a future where everyone here at UCSF has
the opportunity to excel. So thank you René, wherever you
are, there you are. And thank you to your team for the work
you do every day and putting this important form together.
Thank you. (Applause) »RENÉE NAVARRO: Thank you,
Chancellor Hawgood and thank all of you for being here this
afternoon. I am just so delighted to be here. This is our 11th annual forum
and it is our best audience yet and we
are also livestreaming. So to those of you who are viewing
this, thank you all for being here and we also have a sign interpreter
from our own sign interpreter service here as well for you, if
you need that. So with that today’s forum will
be an opportunity for us to see just a snapshot of demographic
data and information about programs, etc. that exist on
campus, but then really take the time to have our distinguished panelists to have an opportunity
to talk with you and then answer your questions and engage in an
open dialogue with those of you in the audience. We were founded, the Office of
Diversity and Outreach was founded in 2010 and we developed
a strategic roadmap to inclusive excellence. And I am happy to
report that we have made some progress at UCSF. Our
populations are increasingly diverse. Our education and
training efforts have been widespread and they
have been very well received and we are ever vigilant in our efforts to
create and sustain inclusive culture and
climate here at UCSF. Yet there is still a lot of work that
needs to be done. Are gains have been too slow and our
progress has been uneven. And too many barriers remain. In my
short time today I will provide an update on the campus, the
University campus and health systems demographics, discuss
some of our initiatives and then move on to our largest
population, our staff. So with that I am going to start
with a snapshot of our learners. Are learners make up about 6000
individuals here on our campus and 58 percent sign of our
learners are female. They are a percent sign Hispanic
and 5 percent sign Black or African-American and this represents an increase
from 2010 of 77 black learners and
163 Hispanic learners, some progress, still too slow. When we look at our faculty
trends, we can see that in fact the proportion of women faculty has approached 50
percent and this is across all of our schools. Our African-American faculty,
they are 3 percent sign of the faculty and Hispanic faculty are 6% of the
faculty. These percentages haven’t changed since 2010
because the growth of our faculty numbers. We are now at 3099 total
faculty, has been it have gone from 77 to
152, more than doubled and black faculty from 47 to 80, some progress . Looking at our staff by race
and ethnicity, we have a nearly 20,000 staff members and in
fact, Asian groups combined represent a slight
majority of our staff and to together with
our white staff members, they represent 80 percent sign of our total staff. And
with underrepresented minority groups constituting the
remaining 20. Compared to 2010, we have a net gain of 240 Hispanic staff members
and 331 black staff members and four
Native American Alaskan native staff.
Of course these don’t represent all of the dimensions and one of
our challenges is a how to get more data on
other demographic information about our staff and we are going
to be working towards understanding better the LGBT
status, disability better, and some other groups within our
staff so we can address specific needs that they have as
well. When we look at our Majel —
major personnel programs we can see that we have professional
and support staff which is the largest sort of subgroup of our
staff programs and within that group, you can see the racial
breakdown with Asians actually constituting the majority of the
group. When you move into our managers
and senior professionals, as you can
see and appreciate all the slides the proportion of white
managers is significantly higher than the overall proportion
within our staff. So what are the barriers and
roadblocks to actually sustaining that diversity across groups and as
we advance through our staff ranks? When we look at our staff groups
by the new career tracks designation of managers, one through four, you
can see something very interesting that occurs in the slide, interesting.
Well, if you are — there is a decrease in diversity over the
increase in staff level. And if — the likelihood if you
are a white staff member in one category to go up to a four is higher
obviously, if you are Asian, echoes down and for the other
minority groups, it goes down as well. Last, the fourth slide is not
cut off. (Laughter) There are 19 within that
particular staff category. When you look at our — those
same groups by gender, we are a
majority female organization, but if we
look at our M-Level, the highest level of our organization it is
a flip where it is a small subset of our organizational
staff, but it is the majority male. Looking at our senior managers
group, our SNG group, you can see a
very small group, the Chancellor’s cabinet group of 15 white, three African in in
that group. It is one third female, two
thirds male. So the numbers are
important. We have to have a critical mass and we have to be
reflective of the State of California, of the nation for
our faculty that we recruit from across the nation, but the
numbers alone are insufficient. So what about the climate? What are we doing about
inclusion in a way that all members can actually experience
the wonderful aspects of being at UCSF? In 2013 we instituted the first
ever climate survey that was done at
UCSF across all groups. And when we look at this data, we
found that a third of our staff reported that they had
experienced this exclusionary conduct. They felt isolated,
intimidated or bullied and that additionally,
you underrepresented minorities and individuals with
disabilities also reported a less comfortable with
the climate at UCSF. More recently in 2017, we were fortunate to be a pilot from the
American Association of medical colleges and that allowed us to be a test
case for a culture and climate
toolkit and completing that self assessment, we were green in
some areas in an institutional context and structure and
policies, but some caution around human capital and what we need to do to actually
completely fulfill the promise of our human capital here on
campus. So with this knowledge from our climate survey, we
instituted programs to really address fundamentally address
the climate issues and we started off saying well, how can
we facilitate people understanding differences
and engaging and embracing the
differences and embracing inclusions and we launched the
first of all the unconscious bias initiative, but that has
actually expanded to a number of training opportunities, most
recently the staff a certificate training program has
been very well received by our staff. We have quarterly
training opportunities as well. And all of these have been well
received and we have trained thousands of people on our
campus. So that is moving in a positive direction for our
campus. In addition to the Office of Diversity and Outreach, all of our schools
are engaged in these activities and are partnering with us so we
are working collaboratively across our schools CROSS across the health system, and
they include the differences matter initiative in the School
of Medicine launched two years ago and one a significant
component of that is the goal to do faculty champion
training, to train our faculty. The goal is to train 1000
faculty by the end of this calendar year. There are well over 300, 400
faculty trained to date and the school of nursing has the
longest standing training with the DIVA
committee, the diversity and action committee and they are
training all of their students through this trying program. And I am really pleased that in
fact the office of the president, I have been working
with them and they have recently launched through the UC implicit
bias series, which is an online series through our own learning
and development platform that all of our staff can take
advantage of this online learning opportunity . So in addition the staff
reported that they needed to understand what are the
resources, what is available to them? And so we worked with our staff
and subcommittees of the four CI
committee and they came up with having a staff resource day and
we have held two skeet staff resource days to date and they
have been incredibly well received by our staff and we are pleased
that on June the 12th we will be hosting here on the campus our third staff
resource day activity. In addition we brought in other
programs that foster a climate of inclusion by impact having
through our resource centers teambuilding, group identity
building activities that allow for staff, through their
employee resource groups, through their staff Association
groups to engage in activities together to build visibility for
them, to build cohesion so that you don’t feel like you are
alone, even if you happen to be alone in your particular unit,
division, etc. There is in fact a critical mass
when you can bring people together from across the cetacean and we have
also started doing some professional development
activities as a part of these groups. So there is a campus committee
that is cochaired by myself and the Provost Dan Lowenstein and
it is the Council on culture, climate, and inclusion and we
really expanded that this year to make sure that impact our employee
resource groups have a voice and can be a component of those
campus conversations as well. So the black caucus, the Chicano Latino, Asian system alliance
were added in addition the committee on disability, status of women, LGBT issues are
also at the table and a part of those conversations. So this is
a broad platform for us to engage and learn from each
other, share best or promising practices across the campus. So with that we have are UCSF
Black Caucus and that UCSF, the black
Caucus is celebrating their 50th anniversary this year. And it
is the longest standing employee group across the entire
UC system. It is under the leadership —
(Applause) The current chair is Dr. Hill
who is also the director of the multicultural resource Center
but many many individuals on our campus have contributed to and I would like
you to see this video in commemoration of the 50th
anniversary that they developed (Video playing) »: If you are born nonwhite in
this country, you are born into a life of sacrifice. Are you prepared to fight for
nonwhites in positions of power and decision-making on this
campus? (Applause) »: The black caucus was the
first group in the UC system to form and
challenge administration to respond to
certain kinds of demands. »: The Black Caucus was a very
important vehicle on this campus because of the prejudices and the racism
that prevailed during that period of time.
»: I don’t think there was one person that would come to those
caucuses who did not have a story to tell about racism or
how they were being unfairly treated.
»: UCSF was known as the, “Plantation on the Hill” because
of the way it treated its employees, primarily those in
the custodial service. »: It takes an organization to
move an organization so why don’t we organize? And that’s
pretty much the birth of the black caucus.
»: The very first Black Caucus meeting we had was we had a big meeting
in the Cole Hall. »: And it’s amazing how many
people showed up, people and clerical position showed up, people and janitor’s
positions. »: And the first order of
business was to issue this letter of demands.
Some of the demands had to include increasing the staffing, but
really our primary demand was to increase the number of students in the
medical school. »: We had to get people of
color into the system and then retain them.
»: The idea was to create an environment that allowed Blacks
to excel. »: And are work was cut out for
us. And we took care of business. Our membership would tell us
where the problems were. The investigation committee would go
out and check that out. »: Basically, we were there to
monitor any discriminatory practices on
the campus. And so we set goals for each department and for each school,
and we included what we would be doing to ensure that these goals
were met. The black bulletin was reported
what we were doing and what we needed to do. »: It was a vehicle to stay in
touch with one another. People needed to know what was going
on. »: And of course we did have
the technology we have today. We had mimeograph machines that
left you covered with black ink, but we managed to get it out. »: We sort of thought of
ourselves as a full-service organization. »: We threaten to strike
because a demand that we had asked for wasn’t granted.
»: All six elevators and mappers should come down to the
basement because of a large number of people who work in the
basement. »: And they didn’t believe we
would strike, and we did. »: We just walked off of our
jobs and just came out and refused to go back to work until they did something
about it. We marched around this campus to make sure that
San Francisco and California new end of the world knew that we
were not satisfied with things going
on. »: If it wasn’t for them, the
janitor and the maids, we wouldn’t have been able to pull
it off because they were willing to put their jobs on the
line. »: And the people were willing
to do that. I mean these are not employees
who were making significant salaries, but when they struck,
that was really critical because administrators were pushing the
patients around because there were no patient escorts to move the patience from wherever to or
ever it was a significant event. We were pretty persuasive. We
were not something that they could shut the door and forget about.
»: There were more protections afforded to janitors and there
was more dignity that they were able to secure. »: It changed the culture of
the campus. »: It’s almost in the bricks
and mortar now; the battle scars are all on the walls.
»: And as a result this campus became the model for other
universities. »: It is now renowned
throughout the system as the leading campus and medical research, in student
recruitment. »: This is a and these are the
values in which we are operating.
»: We have shown in this world today that it can be done, that
we can follow in the footsteps, adopt a mop with a gain.
(Applause) (Applause) »RENÉE NAVARRO: We have some of
the pioneer here’s with us, Dr. Watson, Crystal Moore is,
others, please stand and let’s acknowledge you again. I know I
stand on your shoulders. Other members of the black
caucus, please stand. Other members of the Black
Caucus, thank you. You know this month marks the
50th anniversary of the death of Dr. Martin Luther King and it is
hard for me to really recognize how many of us stand on the
shoulders of those who have come before us to increase
opportunities and open paths that were previously closed. And with that, I would like to
welcome you to our stage now our
moderator, Roger Mohamed. Roger Mohamed is the Director of Operations within the UCSF by
dean’s office at Zuckerberg San Francisco General Hospital.
Thank you for moderating, Roger. You can bring the panel up and
come on up. Thank you. (Applause) »ROGER MOHAMED: Thank you, vice
Chancellor Navarro and good afternoon everyone. As mention
my name is Roger Mohamed and my preferred gender pronouns
are he, he is, and him. Also, as mentioned I am the Director of Operations at the vice dean’s
office at the Zuckerberg San Francisco General Hospital and
yes, we do exist. (Laughter) There are actually 2300 UCSF
employees on that campus that work
alongside our DPH partners. I have been with UCSF for little
over seven years, all at the General
and during that time I have been provided many opportunities and have had
excellent mentorship and it’s allowed me to grow
professionally and really advance my career as a UCSF
staff member. I work in a campus as most of you know that we serve the underserved
population of San Francisco. But there is still not enough
unrepresented UCSF employees taking care of our patients, supporting our
research, conducting our research, and supporting some of
the many initiatives and efforts of the University.
But I am hopeful. I am hopeful with the increased
focus on diversity, equity, and
inclusion initiatives throughout the campus that more opportunities will be
provided to our underrepresented UCSF staff members,
opportunities that I had. I am also hopeful that with
these and other conversations that will continue to move that needle to more
measurable outcomes and two more focused
outcomes. So I want to thank our panel
today for their leadership. And I also want to thank the leadership of the incredible
team of the Office of Diversity and Outreach under Vice
Chancellor Navarro. So thank you all, for all that you do.
(Applause) I want to thank also our UCSF
committee — community that is join us by livestream and
special shout out to my campus, and shifting to our
panel discussions we know given our vast community, that there
are many concerns around diversity, equity and inclusion. But given that approximately 70%
of our UCSF population are staff
members, we thought today and this year we will be focusing on our staff,
climate and equity. And in thinking of some of your
anticipated questions, we have put together some of UCSF’s finest
leaders to, hopefully, address your questions and concerns. So the panel today are Paul
Jenny and he is our Senior Vice Chancellor of finance and
administration and then we have Jeffrey Chiu, Vice
President of human resources of UCSF Health, Nancy Duranteau,
our director and chief learning and learning and
organization development, Sergio Saenz, our director of a
bore the School of Nursing. Sergio is also members of the
Chicano Latino campus Association, the Council
of minority organizations and
STRIDE, school of nursing staffing group and finally, we have
Leanne Jensen who is our Executive Director of Wellbeing
Services and operations within intense life services.
(Applause) So each of our panelists will
provide a short presentation and some of those teams will include
ongoing initiatives, common challenges and opportunities for
staff, available training opportunities and after a short
presentation we will move to our Q&A. And again, just
acknowledging the audience that is a livestreamed for Q&A, will
have an opportunity to submit your questions via the diversity
outreach at UCSF.edu. So with that, Paul, would you
like to start us off? »PAUL JENNY: Sure. Good
afternoon. My name is Paul Jenny, Senior
finance administrator. It is hard for aspirational
inspirational video, but I will do my best. So I have been at UCSF are going
on two years and one of the things that really attract me
about this was his commitment as articulated in
PRIDE, the various committees and initiatives that Renée
talked about and its overall inclusion and diversity and in
fact, when I first arrived here I was doing my search process and interviews
and meeting with the committed leadership we have and certainly
Renée, Dr. Navarro, Chancellor Hawgood and
Provost first asked me was with respect to diversity and if I
can articulate examples of diversity or inclusion
initiatives that are put forward in my previous experience at the
University of Washington, and it struck me and it resonated with
me that having that be one of the leading questions really confirmed why this was such an
important opportunity for me and a chance to join this amazing
committee or community. So I arrived here in June or
July 1st of 2016 and as you recall, July
of 2016 was a very difficult time in this country. We had
horrible killings in St. Paul, Baton Rouge, in Dallas,
and in response, I form was created
that was over in nursing and I got to attend that. And it just
reminded me why this was such an amazing community, that they
were with these Frank, on his, difficult conversations that we
had with one another in that room, but those
were all conversations that were dictated by our values, our
PRIDE values. We noted our deficiencies in inclusion and we
noted some of our successes and we know our challenge, but we
did that with pride and respect and we
shared stories. It wasn’t just a commitment of leadership here,
but it was a commitment of this community to focus on
our issues and it just reinforced this difficult as
that time period was four our nation that I joined the right
place. So it was just thrilling. As we were discussing this year,
how do we think about inclusion, diversity opportunities for
staff that make up 70 percent sign of the workforce,
Renée showed some stats that showed improvement, but a lot of
ways, the areas we have to focus on certainly in the leadership
tracks that as we go more and more senior, we get more more
white, more more mail co. How do we do that? And I think we
can touch on a couple of initiatives that are coming
out of our office and finance administration. But the first
in 2017 we started with the staff internship program and
that allowed us to work with other departments, to sit with
them and obtain skills for career advancement and the
amazing thing about universities is that you can have one employer at the
University of California in San Francisco but have four careers.
You can move from department manager, facilities, Central
finance back and forth. You can have a very varied career and we
have to ensure that we are doing it to make sure that all
aspects, all members of the community are afforded the
rights to advance the opportunities and I think these
staff internship program, it is at least a start for us. Others as a community later, not
just for ourselves, but within the city and County of San
Francisco, we have a responsibility to help our
community and we are doing some beginning work led by Howard on how do we become an
anchor is Institute? We are the second largest employer in San
Francisco and if we follow the trajectory that we have tracked
for the last few years, at some point we will become the largest
employer in San Francisco. So we have a responsibility to
ourselves and the community and the anchor Institute will help
us and our staff get engaged with the community looking at
the low income and underrepresented ZIP Codes in
the community, working with our
suppliers to ensure that we have minority women and suppliers
providing us with the materials to do our job for our doctors
and so forth. So I think we have amazing opportunities and
we have significant challenges, but again as a community I am
confident that we are charting the right course and certainly under
the right leadership. »JEFFREY CHIU: Hi. My name is Jeffrey Chiu and I am
the Vice President of Human Resources for UCSF Health. And
I want to point out that certain functions also that report up to
me also serve service the campus and Nancy’s function is one of
them. So when I do speak of one of the initiatives that I am
spearheading, they do impact both campus and health. So I
wanted to share a little bit about what is behind what drives
me to do some of this work at UCSF and
is starts a little bit with my story. I have been with UCSF for 19
years now and I just hit my 19 year
anniversary in January and I started as a temp
through Kelly services in 1998 and I
have stayed in HR pretty much the entire time for my full 19
years. I have had many different roles within HR from a recruiting assistant
to a recruiter and to a project manager, supervisor, manager and
director and finally this position I am in right now. And I have to say in reflecting
on, reflecting on coming here and speaking, one of the things
that was really impactful for me to think was when I first started here, I have moved
from New Jersey in a very
predominantly white neighborhood and went to university and I was one of the very few Asians
that were in the area and my high school. I think I was only one of two.
And I am an openly gay man and coming to San Francisco was the
purpose that I came here, was to be among the community. When I
walked through the door, you know I had a whole set of
expectations of what I would face here. And it’s not what actually
happened. You know what actually happened
was a career that I feel is so
fortunate. I feel like I have been so fortunate to hear that
the opportunities have been here for me or that I have been able
to find those opportunities so that I could advance within this
organization and I think what is most important to
me is that I have always felt that this place is inclusive. And now that being Asian is
where the majority — we are the majority
now — but it certainly was not what I grew up to expect. And so I guess I want to point
that out. That this is important to me because this
experience that I have or that I am having is not necessarily the
experience that everyone in this organization has. And I really truly recognize
that, that the opportunities don’t always feel like they are
there or people don’t feel included. And that is a critical piece of
awareness that drives my role. And in the role that I am in
right now as the head of HR for UCSF
Health, I have a responsibility. I did not get the one minute.
(Laughter) Anyway I have the responsibility to
make an impact on that and we really have an approach that is
critical, utilizing data, looking at trends. Renée has
pointed out some trends that are critical but really digging
deeper into that, understanding by
demographics how people are moving, how people are promoting
in this organization, why people are leaving and really looking
at where do we want to go as this
organization and what initiatives do we have to put
into place to get their? And how do we track and monitor that
and make it really visible? So thank you.
(Applause) »NANCY DURANTEAU: Good afternoon
everyone. Can you hear me? Okay. Close enough. I am
delighted to be here and honored because I know that just by
sitting here I am defying the odds as was illustrated in the data that we just saw
that Renée, Dr. Navarro showed. I am a female African-American
and leader who is engaged, who feels
very valued. I feel respected and I feel like
I am able to contribute my best and I know that is not the norm,
nor has it been the norm throughout my 25 plus year
career where I have been. I also know from the data that we
are looking at and what we hear that that is not the norm
everywhere at UCSF as well. And so one of the things that I’m
really thrilled about is that I have support everywhere which is
why I am able to be engaged. I have an amazing boss who
supports me and I have another amazing boss that I see out
there, Jimmy Schreiber who is the head of campus as well as
the fabulous team and I see some of the members here, CJ, Kelly,
I don’t know anyone else — you can stand, but we would not be
able to do the work we were doing without the team so I feel
completely supported by the team, my bosses, my colleagues, great
partnerships, really thrilled and excited about the work that
we are starting and beginning to look at which includes this and partnering
with LeeAnn and others on the panel in terms of really being
able to make a difference. And so though I say that right
now I am sitting here and define the odds, the goal is when we
are finished with our work that I will not be the odds. So my
scenario will be the norm and we will be in the majority. So I
just want to touch — I don’t know how much time I have left,
but I want to touch just briefly on some of the things we have
recently worked on. So I wanted to let you know that
most importantly, and this is critical for right now that the
engagement survey is underway. So our department is the
organization or the team that administers the engagement
survey and I would say it is the foundation of our work and it
really is about driving and increasing engagement. And so
we want your responses. And we want your opinions. We want to
know what is working so we can continue to work in those areas
and we want to know what is not working and what could be better
so we can work to change some of those things. One of the things that we know
as well from Gallup that administers it is to work on
creating as much confidence and a with a survey as possible. It
is that individuals who focus on their strengths are more engaged
and more productive at work. So we will be rolling out tools,
processes through trainings that will help everyone be able to focus
and ideally move towards an organization where that is what
we focus on and we are able to leverage all of our wonderful
differences. So that is one tool and another
tool is in the career — you will see a link to it in the
program that we have. Just to give a real highlight it is a
phenomenal tool and helps with career development and somewhere
where you cannot only assess your skills and your inventory, but you can also
identify — and elevator pitch basically. It helps you walk
through that. It also will allow you to develop your own
resume. It’s got — if you have a camera on your computer, it
will actually videotape you if you are practicing interviewing
and it connects to all of the jobs in the use systems you can
see what is out there and available at. So it is a great
resource. We were able to leverage that
from the UC system and thank you.
(Applause) »SERGIO SAENZ: Hello, everyone
my name is Sergio Saenz and I have been at UCSF for about
eight years now in the UC system, a little over 18 — time
flies — and I am a member of COMO
which is a counsel on minority
organizations and that is a Latino Filipino organization,
the black caucus, Native American health alliance, APSA, Asian system of as well as
CLCA and I have been able to sit there with my colleagues from
COMO today and I would like to thank Renée for the invitation
to discuss where some of the issues that underrepresented
staff face here at UCSF and they gave me a
lot to talk about. I told them I don’t have a lot of time. So
we wanted to kind of put it concisely to three issues: The
first one is as the staff showed a lack of diversity at the
management and leadership levels at UCSF. Why is this a problem? As a UC land grant institution
we feel that it should reflect the make up of the state of
California and we should be actively working towards that.
I think another issue in terms of lack of representation or
diversity, I should say, is many of underrepresented staff feel that the message when we
see the stats is underrepresented individuals perhaps are not — are
unqualified, unwelcome, or only tolerable in small doses at the
higher levels and it is something that I think that I
know that we are working towards. Lastly, I think that it is
difficult to give voice to the concerns or
the ideas of underrepresented staff
if there isn’t representation there that is had that lived
experience. So that is another issue that they shared with me.
My colleague, Judy from COMO gave me an amazing quote that I
wanted to share in terms of relation to this issue. She said, “As a professional,
cultural ethnicity is not a factor in determining best
qualifications to perform functions. We choose the best
individual with strengths and experiences to ensure workplace
priorities are addressed. Without cultural diversity in leadership roles, we lack a
sense of optimism for ourselves to advance and to be recognized
as a competitive professional. The opportunities are diminished
when there is no one like me in positions of influence and
prominence.” So thank you Judy. The other issue is climate,
specifically the issue of microaggressions. Many times
microaggressions, they are more common than you might think and
they are not as overt as other types of discrimination, but
given the power dynamics, many times here at
UCSF in relation to staff of color, they might go unreported and it’s something
that definitely staff of color are definitely looking to see,
hopefully, if there is more mandated training just as there
is for sexual harassment or cyber
security, perhaps around diversity and inclusion and
climate as well. (Applause) And lastly, it is the issue of
valuing a staff. At UCSF is promoting impositions
as a magnificent place to work and go to school and it is and
should be positioned that way. However, some staff feel that
given the hierarchal struggle — structure at UCSF that perhaps
staff are at times seen as support or hear merely to serve the higher ups versus full
partners in UCSF submission. I know from my time here at
UCSF, that there are really talented, highly accomplished, highly educated
staff who help make UCSF the amazing place that it is and I
think what we would like to see is perhaps some of that same
recognition and the investment in staff, specifically
underrepresented staff as we see an other sectors of the campus.
So thank you. (Applause) »LEANNE JENSEN: Hello,
everybody my name is Leanne Jensen and I am the executive
director of an area called well-being services and
operations in a Campus Life Services and when I planned what
I was going to talk about today I actually wasn’t going to talk
about myself. But as I’m sitting here thinking about
whatever everybody has said, I think it is important that we
declare a little bit about who we are and what
drives us. And I am an out lesbian woman and I have been here for 15 years and
I’ve had a great experience here at UCSF, like my colleagues
here. You know what drives me every day is that everybody has
a more consistent experience or an equal
experience here at UCSF and in my role as
Executive Director over well-being, I think people
typically think of well-being fitness and nutrition and stop
smoking and while it is all of those things, it is much more
than that. And about two years ago we started to rethink what
does well-being really mean to people at UCSF? And
essentially, it is a better way of saying or work/life I guess
because really you cannot separate work and life. It is
combined. So we can a group of 35
stakeholders across UCSF of all varying positions a different
pockets of the organization and we said what is our current
state we what do people think we where do we need to go? What
are our gaps? So we dumped all of our data out on the table and
we looked at all of our different surveys, are climate,
satisfaction, engagement, faculty climate, student life
survey, and what we realized is we are actually more similar
than we are different believe it or not and each pockets to have
their own unique, uniqueness or different gaps and from that we
birth an initiative called, “Great people, great place” and
it is all about making sure people have more consistent
experience at UCSF a building culture, a consistent culture.
And so two of the things we started with; really from an
organizational standpoint, but organically this position had a
very staff focused feel that we really started to lean more toward staff because it is a
large part of who UCSF is. So the first thing we did was say
we don’t have a set of organizational values that are
consistent across UCSF and use the FF health had a long
standing good set that I think Paul mentioned, PRIDE and Sam
also mentioned. So we decided to adopt those and it was in
partnership with a lot of different people and two things
that we really are focused on is more work in that area. So we got pride and performance
evaluation last year because it is important we help people
accountable to living these behaviors. But we are also showcasing them
in a criteria is too peer because we want to highlight
those to exemplify the values. And to that point, and other
effort we are working on is about building the culture of
recognition. Everybody should have the opportunity to be
recognized for their great work and highlight that to their
manager. And we said well, there are a lot of great
recognition programs at UCSF and most of them are sidled. We
don’t really work across the organization. So I teamed off — teamed up
with some partners, hi Susan! And let’s build one in great
program, regardless anybody of who you are, where you are
physically located or what your position or level is that you
can participate in this program and it is called recognize .ucsf.edu and
if you recognize someone or get recognize, your supervisor is
notified that you have been recognized so really
highlighting that great work. And it is an opportunity to
highlight the PRIDE values as well. So we are going to keep
moving on those areas, really focused on staff well-being in
general and what that means to people and we will keep looking
at our new data as it becomes available.
(Applause) »ROGER MOHAMED: Thank you to
our panelists for their presentations and thank you for
sharing that information and sharing some of your journey as
leaders on this campus. Now we will move to our Q&A
portion of our program. I see folks walking. I am not sure if
they are walking towards the mic or not.
(Laughter) But we now invite you to walk
towards the microphone and we welcome
your questions. Please we just ask that you speak directly into
the mic. As a reminder we are livestreaming this and we want
to make sure our livestream audience can hear your questions
and also please introduce yourself by name before you ask
your question. Just as a reminder for folks who are
livestreaming, you can submit your questions via our diversity
outreach at .ucsf.edu .ucsf.edu. We have limited time so we will
try to address as many questions as possible. So why don’t we
begin over here. »GUEST: Thank you. This is a
livestream question from Christina Morrison in the Dean’s
office and she is the manager of change management asking about the
pipeline for leadership opportunities. She would like
to know are there pipeline to support growth for
underrepresented or nonrepresented groups to MSP levels and what is
being done to change these statistics? Thank you. »ROGER MOHAMED: Thank you.
Jeff, would you like to take that when on for us?
»JEFFREY CHIU: Do you want to start it?
»NANCY DURANTEAU: I can start it by sharing that they are
offerings and programs that we have within the organization
development department and one of the things that we are
working on is really revisiting those and looking at creating
more of a streamlined approach to that gives a little bit more
detail around that. So I’m particular what I will speak
with is that different levels we have programs around
development. So we have the professional staff development
program that is really for individual contributors and it
is around the professional competencies that are important
here at UCSF and we have another program called leading the front
line for managers. We will be introducing and rolling out —
it was here before, but we are reintroducing a program called management development programs
that is also affiliated with the office of a programming and it
will enable you to go to the people management conference
that Dr. Navarro spoke about earlier. We have a number of
different programs and what we are doing right now is looking
at all of those to create something that shows what is the
level. And we are also partnering as well I would say
with the office of the president and systemwide college
management around looking at how do we perhaps down the row, not
immediately, but how do we leverage competencies and career
tracks so that we can make that also more obvious. So we have
that on the horizon, but that is what is going on right now.
»JEFFREY CHIU: I think you covered it. The only thing I
was going to say with the onset of career tracks, you can look at your job family and the MSP
and the PSS are all within the family and you can really see
with the competencies are to get to the next level, that is the
MSP level and what we are working on with Nancy is really
to identify what would those tracks to develop
people from one job, one level of
career tracks into the next »ROGER MOHAMED: Thank you. »GUEST: Thank you, panel. For
my question I would say you are the dream team to be able to
answer this question. Thank you for being here.
(Laughter) My question is about a comment
that was made regarding mandatory training for
unconscious bias. We could broaden that to any kind of exclusionary behavior,
stereotyping, or other kinds of dynamics in our whole existence in
diversity. So my question is, to the panel: Again, thank you for your very
informative and inspirational comments that you made a pair my
question is: What do you see as the barriers to instituting a mandatory training
for staff and also in respect to the
focus on staff today? But also faculty and students in
the dimensions of diversity, in the dimensions of exclusionary
behavior, stereotyping and the like? So what would you say are the
barriers to us actually implementing this mandatory
training? »PAUL JENNY: I don’t know if
there is any specific barriers. Sorry. I would certainly look
at that. There are certainly requirements
that we are imposed on, sexual
harassment, great that we need to do irrespective of whether it
is mandated or not, but I don’t know off of the top of my head
any barriers to that training. So we would certainly have to
explore it peer, but if I can expand a little bit, one of the
things we have to work on is what we do after the training?
How do we make sure it is not sit at the computer a few hours
and get your training, how do we make the training and interval
part of our day-to-day interactions? And that is where
I think the mandate needs to come on all of us. To your
question, it is a good when I think and I don’t really know
the answer. Jeff probably does, but I think what we have to do
with all of our training is how do we incorporate that into the
day-to-day decision-making that we do. You are absolutely
right. That is something we have to focus on.
»JEFFREY CHIU: I don’t believe there is any particular barrier
to implement this either. There are processes that have to go in
place to implement any type of mandatory training. And there are lots of interest
in having mandatory training so it has to be factored in about
all of the other demands and all of the other prior that are
existing across the University. A good deal of those decisions
are made at the office of the president level. And what we
have to implement across the system as a mandatory training. But I agree with Paul that a
mandatory training is one piece of a
larger set of solutions that we would want in
place. That a training is one thing and then if you have lots
of people taking lots of different types of training that
are mandatory, the question is how
it is it? So it really has to be something very thought out in
terms of a larger response to something such as
bias. »ROGER MOHAMED: Thank you,
both. Sergio you alluded to that particular topic in your
presentation. Would you mind sharing some additional
thoughts? »SERGIO SAENZ: I agree with
everything that was just said. We do do cyber security,
mandatory training, sexual harassment mandatory training.
So I would not see any technical impediments to do in it. I do think some of my colleagues
would like to see the mandatory
training, but also perhaps more tracking and accountability on
the backend in terms of hollow these issues are followed up on
— how these issues are followed up on.
(Applause) How issues are addressed
»ROGER MOHAMED: Thank you. I will take a question on the side
»GUEST: Hello. I am a 25-year employee of UCSF.
»ROGER MOHAMED: What is your name?
»GUEST: (Indiscernible) and I have been working for 17 years
and I’m the only analyst or person period, staff member period to not be advanced. And I have in many ways — it is
hard to say these things — because there is a very much
implicit bias that I have pointed out, whistle blown
about, even — there is a laundry list of
things. And it seems as though because a
human resources on several different levels are almost completely white and
Asian, they don’t necessarily relate
with what we say sometimes. (Applause) And it seems as though those
people also honestly; they get up higher in
the ranks and it leaves a lot of us feeling as though no matter what we do,
nothing is ever going to happen. And I want to say this too. I worked on the mission campus.
Like I said I have been a 25-year employee and I have been
on Mission Bay’s campus for 20 years and I never felt as though I was singled out
until I got to that campus. I have been stopped may like
five, 10 times, even inside the campus. I am probably one of
the only people that wears a dress every day. If you
guidance know how Mission Bay’s culture is. I have been told
that I have lied. Put it like this. There is like an ongoing
thing within my coworkers circle that say you better make sure you wear your badge
and have at least one white coworker with
you to verify what you say. And it has gone on for a long time
and it is a hard thing to deal with. And I am not the only
one. »ROGER MOHAMED: Thank you.
Thank you for that question. I am sorry that you have
experienced that. »GUEST: So my question is —
let me finish — so my question is — there used to be in human
resources where they would do equity within the group. What
happened to that? If I am a 17 in and I have more service than anybody in my
department has an analyst, why am I almost
the lowest paid? (Applause) »ROGER MOHAMED: Thank you.
Thank you for that question. »JEFFREY CHIU: Thank you for
sharing that and sharing your experiences as well. There is — the assessment is
done and it is done on an annual basis. I am sorry. Are you in
the health system? »GUEST: No. I’m on the campus
I »JEFFREY CHIU: I can speak to
that. Now that we had the campus tracks I can align it
better with the career tax grade »GUEST: I have a whole other
issue with career tracks so that is another issue, a long issue.
I am sure a lot of people in this room have issue with it.
But that is a whole another story
»JEFFREY CHIU: The other thing I guess I can share is that we
are going to do a compensation analysis and look at it from
multiple different angles across the organization, look at it
from a demographic perspective. So that work is in progress now
»GUEST: How long is that going to take? Because it feels as
though we are not devalued. »JEFFREY CHIU: I hear you. I
hear you. »GUEST: I have felt that way
for a very — you can hear the shaking in
my voice. I even have to have — and I
will be honest with you — chief Dennis is one of the most
responsive managers that you have. He is one of the only one to
make me feel as though I belong. I have to go to him after being stopped on campus, after being
— bite to people and Mission Bay for 12
years that don’t wear a uniform. »NANCY DURANTEAU: Right now, I
feel your pain is what I want to say. As an African-American, I
have said, and I’m getting emotional as well. What I want
to also say with that is one of the reasons why I said I am engaged is because I would say
it right now in my role, in working with
Jeff and Renée and our team, we are specifically looking at
these issues in terms of what can we do to create more, I am
going to say equality, equity across the demographics so there
is not that disparity. I know unfortunately, it is not going
to happen overnight, but I haven’t seen — and I have been
in HR and I’ve been in leadership development for a
while — I haven’t seen this emphasis and this level of focus
anywhere else that I have been. So I am encouraged by that. I think what Jeff is talking
about; something may happen from that. »GUEST: Something may?
»NANCY DURANTEAU: I can reach out to you too connect with me
off-line »GUEST: Most deaf and. I would love any that can do
anything that would feel like we are included »JEFFREY CHIU: You are welcome
to contact me about this as well.
(Applause) »ROGER MOHAMED: Thank you,
again and thank you for bringing that to our attention campus
wide. Why don’t we take the next
question »GUEST: Hello. I have the
honor of presenting the second livestream question. How can we get HR to unblinded
ethnicity data when sending resumes. This is not for
faculty recruitments. »ROGER MOHAMED: That is in HR
question. (Laughter) »JEFFREY CHIU: We have a theme
here. It is a good question that I don’t have a great answer
for right now. And this has been a long-standing practice to not put ethnicity
into , as information to our hiring
manager so that hiring managers can make the decision without,
based on the best qualified candidate for the role. I understand that there are
certainly — there are certainly evidence out there that even
without the ethnicity being shared, that the ethnicity can
be assumed based on either the name or based on affiliations
that are in the resume. And there is evidence already based
on that, that there is bias that happens because of that. Is it
is a complicated situation and we would have to really look at
what is the value of doing that? And what is the risk of doing
that? And is it going to really get us to where we want to be?
So I think it is a good question and it definitely requires some
deep deep thinking to see if that is the right thing to do. »GUEST: Thank you. Thank you
for doing the panel. It is great to see what you are doing
every year repeated. My question goes to I think Dr.
Navarro, you had alluded to this, doing collection on sexual
orientation and gender identity and I’m curious to hear more
about what is going on that area and if you are working with
experts in the field that you have on campus that up done work
on this and kind of flushed out a good way to answer these kind
of questions and assess this kind of information
»ROGER MOHAMED: You are looking for additional resources around
sexual orientation? »GUEST: Are we collecting data
on — it is hard to assess how we are doing if we don’t know
who the workforce is. So is there an effort in that area?
»ROGER MOHAMED: Sure. »JEFFREY CHIU: I don’t know if
I know the full answer to that. So Renée? »RENÉE NAVARRO: Certainly for
our learners, we are in the process
for some of the professional schools to collect this data and
we have been, I think in the school of medicine for a while,
and yes, we have the expertise of our faculty members on how to
ask questions about gender identity. We also have a new
law that we are looking at that will have to go into effect
about choosing gender as an option and how do we actually
change our HR forms in order to meet the
requirements of that new regulation. So there is a work
group happening at the office of the President that we are engaged with about those
conversations. On general staff data, it is not
an office of the federal contract, it is not the OFECP data that we track
all of that data yet. So we don’t have a system of doing it
right now. We introduce it onto the patient platforms with a new
health system, but it is coming. It is just not coming
immediately. We know from our client survey data that we have
some ideas about the percentage of our population
that identify as LGBTQ and it is
upwards of 16 percent of our population and
they experience a comment actually
better than other identity groups on campus and will be
repeating the climate survey where we hope to get good
demographic information about all of our groups identities
»GUEST: Is there an interest in doing that for staff in general
to be able to track promotion and retention in that kind of
thing? »JEFFREY CHIU: I would say the
interest is there. We recognize that there is a gap. We collect some of this data on
the Gallup survey as well so we can see if there are variances
across demographic groups in regards to engagement. But we definitely recognize that
in our employee databases that this is a gap. The one area
that we are looking to focus on right now is around collecting data around people with
disabilities. There is a requirement around that and we
don’t have a rigorous enough process to collect that data. So that is one of our priorities
right now, but it is a known and identified gap that we don’t
collect that data that you are referencing. Thanks.
»ROGER MOHAMED: We will take a question on this side. »GUEST:
»GUEST: Hi. I’m the program manager for diversity outreach
at an institute that is an affiliate Institute over at
Mission Bay and I am enrolled in the
diversity staff certificate that you offers a with 25 other staff
members and my question might be more for Jeff, but it could go
to anybody. But I overrun an NIH research
education grant that funds community college students to
get lab experience in the summer. There are many talented
and diverse students at the 11010 community
colleges in the state of California and many entry-level
positions on campus require a bachelors degree. I was
wondering if the university has considered updating job
descriptions and career track so at least with entry-level
positions, students with entry-level degrees and high
school diplomas would be eligible to apply.
(Applause) »JEFFREY CHIU: Yes, I guess I
would be curious to know and it would be interesting to actually
connect because one of the approaches that we
have had is that the entry positions
typically should not have the requirement
without the caveat of experience or
equivalent experience. So I would be curious to understand;
I am sure that many of you have seen that, but I know that in
the HR leadership world we have already made it
clear that these roles should have the equivalency to allow people to
be considered »GUEST: I have seen the
research coordinator series and it says high school diploma it
equivalent but for lab assistant or research assistant it says
bachelors and I don’t know if that is necessary »JEFFREY CHIU: Jenny, are you
know notating that? Notated. »GUEST: Thank you,
»JEFFREY CHIU: Thank you, »ROGER MOHAMED: You have a
question »GUEST: My name is Rhonda and I
am a project director at a fancy new standards and reproductive
health, which is part of the Center in Oakland actually. And
I want to build on the earlier question about mandated
training. While I completely agree with all of you that it is
not an end, that it is a starting point and maybe not
even that, you know one of the things that happens with the
sexual harassment training and even in cyber security training
is its sparks conversation mostly because we make fun of
it. With that is conversation and he gets people talking about
those issues and the issues they raise. And so I wanted to ask,
I think probably Nancy if there is any conversation about including
diversity, microaggression, bias content in
any of the trainings that exist for the managers. There are
some and people do do them and I would think that would be a very
natural place to start putting some of that content in there
and making sure that some people at least are getting it on a regular basis and until we
can get to the point where we do have mandated training. The mandate; it creates a level
of importance for that content and it elevates it, that this is
something that the university requires of all people who are at the University and
you know I agree it is not going to solve all of our problems,
but it doesn’t create conversation and it does you
know create a level of importance
»NANCY DURANTEAU: Thank you for that.
(Applause) »NANCY DURANTEAU: Thank you for
that question and I would say yes, we are — I would say we
are exploring what the program will look like. We actually
have been in conversation with the school of nursing program. They have a Hills program and we
have looked at that and we are looking and considering and how
we would rolled that out, if we had the capacity, of the
resources, but inclusion, implicit bias is something that
absolutely needs to be a part of our curriculum I would
say in the leadership development programs that we
offer. And as Dr. Navarro shared at the
very beginning, we did just recently launch the
managing implicit bias series for the OP
program. It isn’t required, a core part
of that certificate program and to that end I think it
absolutely makes sense for us to include that topic in our
content, in our programs as well.
»GUEST: Just to add my unit is developing some materials around
this that will be mandatory for our staff people that join us.
And you know in lieu of anything from the University, so I’m
happy to share what we develop »NANCY DURANTEAU: Please do
»ROGER MOHAMED: Definitely connect. Thank you. A question
on the side of the room »GUEST: Hello, everyone. I’m
am asking my question on behalf of Georgina Lopez, director of
finance and administration. And given that 30 percent of
staff experience exclusionary behavior, what can we do to create and enforce
in anti-bullying policy? We currently do not have one »ROGER MOHAMED: Sergio?
(Laughter) »JEFFREY CHIU: I was going to
see if anyone was going to jump at that when. This has been
noted that we don’t have a specific policy that is around
the bullying. The analysis that we are looking
at right now is whether this is
covered in a number of other policies that are in the office
of the president policies or local policies around bullying
or whether it is implied in our code of conduct. So you know there is this
analysis to see if it is already available, already there, and
whether we need a new policy around that or whether we need a
training, more of a specific training around that, but it is
being discussed. We are discussing it with the alms
Bud’s office. It is certainly in discussions.
»GUEST: Thank you. »ROGER MOHAMED: A question
»GUEST: I am with the Department of neurology and my
name is Sarah and being an outsider is very hard to get
into UCSF. I can attest that the only way I got in was
because I knew someone. And almost every year I managed to
take on a student summer intern who is related in some way to
the wealthy and the connected. The interns come in three to
four days a week for a month and I teach them how to use a copy
machine, how to write a business letter, enter information into
databases and show them the inside workings of a hospital
school credit, business knowledge, something to put on the resume, but more than that
it is a lot of extra work on my part and I’m happy to do it.
But you know what? These kids will be successful on their own
no matter what. For the hours I am putting in for them I am not
making a real difference of their lives. Their path were
cleared because of wealth. I asked myself why am I 15 years
of my work here at UCF F, have only had two opportunities to
help kids and lower socioeconomic classes both were
encouraged by the wonderful Department Chair. But I can
teach them and it might mean ability to break the cycle of
poverty. And its mission UCSF is devoted at every level to
serving the public. So who is this public? We have to look no further than
our backyards in at Mission Bay. It is the proximity to the Hill
housing, and the Hunters Point and between Parnassus campus, and
Mount Zion, it is just one quarter of the campus. Why are
there not more connections to train these members? These kids
need to start dreaming at a young age and now with his
ridiculous new policy that we cannot bring in volunteers that
are under the age of 18, this gets us for away from making any
kind of a different. It is going to be a lot of work and I
think you needs to be mandated at the department level and the
academic side and on the clinic level and the medical clinic
side for a small stipend and the investment of a willing mentor,
we can begin to make a little dent in the lives of some, but
we will be making an enormous dent in proving that we
are wanting to serve every level of the public.
(Applause) And I guess I just wanted to
comment and find out that you talked a
little bit about some of the programs and the women from
Gladstone was talking a little bit about this. Is there
anything else to try to get the community more involved in an
internship? »PAUL JENNY: I can take a stab
that. That is exactly what we are talking about with respect
to the Institute. It is part of our mission. As Sam mentioned
in his opening remarks, part of the capital campaign is looking
at this. But as the second largest employer in the city, we
have to find access for folks, not just in the city, but in the
larger area opportunities to come through internships and so
forth. I cannot speak specifically to the restriction
on under 18. I was not aware of that. But as we progress working with
Howard and others, let’s create opportunities for students, for folks to come,
to mentor, to learn from us, to create opportunities that they
would not otherwise have. We are absolutely committed to
pursuing that »GUEST: Great. »SERGIO SAENZ: I would like to
add that we have an amazing office run by
Don in the center for scientific outreach, which is completely
involved and enthralled and engage with many of the high
school in San Francisco and greater Bay Area. Working with
youth and creating types of these programs and eliminating
some of that red tape that is found at the institutions and it
would go a long way to allow CLC oh, two connect —
CLCA to connect because I have the system wired. They just
need access. »GUEST: I am right here.
»JEFFREY CHIU: The one thing I want to share is we have and are
established — established program. I don’t know if you
are familiar with that, but we bring in 40 —
(Applause) there might be some XL
graduates, but it is a program that brings in
40 interns that are specifically
selected throughout the San Francisco
community. And those communities, it is
specifically targeted for those who have had long unemployment
or hour on some form of public assistance and we bring them in after about — I cannot
remember — someone out there might remember how many weeks of didactic training
— six weeks of didactic training and then we offer them
a four-month month internship here at »CAPTIONER: That is
paid. And I can say that out of 100 people that are in my department, there
are six former internships that are employees right now »GUEST: That is good to hear
right now. (Applause) »ROGER MOHAMED: A question on
this side »GUEST: Hello, everyone. My
name is Linda and I have a question also from online who asks are
there any initiatives at UCSF to hire individuals with
disabilities? Is a possible to have more training for people
with disabilities so that they can be hired? Or is there a way
to partner with school districts so that students who have
disabilities, may be like autism or other disabilities can intern
at UCSF and be supported throughout their journeys? »JEFFREY CHIU: Do you have —
okay — but yes — there is also from
the office of the federal compliance programs, and you know we mentioned the
requirements, just because they are there, not necessarily
because we would not be doing this if it wasn’t there. But we have a requirement to do
outreach and recruit people with disabilities. And we do do
outreach to those communities to make them aware
of opportunities that are existing. But one of the big gaps that we
have is tracking the data it to see how big of a population we
have here. And that is one of the big things that we are trying to focus on,
really the pulse of the organization to see how large the population is here at
also have a training component to that as well. So for that I
would appreciate knowing more specifics around what
specifically they are looking for in terms of training for disabilities parent
because I would say I know for many of our online programs or
our other training, we do develop those with that
intention in mind, but if we are missing something, we definitely
want to know that so I would say reach out to our department and
let us know if there is a specific need that is not being
met through that. »GUEST: Hi!
»ROGER MOHAMED: Thank you. I am sorry. But we are almost out
of time. So we just have a couple of more announcements as
we are being livestreamed. »GUEST: It wasn’t really a
question. It was just a suggestion.
»ROGER MOHAMED: Quick. »GUEST: Just when we are doing
our training and inclusion and diversity in all of the
buzzwords that go with that, a lot of time the hostility is
not directed toward the gay, lesbian, transgender, but
sometimes directed towards people that don’t believe in
that or have a different belief. So if we could maybe talk about
that or include to that well when we
are talking about training and
biases and microaggression. It is not just directed at that
group of people. It is directed at others as well.
»RENÉE NAVARRO: . A. That is the goal. Thank me in thanking this
amazing panel. You have done an amazing job!
(Applause) I know that time is almost up.
I just wanted to remind you of a few upcoming events. Our staff
engagement word six survey is ongoing. Please participate.
Our staff resource day is coming. We have diversity
awards. We want to honor and recognize people who are doing
this great work on campus. So please nominate your
colleagues for those and seek to participate in our staff
diversity certificate program. It is an opportunity for you to
be a leader and an ambassador in these areas as well. I cannot
stop without actually thanking the members of the Office of
Diversity and Outreach. Can I have the staff, all the
folks, please least? Thank you so much.
(Applause) You know it takes a village and
so with our colleagues as well we are really honored and
pleased to have all of you working with us. We have
developed a guide. Hopefully, you picked this up. It is a
staff resource guide. It is just our first draft at
this. Please take a look at it. We have tried to cure the
opportunities for our staff and this has been an amazing conversation and
I really think you for your honesty, your frankness for
being able to be here with us and my charge to each of you
is to go out and live inclusively and to be mindful
and thoughtful of how you interact with each other. And
so thank you so much. There is dessert out to there and
T-shirts for all of you. So thanks so much.
(Applause) 4:29 PM (EST)