GOOD MORNING, EVERYONE. WE DECIDED WE'RE GOING TO SWITCH THE PROGRAM A LITTLE BIT, AND WE'RE GOING TO START, WE'RE GOING TO HAVE THE INTRODUCTION AND THEN WE'RE GOING TO CONTINUE WITH THE PROGRAM. FIRST I WOULD LIKE TO BRING DR. JIAN YANG, WHO IS THE HOST FROM NIH WHO ORGANIZED THIS EVENT. HE IS CURRENTLY THE PRESIDENT OF THE FAPAC NIH CHAPTER. LET'S WELCOME DR. JIAN YANG. [APPLAUSE] >> Dr. Jian Yang: OKAY. LET'S GET STARTED. LADIES AND GENTLEMEN, FRIENDS, COLLEAGUES, AND MY FELLOW AMERICANS, WELCOME TO THE NATIONAL INSTITUTES OF HEALTH. FAPAC WAS FOUNDED IN 1985 AS A NONPROFIT, NONPARTISAN EDUCATIONAL ORGANIZATION. ONE OF THE PRIMARY GOALS OF FAPAC IS TO ASSIST THE FEDERAL GOVERNMENT IN PROMOTING, ESTABLISHING AND MAINTAINING EFFECTIVE PARTICIPATION OF ASIAN PACIFICS AND PACIFIC ISLANDERS IN THE WORKFORCE. EACH YEAR, FAPAC HOSTS A NATIONAL LEADERSHIP TRAINING PROGRAM WITH THE PURPOSE TO TRAIN FUTURE LEADERS IN THE FEDERAL WORKFORCE AND TO CELEBRATE ASIAN PACIFIC CULTURES THIS IS THE 31ST NATIONAL LEADERSHIP TRAINING PROGRAM WHICH IS BEING HELD MAY 9 TO 13TH IN ORLANDO, FLORIDA, THE NATIONAL THEME IS TO WORK TOGETHER TO EMBRACE DIFFERENCES. THIS YEAR THE NIH IS HONORED TO HOST THE PRECONFERENCE, WHICH IS PART OF THE NATIONAL LEADERSHIP TRAINING PROGRAM AND WILL BE LIVE STREAMED TO THE ORLANDO CONFERENCE SITE. JUST ABOUT ONE WEEK AGO, PRESIDENT BARACK OBAMA PROCLAIMED MAY 2016 AS ASIAN PACIFIC AND PACIFIC ISLANDER AAPI HERITAGE MONTH. A CAUSE RIGHT HERE TO CELEBRATE ASIAN AMERICAN CULTURES AND THEIR HERITAGE. AS PRESIDENT OBAMA SAID, ASIAN AMERICANS AND THE PACIFIC ISLANDERS ARE THE FASTEST GROWING RACIAL GROUP IN OUR COUNTRY, GROWING OVER FOUR TIMES AS RAPIDLY AS THE POPPING OF -- AS THE POPULATION OF THE UNITED STATES. OUR NATION'S STORY WOULD BE INCOMPLETE WITHOUT THE VOICES OF ARE ASIAN PACIFIC, NATIVE HAWAIIANS AND THE PACIFIC ISLANDERS WHO HAVE CALLED THE LAND WE ALL LOVE HOME. THEREFORE, WE ARE HERE TO EXPRESS. OUR OBJECTIVES OF FAPAC IS THREEFOLD. FIRST, TO UNDERSTAND THE CHALLENGES, AREAS OF JURND REPRESENTATION -- AREAS OF UNDERREPRESENTATION OF THE AAPI WORKFORCE WITHIN HHS. SECOND, TO PROVIDE RECOMMENDATIONS ON IMPLEMENTATION PLANS TO TARGET, ENGAGE AND ADDRESS THE CHALLENGES OF THE AAPI COMMUNITY WITHIN HHS, AND THIRD, ESTABLISH PROGRAM GOALS AND MEASURES OF SUCCESS IN THE INCLUSION OF HHS AAPI WORKFORCE. FINALLY, I WOULD LIKE TO THANK THE PLANNING COMMITTEE MEMBERS, THE INVITED SPEAKERS AND THE PANELISTS AND VOLUNTEERS FOR THEIR HARD WORK AND THE TREMENDOUS EFFORTS TO MAKE THIS HAPPEN. IT'S MY GREAT HONOR TO INTRODUCE MS. BONITA WHITE, INCLUSION AND DIVISION DIRECTOR FROM HHS TO MAKE A FEW REMARKS. MRS. WHITE? [APPLAUSE] >> Ms. Bonita White: THANK YOU SO MUCH. GOOD MORNING, EVERYONE. IT IS A DISTINCT HONOR AND PLEASURE FOR ME TO BE HERE WITH YOU THIS MORNING, AND IT'S A PLEASURE FOR ME TO WELCOME YOU ON BEHALF OF THE UNITED STATES DEPARTMENT OF HEALTH AND HUMAN SERVICES TO THIS PRECONFERENCE AGENCY FORUM AND AAPI HERITAGE MONTH OBSERVANCE, WHICH WE HAVE DONE IN PARTNERSHIP WITH THE FEDERALLATION PACIFIC AMERICAN ISLAND -- FEDERAL ASIAN PACIFIC AMERICAN ISLANDER COUNCIL, FAPAC, WE'RE EXCITED TO SHARE UPDATES ABOUT OUR ONGOING ACTIVITIES AND AS YOU KNOW WE ARE ALL STRIVING TO CREATE A MORE INCLUSIVE ENVIRONMENT FOR EMPLOYEES AND THE DIVERSE CULTURES OF THE ASIAN AMERICAN AND PACIFIC ISLANDER COMMUNITY IN OUR WORKFORCE. THE DEPARTMENT OF HEALTH AND HUMAN SERVICES PROUDLY SERVES AS THE AGENCY WHOSE MISSION IS TO PROVIDE ESSENTIAL HUMAN SERVICES FOR ALL AMERICANS. WE'RE ABLE TO ACCOMPLISH THIS MISSION THROUGH MORE THAN 10 OPERATING DIVISIONS WHICH ADMINISTER PROGRAMS, SERVICES AND STRATEGIC PLANS THAT TOUCH THE LIVES OF AMERICANS EVERY DAY. IT IS A GREAT SOURCE OF PRIDE TO US TO KNOW THAT HHS IS RESPONSIBLE FOR ALMOST A QUARTER OF ALL FEDERAL OUTLAYS AND ADMINISTERS MORE GRANT DOLLARS THAN ALL OTHER FEDERAL AGENCIES COMBINED. AS A RESULT, IT CANNOT BE DENIED THAT WE PLAY A MAJOR ROLE IN THE HEALTH AND WELL-BEING OF THIS COUNTRY. AS A PART OF THE HHS OFFICE OF HUMAN RESOURCES, WE ARE CHARGED WITH THE RESPONSIBILITY OF PROVIDING LEADERSHIP IN THE DEVELOPMENT, EXECUTION AND MANAGEMENT OF OUR HUMAN RESOURCES TO ENSURE THE DEPARTMENT BUILD, MAINTAIN AND RETAIN A HIGHLY SKILLED AND DIVERSE WORKFORCE. IT IS OUR VISION TO ENSURE THAT ALL OPERATING DIVISIONS ACHIEVE A COMMITMENT TO PROVIDING HIGH-QUALITY SERVICE TO OUR NATION'S CITIZENS BY HAVING THE RIGHT PEOPLE IN THE RIGHT JOBS WITH THE RIGHT SKILLS AND ABILITIES AND A TRUE SENSE OF PERSONAL VALUE. HHS EMPLOYS INDIVIDUALS FROM DIVERSE SOCIAL AND ACADEMIC BACKGROUNDS IN A FULL RANGE OF CAREER FIELDS AND POSITIONS, INCLUDING DOCTORS, NURSES, BIOLOGISTS, SOCIAL AND PHYSICAL SCIENTISTS, ECONOMISTS, COMPUTER SPECIALISTS, BUDGET ANALYSTS, ADMINISTRATIVE AND CLERICAL SPECIALISTS. AND WHILE WE ARE PROUD OF THAT FACT, WE ALSO KNOW WE CANNOT REST ON OUR LAURELS, WE MUST DO MORE, WE MUST CONTINUE TO ACT UPON OUR RECRUITMENT AND DEVELOPMENT PHILOSOPHY TO BUILD NETWORKS WITH DIVERSE COMMUNITIES. WE MUST CONTINUE TO FOSTER A STRONG CULTURE OF TRUST AND SHARED EXPERIENCES AND ENHANCE THE DIVERSITY OF OUR WORKFORCE SO THAT HHS CAN BE EVEN MORE EFFECTIVE IN BUILDING AND IMPROVING THE LIVES OF THE PEOPLE WE SERVE. WE CONTINUE TO BE PROUD OF OUR ACCOMPLISHMENTS IN BUILDING AND MAINTAINING NETWORKS WITH DIVERSE COMMUNITIES SUCH AS THE AAPI COMMUNITY REPRESENTED BY FAPAC. AGAIN THIS YEAR, YOU WILL HEAR AN IMPORTANT OVERVIEW OF THE STATE OF THE AGENCY CONCERNING THE REPRESENTATION OF ASIAN AND PACIFIC AMERICANS AT HHS BY WILFREDO SAURI WHO IS THE DIRECTOR OF THE DATA ANALYTICS AND REPORTING DIVISION IN THE DEPARTMENT. BUT BEFORE WILFREDO ADDRESSES YOU, I JUST WANTED TO SHARE A FEW UPDATES FROM THE 2015 FEDERAL EMPLOYEE VIEWPOINT SURVEY AS IT RELATES TO RESPONSES FROM ASIAN AMERICANS AND PACIFIC ISLANDERS AT THE HHS WORKFORCE. 80% OF ASIANS AND 60% OF PACIFIC ISLANDERS AT HHS WOULD RECOMMEND THE DEPARTMENT AS A PLACE OF EMPLOYMENT. THAT NUMBER IS UP A FEW POINTS FROM LAST YEAR, WHEN ONLY 69% SAID THEY WOULD RECOMMEND HHS AS A GOOD PLACE TO WORK. SO I THINK WE CAN AGREE THAT REPRESENTS AN IMPROVEMENT. 84% OF ASIANS AND 71% OF PACIFIC ISLANDERS AT HHS BELIEVE THAT HHS SUPPORTS A BALANCED WORKFORCE. THAT'S UP FROM 77% LAST YEAR FOR ASIANS. AND THEN 64% OF ASIANS AND 50% OF IELDS AT -- OF PACIFIC ISLANDERS AT HHS IS AGREE THAT THE TRAINING THEY RECEIVE IS GOOD. THAT'S ABOUT THE SAME AS LAST YEAR. I GUESS WE HAVEN'T HAD MUCH OF AN INCREASE IN TRAINING DOLLARS. 45% OF ASIANS AND 41% OF PACIFIC ISLANDERS BELIEVE THERE'S AN OPPORTUNITY TO GET A BETTER JOB IN THEIR ORGANIZATION. 74% OF ASIANS AND 66% OF PACIFIC ISLANDERS REPORT THAT THEIR SUPERVISORS ARE COMMITTED TO DIVERSITY. 59% OF ASIANS AND 47% OF PACIFIC ISLANDERS REPORT THAT THEY ARE RECOGNIZED FOR THEIR WORK. YOU'RE GOING TO HEAR MORE ABOUT SOME OF THESE RESULTS FROM THE FEDERAL EMPLOYEE VIEWPOINT SURVEY AS WE GO THROUGH THE REST OF THE DAY. I JUST WANT TO EMPHASIZE THAT THIS PRECONFERENCE AGENCY FORUM IS A CLEAR EXAMPLE OF THE COLLABORATIVE EFFORTS BEING MADE WITHIN THE DEPARTMENT TO KEEP YOU UPDATED, INFORMED AND ENGAGED, AS WELL AS ENERGIZED TO PROMOTE HE CAN CAN I AND INCLUSION IN OUR WORKFORCE -- TO PROMOTE EQUITY AND INCLUSION IN OUR WORKFORCE. THIS PRECONFERENCE AGENCY FORUM ALSO DEMONSTRATES THE VALUE OF LEVERAGING OUR CULTURAL DIVERSITY TO ENRICH HHS PROGRAMS AND TO DELIVER IMPACT MORE EFFECTIVELY IN THE YEARS AHEAD. I WANT TO ESPECIALLY COMMEND AND THANK VANEE, GEORGE, FROM THE PRECONFERENCE FAPAC PLANNING COMMITTEE AND ALL OF THOSE INCLUDING NIH ETHNICITY DIVERSITY AND INCLUSION DIRECTOR DEBRA CHEW AND PORTFOLIO STRATEGIST TYRONE C. BANKS WHO WORKED SO HARD TO MAKE THIS A MEANINGFUL EVENT. AND THANKS TO ALL OF YOU FOR TAKING TIME OUT OF YOUR BUSY SCHEDULES TO ATTEND. WE'RE LOOKING FORWARD TO A MOST PRODUCTIVE SESSION. THANK YOU. [APPLAUSE] >> GOOD MORNING AGAIN. ON BEHALF OF THE ORGANIZING COMMITTEE, I THINK I WOULD LIKE TO THANK EVERYONE TO BE HERE, AND IT IS MY PLEASURE TO JOIN ALL OF YOU TODAY TO CELEBRATE THE ASIAN AMERICAN AND PACIFIC ISLANDER HERITAGE MONTH. THANKS, DR. JIAN YANG AND MS. BONITA WHITE FOR THEIR WARM OPENING AND WELCOMING REMARKS. I WOULD LIKE TO ADD A LITTLE BIT TO THEIR REMARKS BY TELLING YOU ABOUT THE BACKGROUND OF THIS PRECONFERENCE AGENCY FORUM AND HOW SPECIAL TODAY THE AGENCY FORUM IS. FAPAC INITIATED THE PRECONFERENCE AGENCY FORUM TO THEIR ANNUAL CONFERENCE SINCE 2009, AND SINCE THEN THE AGENCY FORUM HAS GAINED INCREASING INTEREST YEAR AFTER YEAR. IN THE PAST, THE FORUM WAS HELD A HALF DAY AT THE HOTEL WHERE THE FAPAC CONFERENCE WAS HELD. FOR THE FIRST TIME THIS YEAR, THE FORUM IS HELD A FULL DAY AT THE LOCATION, OUTSIDE THE LOCATION WHERE THE FAPAC CONFERENCE IS HELD, WHICH ACTUALLY THIS YEAR IS GOING TO BE IN ORLANDO, FLORIDA. WITH REMOTE ACCESS CAPABILITY, THE ARRANGEMENT OFFERS OPPORTUNITIES AND CONVENIENCE TO REACH OUT TO ALL EMPLOYEES WITH NO FINANCIAL BURDEN TO THE AGENCY. AGENCY FORUMS BRING LEADERS AND STAFF FROM THE DEPARTMENT TO DISCUSS IMPORTANT DEPARTMENTWIDE MATTERS WITH THEIR EMPLOYEES. IN PARTICULAR THIS YEAR, THE FORUM ADDRESSES THE CHALLENGES OF ESTABLISHING AND PROMOTING PROGRAMS TO FOSTER THE RECRUITMENT, RETENTION AND CAREER DEVELOPMENT AND ADVANCEMENT OF THE AAPI WORKFORCE AT HHS. THE FORUM COVERS THREE KEY AREAS, I THINK YOU HEARD BONITA MENTION. FIRST WE'RE GOING TO OFFER YOU WITH THE BACKGROUND INFORMATION ON THE STATE OF THE AAPI AT HHS, AND ALSO SECOND, THE AGENCY ON GOING INITIATIVE AND PROGRESS IN MAKE EGG THE WORKFORCE TO BECOME DIVERSE AND INCLUSION. THIRD, SOME ADVICE AND USE FOR RESOURCES AVAILABLE TO HELP AAPI EMPLOYEES AND ANY EMPLOYEES WHO ARE INTERESTED IN ADVANCING THEIR CAREER. AS YOU CAN SEE IN THIS SLIDE, THE FORUM FEATURES SEVERAL SUCCESSFUL LEADERS WHOM YOU CAN LEARN FROM TO ACHIEVE YOUR CAREER GOAL. YOU WOULD NOT WANT TO MISS ANY OF THEIR PRESENTATION. AGAIN, I WOULD LIKE TO THANK ALL THE ORGANIZING COMMITTEES, SPEAKERS, PANELISTS, VOLUNTEERS FOR THEIR EFFORTS AND SUPPORT TO MAKE THIS FORUM POSSIBLE. IT IS A GREAT HONOR TO WORK WITH A GROUP OF THESE DEDICATED INDIVIDUALS. SPECIAL THANKS TO MS. BONITA WHITE, DIRECTOR OF DIVERSITY AND INCLUSION AT HHS AND MR. TYRONE BANKS, THE PRINCIPAL STRATEGIST OF THE ASIAN AMERICAN AND PACIFIC ISLANDER PORTFOLIO AT NIH FOR REPRESENTING THE DEPARTMENT IN COLLABORATION WITH FAPAC, AND THANKS TO FAPAC NIH CHAPTER LED BY PRESIDENT DR. JIAN YANG FOR HOSTING THIS FORUM AT NIH FOR THE FIRST TIME. LASTLY, THANKS TO ALL THE AUDIENCE FOR JOINING US TODAY IN THE AUDITORIUM HERE AND PEOPLE WHO JOIN ON THE REMOTE ACCESS BY WEBEX, AND WE HOPE YOU ENJOY THE ENTIRE PROGRAM TODAY. NEXT I WOULD LIKE TO INTRODUCE THE MC FOR THIS MORNING'S SESSION, DR. TRINH LY. DR. TRINH LY IS THE MEDICAL OFFICER AT NIH AND ALSO SERVES AS PUBLIC RELATION CHAIR OF THE FAPAC NIH CHAPTER, AND SHE WILL INTRODUCE THE FIRST SPEAK ARE ON THE AGENERAL DAVMENT THANK YOU. PLEASE WE WILL -- ON THE AGENDA. THANK YOU. PLEASE WELCOME DR. TRINH LY. [APPLAUSE] >> Dr. Trinh Ly: GOOD MORNING, EVERYONE. IT'S A PLEASURE FOR ME TO BE HERE AND MODERATE THIS MORNING'S SESSION. WE HAVE WORKED REALLY HARD TO PUT TOGETHER A PROGRAM WHICH WE HOPE YOU FIND EXCITING AS WELL AS HELPFUL. OUR FIRST SESSION IS TITLED DATA SHARING, CHALLENGES, PROGRESS AND MECHANISMS FOR SOLUTIONS. THE OBJECTIVE TO THIS SESSION IS TO UNDERSTAND THE PROGRESS AND IDENTIFY THE CONTINUED CHALLENGES OF THE AAPI FEDERAL WORKFORCE AT HHS, IDENTIFY RESOURCES AND STRATEGIES TO OVERCOME THE CHALLENGES IN AREAS WHERE THE AAPI FEDERAL WORKFORCE IS UNDERREPRESENTED. THERE WILL BE SOME TIME AFTER EACH PRESENTATION FOR QUESTIONS. YOUR PARTICIPATION IS KEY TO THE SUCCESS OF THIS FORUM, SO WE ENCOURAGE YOU AFTER EACH PRESENTATION TO COME UP TO THE MICROPHONE AND SHARE ANY COMMENTS OR QUESTIONS YOU MAY HAVE WITH OUR SPEAKERS. OUR FIRST SPEAKER IS MR. WILFREDO SAURI. MR. SAURI IS THE DIRECTOR OF DATA ANALYTICS AND REPORTING ARE AT HR SOLUTIONS. HE HAS BEEN WITH THE FOFORT FOR OVER 38 YEARS AND HIS EXPERIENCES SPAN DATA COLLECTION, DIVERSITY RECRUITMENT, EQUAL EMPLOYMENT OPPORTUNITY AND DATA ANALYSIS CURRENTLY MR. SAURI OVERSEES THE WORKFORCE DATA ANALYSIS AND DATA MANAGEMENT QUALITY OPERATIONS WHICH IN THE HHS -- WITHIN THE HHS OFFICE OF HUMAN RESOURCES. WE ARE HONORED TO HAVE MR. SAURI HERE THIS MORNING TO PRESENT THE STATE OF THE AAPI WORKFORCE AT HHS. [APPLAUSE] >> Mr. Wilfredo Sauri: GOOD MORNING. CAN YOU ALL HEAR ME CLEARLY? WONDERFUL. I WAS FIGHTING METRO DELAYS, SO IF YOU DON'T MIND, IT MAY TAKE ME A MINUTE TO GET MYSELF TOGETHER HERE. I REALLY APPRECIATED DR. LY'S QUESTIONS IN PREPARATION FOR THIS PRESENTATION BECAUSE WHEN YOU LOOK AT THE AAPI WORKFORCE AT HHS, THERE'S AN INTERESTING FIELD OF STUDY IN LOOKING AT THE PROGRESS, PARTICULARLY WHEN YOU LOOK AT IT IN 2011. THE AAPI WORKFORCE IS ACTUALLY ONE OF OUR LARGEST WORKFORCES. IT'S ABOUT 10 AND A HALF PERCENT OF THE HHS WORKFORCE, BUT AT THE SAME TIME IT'S DIVIDED A LITTLE BIT DIFFERENTLY THAN OTHER GROUPS, AND BEFORE I SORT OF DELVE MORE DEEPLY INTO THAT, LET ME GIVE YOU SOME PERSPECTIVE OF WHERE I COME FROM. AS DR. LY MENTIONED, I'VE DONE A NUMBER OF DIFFERENT THINGS IN GOVERNMENT. CURRENTLY I MANAGE THE DATA ANALYTICS AND REPORTING DIVISION HR SOLUTIONS AND HR SOLUTIONS IS A SECTION OF THE OFFICE OF HUMAN RESOURCES THAT BASICALLY LOOKS AT A NUMBER OF HR INTEGRATION ISSUES, WHETHER IT'S TECHNOLOGY, WHETHER IT'S REPORTING, WHETHER DATA ANALYTICS, ERROR CORRECTION, ET CETERA. SO AS PART OF WHAT OUR UNIT DOES, WE DO A NUMBER OF PERIODIC CHECKUPS, WHETHER THEY'RE IN THE E ARENA OR HR ARENA. FOR THE E ARENA, WE LOOK AT AGENCY DIVERSITY AND CHALLENGES IN TERMS OF MAKING SURE THAT EACH GROUP IS REPRESENTED EQUALLY. WE ALSO LOOK AT THE REPORT THAT LOOKS AT COMPLAINTS OF DISCRIMINATION THROUGHOUT THE YEAR. IN THE CASE OF THE HR, WE LOOK AT BOTH THE DIVERSITY EFFORTS THAT ARE MADE BY AGENCIES AS PART OF THE FEDERAL EMPLOYMENT REPORT AND WE ALSO LOOK AT DISABLED VETERANS. SO WE TEND TO LOOK AT THINGS FROM MULTIPLE SPHERES, IF YOU WILL. WHAT WE DO WITH THE DATA IS PROVIDE THE DATA TO OUR MANAGEMENT SO THEN THEY CAN DEVELOP PLANS AND STRATEGIES TO TRY TO ADDRESS SOME OF THE ISSUES AND CHALLENGES THAT ARE FOUND. OKAY? AS I MENTIONED, YOU KNOW, THEY'RE EQUAL EMPLOYMENT POLICIES THAT AFFECT EQUAL EMPLOYMENT OPPORTUNITY PROCEDURES, PRACTICES AND CONDITIONS. AND THE REASON I MENTION THIS IS THAT WHEN YOU LOOK AT WHAT'S CONSIDERED A BARRIER FOR A PARTICULAR GROUP, WHETHER IT'S GENDER, NATIONAL ORIGIN, RACE, DISABILITY OR VETERANS, WHICH ARE SOME OF THE GROUPS THAT WE LOOK AT, THOSE ARE THE THINGS THAT WE LOOK AT. BARRIERS BASICALLY ARE A CONDITION OF EMPLOYMENT OR PROCEDURE OR PRACTICE THAT IS USED THAT CAN CHALLENGE OR LIMIT THE OPPORTUNITIES FOR INDIVIDUALS. THEN FROM THE EO SIDE AGAIN, THESE SIX ELEMENTS, COMPLIMENT OF LEADERSHIP, INTEGRATION OF EO INTO THE STRATEGIC MISSION, MANAGING A PROGRAM ACCOUNTABILITY, PROACTIVE PREVENTION OF UNLAWFUL DISCRIMINATION, EFFICIENCY IN THE WAY COMPLAINTS ARE HANDLED OR SITUATIONS ARE ADDRESSED AND RESPONSIVENESS AND LEGAL COMPLIANCE OF, AGENCIES ARE MEASURED HOW EFFECTIVELY THEY MANAGE PROGRAMS. SO GOING BACK, THIS IS THE PERMANENT WORKFORCE AT HHS FOR THE LAST COUPLE OF YEARS. AS YOU CAN SEE, OUR WORKFORCE DOESN'T CHANGE VERY MUCH OVER TIME, BUBT WE'RE ALWAYS COMPARING OUR WORKFORCE TO THE LABOR FORCE, AND IN THE CASE OF AAPI, THE REPRESENTATION WE'RE LOOKING AT IS BEING MORE THAN 3.9% SO WHEN YOU LOOK AT THOSE TWO NUMBERS, WE HAVE IN FY14 WE HAVE A 5700 PERMANENT PERSONS THAT ARE AAPI AT HHS AND THEN IT INCREASES 6108 IN FY15. SO FROM THAT PERSPECTIVE, THAT'S BETWEEN 9 AND 10½%, AS YOU'LL SEE IN THIS NEXT CHART -- I MEAN, I'M SORRY, AS YOU'LL SEE HERE. AND THAT NUMBER IS WAY ABOVE WHAT THE TYPICAL REPRESENTATION THAT YOU WOULD SEE IN THE CIVILIAN LABOR FORCE. ALSO WHEN YOU LOOK AT THE NUMBER OF PERMANENT EMPLOYEES, IN MOST INSTANCES, OTHER THAN ACL AND INDIAN HEALTH SERVICE, THIS IS TYPICAL DISTRIBUTION OF PERMANENT EMPLOYEES, BUT WHEN YOU LOOK AT THE AAPI POPULATION, YOU'LL SEE THAT IN MOST CASES THAT POPULATION ALSO SURPASSES THE 3.9%. SO LOOKING AT THE LARGE-SCALE REPRESENTATION FOR AAPI IN THE DEPARTMENT, PARTICULARLY FOR ASIANS WITHIN AAPI, WE'RE DOING VERY WELL. LIKE EVERYTHING ELSE, IT'S SORT OF A QUESTION OF TRYING TO SORT OF LOOK AT THE DETAILS WITHIN THE NUMBERS. AS YOU KNOW FROM OUR AGENCIES, THE LARGEST AGENCIES ARE NIH, CDC, FDA AND INDIAN HEALTH. INDIAN HEALTH HAS INDIAN PREFERENCE, SO TEND TO SKEW THEIR NUMBERS BECAUSE THEY HAVE OBVIOUSLY A VERY LARGE NATIVE AMERICAN, ALASKA NATIVE REPRESENTATION. BUT IN ALL OF OUR OTHER AGENCIES, THE PERMANENT WORKFORCE FOR AAPI IS VERY STRONGLY REPRESENTED. SAME THING WITH THE PARTICIPATION RATES BECAUSE THE IDEA WAS TO SORT OF LOOK AT THE NUMBER OF AAPI COMING SINCE 2011 WHEN THE DIVERSITY AND INCLUSION EXECUTIVE ORDER WAS IMPLEMENTED, SO IN THE CASE OF AAPI, THAT NUMBER HAS INCREASED, AND YOU'LL SEE WHEN YOU THINK ABOUT OUR PERMANENT REPRESENTATION AND OUR TOTAL REPRESENTATION, ACTUALLY THAT NUMBER IS HIGHER BECAUSE ALSO AAPI HAS A STRONG REPRESENTATION WITHIN OUR TEMPORARY WORKFORCE. IT'S ABOUT 15% OF OUR TEMPORARY WORKFORCE. THE NUMBERS FOR LAST YEAR IN TERMS OF PERMANENT AND TEMPORARY HIRES ARE ALSO WELL REPRESENTED, IT'S ABOUT 10% OF OUR HIRES ARE AAPI AND ACTUALLY IN THE CASE OF TEMPORARY HIRES, IT'S ALMOST LIKE 19% OF OUR HIRES. SO AGAIN, FROM A REPRESENTATION STANDPOINT, THOSE NUMBERS ARE VERY POSITIVE. SEPARATIONS, ACTUALLY SEPARATIONS ARE LOWER FOR AAPI, SO THAT ALSO HELPS THE INCREASE IN THE OVERALL WORKFORCE OVER TIME. NOW, THE WORKFORCE DISTRIBUTION IS ALSO ANOTHER INTERESTING WAY OF LOOKING AT IT BECAUSE ONE OF DR. LY'S QUESTIONS WAS PARTICULARLY LOOKING AT THE HHS WORKFORCE GRADE 13 TO 15 AND SES, WHAT WAS THE AAPI REPRESENTATION, AND WHEN YOU COMPARE THE TOTAL WORKFORCE DISTRIBUTION, WHICH THE OVERALL HIGHEST GRADES WERE AVERAGE, MEDIUM PEOPLE ARE AT GRADES 9 TO 12, IN THE CASE OF AAPI, DISTRIBUTION IS SKEWED TOWARDS THE HIGHER GRADE. BUT ALSO THAT HAS SOMETHING TO DO WITH THE TYPE OF OCCUPATIONS, AND I WILL TALK ABOUT THAT IN A COUPLE MINUTES. NOW, THE EAR PIECE IS PAY -- NOW, THE OTHER PIECE IS PAY PLANS. BECAUSE MOST OF OUR EMPLOYEES ARE IN THE GS PAY PLAN OR SCHEDULE, AAPI ARE WELL REPRESENTED IN THE ADMINISTRATIVELY DETERMINED GROUP, WHICH IS ONE THAT IS VERY SPECIFIC TO HHS, BUT NOT AS WELL REPRESENTED IN THE THE SES. I THINK THE COMMITTEE THERE IN TERMS -- I THINK THE ECONOMY THERE IN TERMS OF INDIVIDUALS AND SELECTIONS THEY'LL BE MAKING BECAUSE OF THE TYPE OF PROFESSIONS IS SOMETHING WE'LL NEED TO LOOK AT IN THE FUTURE. THE OTHER PLANS, FOR EXAMPLE, RESEARCH SCIENTISTS, WHERE AAPI HAS A VERY HIGH REPRESENTATION, THAN ADMINISTRATIVE LAW JUDGES, THAT'S SMALLER, SO BASICALLY SES IS ABOUT LESS THAN 5%, RS IS VERY STRONG REPRESENTATION, AND ADMINISTRATIVE AS I MENTIONED, NOT AS MUCH AS THE ADD MAIN STRAIIVE LAW JUDGES. WHEN I STARTED LOOKING AT INFORMATION FOR AAPI, WHAT I FOUND IS THAT THE SELECTION RATES FOR GRADES 13, 14 AND 15 FOR THE LAST FIVE YEARS HAVE BEEN VERY STRONG. FOR EXAMPLE, AGAIN, WE'RE COMPARING WITH EITHER 3.6% LABOR FORCE PARTICIPATION RATE, WHICH IS FROM THE 2000 CENSUS OR 3.9% AND IN MOST INSTANCES FOR THE GRADE 13, 14 OR 15, AAPI HAS A VERY STRONG SELECTION RATE OVER THIS PERIOD OF TIME. HOWEVER, IN TERMS OF SES, IT WAS PRETTY GOOD THE FIRST THREE YEARS FROM 2011 TO 2013. IT HASN'T BEEN AS MUCH IN THE LAST THREE YEARS, AND WHAT I DON'T KNOW, I KNOW THAT FOR EXAMPLE THE SES CANDIDATE DEVELOPMENT PROGRAM OPENED 2013, SO IT IS POSSIBLE HERE PART OF THE NUMBERS HERE MAY BE REFLECTIVE OF LESS OPPORTUNITIES FOR THOSE POSITIONS AS COMPARED TO A NONSELECTION TYPE ISSUE. NOW, BECAUSE OF THE HIGH SELECTION RATE, ONE OF THE THINGS THAT I THOUGHT WOULD BE A CONSIDERATION IS WHAT POSITIONS ARE AAPI USUALLY IN BECAUSE IF YOU'RE GOING TO SAY THAT THE ISSUE IS NOT SELECTION TO THE SES, THE FEEDER GROUPS FOR SES COME FROM MANAGEMENT POSITIONS, THEN WE SHOULD TRY TO LOOK AT WHETHER AAPI ARE MOSTLY MANAGEMENT POSITIONS OR SCIENTIFIC POSITIONS, AND WHEN I LOOKED AT THE DATA, ONE OF THE THINGS I FOUND OUT IS THAT OUR TOP CATEGORY OF THE DEPARTMENT TENDS TO BE MANAGERS AND SUPERVISORS, SO IN LOOKING AT THAT, I TRIED TO LOOK AT HOW MANY AAPI WERE IN THE ONE SERIES, WHICH IS ADMIN -- WHICH IS MISCELLANEOUS ADMINISTRATION, MOST OF THE MANAGERS AND SUPERVISORS ARE THERE. IN 2011, THE SAME YEAR AS THE EXECUTIVE ORDER WAS PROMULGATED, WELL, AAPI WERE THE 12TH POSITION IN TERMS OF MISCELLANEOUS MANAGEMENT AND ADMINISTRATION, SO THAT MEANS THAT MOST OF THESE, THE FIRST 11, WERE MOSTLY SCIENTIFIC IN NATURE OTHER THAN INFORMATION TECHNOLOGY AND MANAGEMENT ANALYSIS, SO IF YOU WANT TO MOVE, AGAIN, TO MANAGEMENT, YOU WOULD EXPECT THAT THE NUMBER OF PEOPLE IN MANAGEMENT WOULD INCREASE. AND AS YOU'LL SEE, IT HAS. THE NUMBER OF AAPI IN 2011 WERE 165 AND IT WAS IN 12TH POSITION, THEN IT CHANGED IN 2012 TO 11TH POSITION WITH 183 PERSONS, 2013 IT INCREASED AGAIN, AND IT'S THE 8TH POSITION FOR AAPI, SO IT'S ABOUT 4.8. THEN 14, 4.9, THEN IN 15 AGAIN 4.9. BUT AS YOU'LL SEE FROM THE NUMBERS, IT INCREASED FROM 165 IN 2011 TO 216 IN 2015. SO OBVIOUSLY AIRS BEEN A CONSISTENT INCREASE OF AAPI IN MANAGEMENT POSITIONS IN THE DEPARTMENT AND WHEREAS IT WAS LIKE THE 11TH OR 12TH OCCUPATION IN TERMS OF PROPENSITY FOR AAPI, NOW IT'S THE 8TH. AND I THINK THAT WILL BODY WELL IN THE FUTURE -- WILL BODE WELL IN THE FUTURE BECAUSE THEN THERE WILL BE MORE PERSONS WHO ARE AAPI THAT HAVE THE EXPERIENCE AND KNOWLEDGE IN ADDITION TO THEIR PROFESSIONAL KNOWLEDGE FOR MANAGING POSITIONS RMT. THE OTHER THING I WANTED TO MENTION AGAIN WITH POSITIONS IS THE QUESTION OF PROFESSIONAL POSITIONS VERSUS MANAGERIAL OCCUPATIONS BECAUSE EVEN THOUGH AAPI HAS A 4.9 REPRESENTATION RATE IN TERMS OF THE MANAGEMENT OCCUPATIONS, IT HAS A MUCH HIGHER PERCENTAGE OF THE PROFESSIONAL OCCUPATIONS, AND ALSO WHEN YOU LOOK AT THE TEMPORARY STAFF, YOU ALSO FIND THAT THERE IS A HIGH PERCENTAGE OF AAPI IN PROFESSIONAL OCCUPATIONS OR SCIENCE, TECHNOLOGY, ET CETERA. SO I THINK THERE IS A CHANCE THAT SOME OF WHAT'S HAPPENING AT HHS, BECAUSE OF SOME OF THE UNIQUE ASPECTS OF OUR WORKFORCE, IS THAT THE AAPI FOLKS ARE ACTUALLY LOOKING AT TWO POSSIBLE CAREER TRACKS: ONE THAT IS MANAGERIAL IN NATURE, AND THAT'S WHERE YOU'RE SEEING THE INCREASE IN MANAGERIAL NUMBERS, AND NUMBER ONE THAT IS TECHNICAL IN NATURE, BECAUSE FOR EXAMPLE, SOME OF THE ADMINISTRATIVE DETERMINED POSITIONS CAN HAVE A HIGHER SET OF RESPONSIBILITIES THAT ARE EQUAL TO NSES EVEN THOUGH DISH IN THE SES, EVEN THOUGH THEY DON'T HAVE SES TITLE. I WANT TO USE A LITTLE BIT OF THE PRESENTATION TO ENGAGE DISCUSSION, SO PLEASE DON'T FEEL SHY TO ANSWER QUESTIONS. IN TERMS OF LOOKING AT BARRIERS IN TERMS OF POLICIES, PRACTICES AND PROCEDURES, AS I MENTIONED BEFORE, I THINK THAT, YES, THERE ARE CHALLENGES BECAUSE IF WE COMPARE THE FACT THAT 10% OF THE POPULATION AT HHS IS AAPI AND ONLY ABOUT 5% IN MANAGEMENT TYPE POSITIONS, SO THERE IS ROOM FOR GROWTH. HOWEVER, THE QUESTION TO ME IS ARE PEOPLE WANTING TO GROW IN A DIRECTION WHERE THEY'RE MANAGING OTHER STAFF, OR ARE THEY WANTING TO GROW PROFESSIONALLY IN THEIR OCCUPATION, IN SCIENCE AND TECHNOLOGY, BECAUSE THERE ARE OPPORTUNITIES THAT WOULD ALLOW THEM TO SORT OF HAVE EQUAL SET OF RESPONSIBILITIES AS IF THEY WERE MANAGING A LARGE OPERATION BUT WITHOUT HAVING TO DO SO. SO I'M GOING TO STOP HERE FOR A SECOND BEFORE I CONTINUE AND ASK THE QUESTION. I MEAN, WHAT DO YOU THINK? IS THAT PART OF WHAT YOU SEE YOURSELVES OR WHAT YOU SEE OTHERS THAT ARE AAPI IN TERMS OF YOUR CAREER PATH? ANYONE? >> SO I'M A MEDICAL OFFICER AT NIH, PRETTY SENIOR LEVEL AT THIS POINT. I DON'T QUITE UNDERSTAND THIS 301 AND MAYBE OF US IN THE HEALTH FIELD AND MAYBE MANY Ph.D.'S DON'T REALLY UNDERSTAND THE 301 CATEGORY, BUT WHAT THAT REALLY MEANS, WHETHER THE MANAGERS AND THE LEADERS WHO ARE SCIENCE FOCUSED OR HEALTH-RELATED FOCUS DO FALL INTO THIS 301 CATEGORY OR WHETHER THERE ARE OTHER CATEGORIES THAT THEY ARE ACTUALLY FALLING WITHIN, EVEN THOUGH THEY HAVE THOSE TYPES OF RESPONSIBILITIES. AND THE OTHER THING IS THAT IT'S COMPLICATED WITH HOW WE ARE CURRENTLY -- FOR EXAMPLE, MEDICAL OFFICERS WHO ARE PCA'S, IT'S A COMPLICATED -- IT'S NOT THAT EASY TO MOVE INTO LIKE A 301 BECAUSE WE DO HAVE BENEFITS BEING MEDICAL OFFICERS. >> Mr. Wilfredo Sauri: CORRECT. I UNDERSTAND THAT. PCA IS AN IMPORTANT PART OF WHAT WE DO PARTICULARLY BECAUSE THE MEDICAL FIELD IS SO SPECIALIZED, AND IT IS A CHALLENGE BECAUSE IF YOU WERE TO MOVE NECESSARILY TO A 301 SERIES, I DON'T TOTALLY KNOW THAT THE MARKET OR THE PCA TYPE ALLOWANCE WOULD WORK IN THE SAME WAY IN THE JOB SERIES, SO THAT'S, WHEN I WAS REFERRING TO THE QUESTION OF TRYING TO GROW IN THE PROFESSIONAL FIELD AS, IN A SENSE, AS A COUNTERBALANCING TO INCREASE IN A MANAGERIAL FIELD, THAT WAS REALLY WHAT I WAS THINKING ABOUT, THAT THERE ARE SOME CHALLENGES IN TERMS OF DECIDING WHICH IS BEST INDIVIDUALLY FOR FOLKS. SO THERE MAY BE AN ADVANTAGE TO CONTINUE GROWING IN A PROFESSIONAL FIELD BECAUSE YOU GET THE PCA AND ALSO YOU CAN BE MORE DEDICATED TO THE FIELD OF STUDY THAT YOU'RE WORKING FOR, OR TO GO INTO A TYPE OF SES TYPE POSITION WHERE THERE WOULD BE THE SPLIT OF YOUR PROFESSIONAL WORK VERSUS MANAGERIAL WORK IS GOING TO BE COMPLETELY DIFFERENT. >> RIGHT. I'M JUST NOT SURE IF THERE HAS TO BE THAT DELINEATED, AND I'M WONDERING IF MAYBE WHEN YOU'RE THINKING ABOUT PROGRAMS, SOME KIND OF BRIDGING OR, YOU KNOW, THE WORKFORCE HERE AT THE HHS WHO ARE FOCUSED ON SCIENCE AND FOCUSED ON HEALTH TO MAKE IT A LITTLE BIT MORE A CLEAR PATH OR MAYBE ALTERNATIVE THAT CAN WORK WITH LIKE WHAT WE ARE ACCUSTOMED TO. >> Mr. Wilfredo Sauri: THAT'S A GOOD IDEA. >> GOOD MORNING. GREAT TALK. I HAVE A JERN QUESTION ABOUT ADMINISTRATIVELY DETERMINED POSITIONS. ARE THESE POSITIONS AS SECURE AS THE GS POSITIONS? >> Mr. Wilfredo Sauri: I'M SORRY, WHICH POSITIONS? >> THE AD POSITIONS. >> Mr. Wilfredo Sauri: NO, THEY BEHAVE DIFFERENTLY. AD POSITIONS ARE MORE CONTRACT POSITIONS FOR SPECIFIED PERIODS OF TIME, SO THEY, I WOULD ARGUE, WOULD NOT HAVE THE SAME LEVEL OF SECURITY AS A GS POSITION BECAUSE IF THE CONTRACTORS ARE RENEWED AND OF COURSE IT'S BETWEEN THE ORGANIZATION AND THE INDIVIDUAL HOW THESE RENEWALS OCCUR. SO IN TERMS OF IF YOU WANT ULTIMATE SECURITY, I WOULD ARGUE THAT GS POSITIONS ARE MORE SECURE FROM THAT PERSPECTIVE. >> THANK YOU. >> Mr. Wilfredo Sauri: ANYONE ELSE? >> YES. GOOD MORNING. THANK YOU FOR THE PRESENTATION. I HAVE A QUESTION REGARDING THE PIPELINE. IT LOOKS LIKE THE TECHNICAL SIDE OF THE PROFESSIONALS, ASIAN AMERICANS AND PACIFIC ISLANDERS ARE OVERPRESENTED BUT FOR THE ADMINISTRATIVE PROGRAM OR EVEN GOING UP TO SES IS LOWER. I'M WONDERING IF HHS IS CONSIDERING TO DO A CROSS-PATH TRAINING FOR FUTURE MANAGERS BECAUSE I BELIEVE FOR PEOPLE IN THE VERY HIGHLY SPECIALIZED TECHNICAL FIELD, THEY ARE SO USED TO IN A VERY TECHNICAL STANDARD ABOUT MANAGING THEIR FIELD, BUT IN THE MEANTIME, THEY'RE NOT GIVEN OPPORTUNITY OR ANY TRAINING OR CROSS-PATH TRAINING TO TRAIN THEM THAT MAYBE ONE DAY IN THE FUTURE THEY COULD BE A GOOD MANAGER OR EVEN IN A REGULAR ADMINISTRATIVE PROGRAM. I MYSELF AM A BUDGET ANALYST. I WAS AN ECONOMICS MAJOR. BUT THEN WHEN I GET TO BUDGET AND HUMAN RESOURCES, I FIND THAT IT WAS GREATLY REWARDING BUT NOT MANY PEOPLE WOULD BE ABLE TO MAKE THAT CROSS-PATH IF THEY'RE NOT GIVEN OPPORTUNITY. SO I REALLY THINK THAT IF HHS IS SERIOUS ABOUT MAKING THIS HAPPEN, THEY SHOULD REALLY FOCUS IN TRAINING THOSE TECHNICAL MANAGERS AND HELP THEM MOVE THROUGH, AND THAT WAY ACTUALLY THAT WOULD BE BENEFICIAL TO THE WHOLE DEPARTMENT AS WELL. >> Mr. Wilfredo Sauri: I THINK THAT'S A VERY GOOD IDEA BECAUSE THERE MAY BE PEOPLE WHO MAY FIND BY RECEIVING TRAINING AND MORE INFORMATION ON THE PROGRAM MANAGEMENT SIDE, THAT MAY FIND THAT'S SOMETHING THAT WOULD BE WORTH IT FOR THEM AS A CAREER PATH. SO IT'S SOMETHING I WILL TAKE BACK WITH ME, BUT I THINK IT'S A VERY GOOD SUGGESTION. >> THANK YOU. >> Mr. Wilfredo Sauri: THANK YOU. >> I HAVE ONE QUESTION. WE KNOW LOTS OF AGENCIES HAVE TRIED TO TRAIN FUTURE SES, BUT I THINK THE LIMITATION FOR THE SEATING, YOU SOMETIMES HAVE TO HAVE A VERY HIGH THRESHOLD. FOR EXAMPLE, IF YOU ARE GS15, THEN YOU ARE ALLOWED TO BE TRAINED. I GUESS SES IS A CONCEPT, REALLY ENCOURAGE PEOPLE TO THINK HIGH. IN MY OPINION, MAYBE IN THE FUTURE SES DMENT CAN -- MAYBE IN THE FUTURE, HHS DEPARTMENT CAN ENCOURAGE THE AGENCY, THE FUTURE NEED, MAYBE OPEN UP THE OPPORTUNITY FOR TRAINING, EVEN SES, START FROM WHEREVER THEY ARE. I THINK THAT'S VERY, VERY CRITICAL BECAUSE ALL THOSE FUTURE LEADERS, MANY OF THEM PROBABLY NEVER YET REACHED GS15, BUT THEY HAVE THE GUTS, THEY HAVE THE UNDERSTANDING, THEY HAVE THE WILLINGNESS, SO THAT'S SOMETHING I THINK THE DEPARTMENT CAN TRY TO ENCOURAGE UNDERNEATH THE AGENCY TO HAVE THAT PRACTICE. THANK YOU. >> Mr. Wilfredo Sauri: YOU'RE WELCOME. SO SORT OF FUTURE LEADERSHIP OR LEADERSHIP MANAGEMENT INCLUDED IN TERMS OF SOME OF THE TYPES OF TRAINING THAT ARE PROVIDED WOULD BE SORT OF YOUR SUGGESTION. THERE'S A CANDIDATE DEVELOPMENT PROGRAM FOR THE SES AND ACTUALLY THERE WAS ONE ADVERTISED LAST YEAR. THEY TEND TO BE EVERYONE OR TWO YEARS, DEPENDING ON -- TEND TO BE EVERY ONE OR TWO YEARS, DEPENDING ON AVAILABILITY OF POSITIONS OR SLOTSZ. ALSO I KNOW THAT THERE ARE HR ORGANIZATIONS THAT ALSO PROVIDE LEADERSHIP TRAINING, SO I THINK THAT YOU MAY WANT TO LOOK BOTH INTERNALLY AND EXTERNALLY. I THINK FAPAC DOES A REALLY GOOD JOB OF PROVIDING TRAINING AND LEADERSHIP SESSIONS FOR PEOPLE TO TAKE ADVANTAGE OF AND IT'S A WAY IN WHICH YOU CAN BE OUTSIDE OF THE AGENCY, BECAUSE NOT ONLY IT'S THE LEADERSHIP AT TIMES, BUT IT'S ALSO THE RELATIONSHIP BUILDING THAT YOU NEED TO DO IN ORDER TO KNOW OF OPPORTUNITIES THAT ARE AVAILABLE. SO I TAKE THE PART ABOUT THE AGENCY, BUT I THINK THAT'S ONLY PART OF IT. I THINK THERE ARE OTHER THINGS THAT CAN BE DONE. ANYBODY ELSE? OKAY. THANK YOU. SO WE TALKED ABOUT LEADERSHIP DEVELOPMENT AND TRAINING A LITTLE BIT AND FAPAC, THEIR MENTORSHIP PROGRAMS. ALSO WE LOOK AT THE EMPLOYEE VIEWPOINT SURVEY BECAUSE WE TRY TO SEE SORT OF WHERE PEOPLE'S INTERESTS ARE OVER TIME. THEN THE ASIAN AMERICAN GOVERNMENT EXECUTIVE NETWORK, HAS A PROGRAM YOU CAN ALSO CONSIDER. WHAT ARE THE AWARENESS PROGRAMS IN FOR EXAMPLE, BONITA WHITE IS HERE TODAY AND SHE MANAGES THE EMPLOYEE RESOURCE GROUPS AND THERE'S A STRONG AAPI EMPLOYEE RESOURCE GROUP THAT YOU CAN USE BUT ALSO GETTING INVOLVED AND LOOKING AT INFORMATION AND OPPORTUNITIES AS TO WHAT YOU CAN DO AND LOOKING FORAMEN TORE. YOU MAY WANT TO LOOK AT OTHER AAPI LEADERS, AND ASK THEM TO BE YOUR MENTOR, HAVE THEM TALK ABOUT YOUR EXPERIENCE, BECAUSE A NUMBER OF THEM ARE SES, A NUMBER OF THEM HAVE TAKEN SORT OF THE MORE PROFESSIONAL ROUTE. SO USE THAT AS A RESOURCE FOR WHAT YOU CAN DO. I MENTIONED MS. WHITE. THERE IS A DIVERSITY COUNCIL, BUT PARTICULARLY THE INFORMATION, THE WAY THE DEPARTMENT HAS USED DIVERSITY COUNCILS IS TO ENCOURAGE EMPLOYEE RESOURCE GROUPS TO CREATE ACTIVE PARTICIPATION AND TO CREATE INFORMATION SO WE CAN GET EVERYBODY TO HAVE BETTER KNOWLEDGE ABOUT THE OPPORTUNITIES FOR PERSONS OF ALL GROUPS, BOTH RACIAL, ETHNIC AND DISABILITY. THEN THE COMMUNITIES OF PRACTICE. UNIT MANAGERS, COMMUNITY OF PRACTICE, SOME OF THE REPORTS WE DO, LIKE THE MANAGEMENT DIRECTIVE 715 AND THE 462 REPORT, WE ARE TRYING TO ESTABLISH A DATA ANALYTICS GROUP SO WE CAN HAVE PERSONS IN ALL OF THE AGENCIES TALK ABOUT THE VARIOUS CHALLENGES. I MENTIONED THE EMPLOYEE RESOURCE GROUP. WE ARE ALSO IN THE PROCESS OF DEVELOPING AND PRESENTING A SURVEY THAT WILL ALLOW PEOPLE TO REIDENTIFY THEMSELVES BECAUSE WHAT WE FIND IS THAT IN SOME INSTANCES, PEOPLE IN THEIR INITIAL ONBOARDING MAY NOT HAVE ACCURATELY LISTED OR DECIDED NOT TO LIST THEIR AGE, NATIONAL ORIGIN, DISABILITY, ET CETERA, OR SOMETIMES YOU FIND THAT DISABILITIES ARE SOMETHING THAT PEOPLE GAIN OVER TIME AS THEY GO THROUGH LIFE. SO WE'RE TRYING TO DO A SURVEY THAT WOULD ALLOW US TO HAVE A BETTER IDEA BECAUSE THE BETTER REPRESENTATION NUMBERS THAT WE HAVE, THE MORE CLEARLY WE CAN EXPLAIN TO HHS MANAGEMENT BOTH AT THE OFFICE OF THE SECRETARY AND AT THE LEVEL ABOUT WHAT OUR ISSUES AND CHALLENGES ARE, AND FORUMS LIKE THIS. I THINK IT'S IMPORTANT TO HAVE OPPORTUNITIES FOR PERSONS WHO WHO ARE AAPI, AFRICAN AMERICAN, HISPANIC, ET CETERA, TO SIT TOGETHER WITH OTHERS OF THEIR SAME GROUP OR WITH PEOPLE WHO ARE INTERESTED IN THESE ISSUES TO GET BETTER UNDERSTANDING BECAUSE THAT'S ONE OF THE WAYS THAT WE PROGRESS. I MENTION MENTIONED BEFORE WE DO A NUMBER OF INTERNAL REPORTS IN WHICH WE MEASURE WHERE WE ARE, WHERE WE'RE GOING, TRY TO CREATE SOME PREDICTABILITY SO OUR MGHT CAN HAVE BETTER IDEAS HOW THEY'RE GOING TO ADDRESS FUTURE ISSUES AND WE DO THE EXTERNAL REPORTS THAT I MENTIONED AT THE BEGINNING OF MY PRESENTATION. SO THIS IS ME. AT LEAST FOR THE NEXT FIVE MONTHS. AND IF YOU HAVE ANY QUESTIONS, IF THERE'S SOMETHING TODAY THAT YOU WANT TO EXPLORE FURTHER, IF THERE'S SOMETHING, I WONDER, WHY DIDN'T WE TALK ABOUT THAT? IT'S ALL GOOD. FEEL FREE TO E-MAIL ME OR CALL ME. I'LL BE AS RESPONSIVE OR AS INFORMATIVE AS THE INFORMATION THAT I HAVE. ON THAT NOTE, I WOULD LIKE TO THANK YOU VERY MUCH FOR THE TIME TODAY, AND IF THERE ARE ANY REMAINING QUESTIONS IN MY TWO MINUTES LEFT, I WOULD BE HAPPY TO ANSWER THEM. [APPLAUSE] THANK YOU. >> WE REALLY APPRECIATE YOU TAKING THE TIME TO BREAK DOWN THE DATA TO TRY TO TARGET WHERE THE CHALLENGES ARE FOR THE AAPI COMMUNITY. OUR NEXT SPEAKER IS MS. GLORIMAR MALDONADO, WHO IS THE CHIEF RECRUITING OFFICER FOR HHS. THROUGHOUT HER CAREER, MS. MALDONADO SPEARHEADED EFFORTS IN OUTREACH, CAREER REPRESENTATION FOR UNDERREPRESENTED GROUPS. IN HER CURRENT ROLE, SHE PROVIDES TECHNICAL GUIDANCE, DATA DRIVEN ANALYSIS AND STRATEGIC LEADERSHIP TO ENSURE THE RECRUITMENT OF A PREPARED, DIVERSE AND SUSTAINABLE FEDERAL WORKFORCE. MS. MALDONADO WILL PRESENT HHS'S VISION FOR A DIVERSE WORKFORCE. [APPLAUSE] >> Ms. Glorimar Maldonado: HI. CAN EVERYBODY HEAR ME? GOOD MORNING. MY NAME IS GLORIMAR MALDONADO, I'M THE CHIEF RECRUITMENT OFFICER FOR HHS. PLEASE CALL ME GLO FOR SHORT. I'VE BEEN IN THIS CAPACITY NOW FOR ABOUT A YEAR AND CHANGE. I STARTED AT THE DEPARTMENT LEVEL LAST FEBRUARY. I'M ACTUALLY THE MANAGER FOR THE CORPORATE RECRUITMENT DIVISION UNDER TALENT ACQUISITION IN HR, SO WE'RE A NEW ORGANIZATION. WE WERE SET UP LAST JANUARY, SO I CAME ON BOARD A MONTH AFTER THAT ORGANIZATION WAS DEVELOPED AND WE'VE BEEN WORKING FOR THE PAST YEAR TO ESTABLISH SOME INFRASTRUCTURE, YOU KNOW, DEVELOP SOME RECRUITMENT MATERIAL, THINGS THAT WE FELT WE NEEDED IN ORDER TO REALLY PROMOTE A DIVERSE WORKFORCE. SO WE'RE GOING TO TALK ABOUT SOME OF THE THINGS HA WE'VE BEEN WORKING ON THE PAST YEAR AND THEN OF COURSE AS WE GO ALONG, IF YOU HAVE ANY QUESTIONS, PLEASE FEEL FREE TO ASK BECAUSE I DEFINITELIMENT THIS TO BE AS ENGAGING AND AS MUCH OF A DIALOGUE AS POSSIBLE. WITH THAT SAID, I'LL GO AHEAD AND CONTINUE. I WON'T GO TOO MUCH OVER SOME OF THE FIRST TWO SLIDES. THESE ARE THE MISSION CRITICAL OCCUPATIONS THAT HHS HAS IDENTIFIED AND THESE ARE THE NUMBERS. OF COURSE, WILFREDO, YOU HEARD HIS PRESENTATION. HE GOT REALLY GRANULAR WITH A LOT OF THE REPRESENTATION IN TERMS OF SPECIFIC OCCUPATIONS IN THE DEPARTMENT, BUT THESE WERE SOME OF THE THINGS THAT WE FOUND JUST AS A SUMMARY THAT ASIAN AMERICANS WERE GREATER THAN EXPECTED IN THE 15 MISSION CRITICAL OCCUPATIONS WLT EXCEPTION OF A -- WITH THE EXCEPTIONS OF A FEW. SO THE NURSE, GENERAL HEALTH SCIENCE, MISCELLANEOUS, ADMINISTRATIVE, I BELIEVE SOMEBODY ASKED A QUESTION ABOUT THE 301 SERIES, WHICH IS A VERY, VERY BROAD SERIES, AS MOST OF YOU ARE AWARE. I WAS A 301 FOR MANY MOONS, AND FOLKS EITHER LOVE IT OR HATE IT. IT'S VERY DIFFICULT TO KIND OF QUANTIFY THAT KIND OF A SERIES BECAUSE IT'S SO BROAD, BUT WE TRY TO DO THAT. ALL RIGHT. SO THESE ARE THE GOALS THAT MY TEAM HAS ADOPTED OVER THE COURSE OF THE YEAR. WE REALLY SAT DOWN. WE DID A LOT OF ASSESSMENTS IN TERMS OF WHAT WAS MISSING, WHAT WAS NEEDED, WHAT FOLKS WANTED TO SEE FROM MY TEAM IN TERMS OF RECRUITMENT AND OUTREACH OR DIVERSITY RECRUITMENT AND OUTREACH, SO THESE ARE THE GOALS WE SET, TO MAKE EVERY EFFORT TO DIVERSIFY THE CURRENT WORKFORCE, TO ADDRESS THE SHORTFALL IN THE NUMBER OF UNDERREPRESENTED EMPLOYEES AT HHS, TO PROVIDE GUIDANCE AND EDUCATIONS, AND I'LL TALK ABOUT THAT IN A SECOND, AND TO ESTABLISH AND PROMOTE HHS AS A LEADER IN FEDERAL DIVERSITY AND INCLUSION PRACTICES AND AN EMPLOYER OF CHOICE. HOW MANY OF YOU KNOW HHS IS AN EMPLOYER OF CHOICE? ONE PERSON. RIGHT? TWO PEOPLE. RIGHT ON. THANKS. OKAY. SO, YOU KNOW, I'M ASSUMING THAT YOU GUYS LOVE WORKING AT HHS. RIGHT? YES. DO WE NEED COFFEE? YES. OKAY. SO WHAT WE STARTED TO DO IN TERMS OF LOOKING AT WHAT WAS NEEDED AT THE DEPARTMENT LEVEL, WE NEEDED A MASTER CALENDAR. WE DIDN'T HAVE ONE. EVERYBODY WAS KIND OF GOING ROGUE AND DOING THEIR OWN THINGS AND HHS IS PRETTY MUCH A A BOW HEMIC, RIGHT? IT'S A HUGE ENTITY. I SPENT TWO YEARS AT CDC, AND IT'S AN ENTITY ON UNIFTSZ. ALL OF THE ORGANIZATIONS THAT MAKE UP THIS DEPARTMENT AS WELL. BUT WE DIDN'T HAVE ANY KIND OF COHESIVE WAY OF REPORTING OUT IN TERMS OF WHAT WE WERE DOING DAY TO DAY OR MONTH-TO-MONTH IN TERMS OF RECRUITMENT AND OUTREACH ACTIVITY. SO ONE OF THE FIRST THINGS WE DID WAS ESTABLISH A MASTER RECREWMENT AND OUTREACH CALENDAR, WHICH IF YOU'VE BEEN TO THE ERG QUARTERLY MEETINGS THAT BONITA AND HER TEAM HAVE HOSTED, YOU'VE BEEN SEEING THOSE CALENDARS, YOU'VE BEEN SEEING WHAT WE'VE BEEN DOING AND WHERE WE'VE BEEN GOING. THE SECOND THING THAT WE ESTABLISHED WAS AN HHS RECRUITERS COMMUNITY OF PRACTICE THAT HAD NEVER BEEN DONE BEFORE. WE'VE GOT FOLKS REPRESENTING HR, EEO AND DIVERSITY AND INCLUSION. SO IT'S A PRETTY BROAD GROUP IN TERMS OF INTERESTS, BUT THESE ARE FOLKS THAT ACTUALLY GO OUT ONTO THE ROAD, THEY GO TO LOCAL EVENTS, THEY GO TO NATIONAL EVENTS, THEY'RE REPRESENTING THEIR RESPECTIVE AGENCIES OR THE DEPARTMENT. SO WE WENT AHEAD AND WE PUT A MASTER DOCUMENT TOGETHER. WE CREATED THIS COMMUNITY OF PRACTICE WHERE WE SHARE INFORMATION AND WE SHARE DATA. WE ACTUALLY SHARE RESOURCES. A LOT OF TIMES IF WE'VE GOT A WORKSHOP SPOT AND SOMEBODY ELSE HAS AN EXHIBIT BOOTH, WE'LL SHARE, WE'LL SPLIT IT. SO WE'LL HAVE OUR MATERIALS AT THEIR EXHIBIT BOOTH AND THEY'LL GET TIME DURING OUR WORKSHOP TO TALK ABOUT THEIR AGENCIES. SO WE'VE BEEN DOING A LOT OF COLLABORATIVE WORK. THE OTHER THING THAT WE'VE BEEN DOING IS EXACTLY WHAT THAT FIRST BULLET POINT SAYS, MAKING SURE THAT WE'RE ESTABLISHING RELATIONSHIPS WITH NATIONAL STEM AND STEM-H ORGANIZATIONS. A LOT OF YOU HAVE SEEN THE TERM STEM WITH JUST ONE M, SO WE ADDED THE EXTRA M FOR MEDICAL, THEN THE STEMM-H, THE H STANDS FOR HEALTH, BECAUSE YOU HAVE A LOT OF FOLKS NOW STUDYING GENERAL HEALTH SCIENCES OR THAT BROAD CATEGORY OF PUBLIC HEALTH, SO WE WANT TO MAKE SURE WE INCLUDE THEM IN ANY RECRUITMENT OUTREACH ACTIVITIES WE CONDUCT. WE'VE BEEN WORKING WITH ASIAN AMERICAN PACIFIC ISLANDER COLLEGES AND UNIVERSITIES, WE'VE BEEN WORK WITH NATIONAL ORGANIZATIONS THAT HAVE THAT STEMM AND STEMM-H ORGANIZATIONS AND WE WANT TO MAKE SURE WE'RE FORMING PARTNERSHIPS AND ALLIANCES WITH THE ORGANIZATIONS THAT CAN HELP US CREATE THOSE PIPELINES, AND THAT INCLUDES K-12 ACTIVITIES AS WELL. WE WANT TO MAKE SURE THAT WE'RE STARTING YOUNG, SO ANYTIME THERE'S A NATIONAL ORGANIZATION THAT HAS A K-12 ELEMENT, WE CAN GO IN AND TALK ABOUT PUBLIC HEALTH AND WE CAN PLAY SOME GAMES AND GIVE AWAY OUR SYRINGE PENS OR WHATEVER THE CASE MAY BE, BECAUSE WE HAVE SYRINGE PENS X THEY'RE PRETTY COOL -- AND THEY'RE PRETTY COOL. WE TRY TO DO THAT, BECAUSE THE IDEA IS TO PUT THAT BUG IN SOMEBODY'S EAR AS THEY'RE YOUNG, BECAUSE AS THEY DEVELOP AND GO THROUGH SCHOOL, THEY END UP NOT ONLY GETTING CAREERS IN THE STEMM FIELDS, BUT APPLYING TO CAREERS IN THOSE STEM FIELDS AND WE CAN BE THE RESIP YENGTS OF THOSE. TWOAPT SOLIDIFY OUR RELATIONSHIPS WITH THESE ORGANIZATIONS OR ARE WORKING TO IDENTIFY. IT'S REALLY GREAT TO CALL SOMEBODY A PARTNER OR HAVE AN ALLIANCE WITH THEM, BUT I LIKE TO SEE IT IN WRITING BECAUSE THAT HOLDS ME AND MY TEAM ACCOUNTABLE AND THE DEPARTMENT. I WANT TO MAKE SURE THAT WE HAVE SOME DELIVERABLES THAT WE NEED TO FOLLOW THROUGH ON AND I WANT TO MAKE SURE THAT THE ORGANIZATION HAS DELIVERABLES THAT THEY NEED TO FOLLOW THROUGH ON. EVEN IF IT'S LISTSERV ANNOUNCEMENTS, EVEN IF IT'S A POSTING TO THEIR CAREER PORTAL, GIVING US TIME AND SPACE AT THEIR EVENTS, I WANT TO MAKE SURE THERE'S SOMETHING THERE THAT'S SOLID. IN TERMS OF THIS EDUCATION PUSH THAT I MENTIONED EARLIER, MY TEAM AND I ARE REALLY FOCUSED ON EDUCATING INTERNAL AND EXTERNAL FOLKS. AND BY INTERNAL, WE ARE WORK WITH HHS UNIVERSITY AND A COUPLE OF OTHER GROUPS IN HR TO MAKE SURE THAT HIRING OFFICIALS AND SUPERVISORS HAVE THE TOOLS THAT THEY NEED SO THAT THEY CAN MAKE EDUCATED DECISIONS IN TERMS OF HIRING FOLKS, DEVELOPING THE PEOPLE THAT THEY HAVE, HELPING US TO CREATE AND MAINTAIN THOSE PIPELINES. IT CAN'T BE ALL ON HR. IT REALLY HAS TO BE A PARTNERSHIP BETWEEN FOLKS IN THE PROGRAMS AND FOLKS IN HR, SO THAT'S WHAT WE'RE WORKING TO DO. IN TERMS OF THE EXTERNAL EDUCATION PUSH, WHAT WE'VE DEVELOPED IS WHAT WE CALL FIND AND APPLY WORKSHOPS. YOU'VE SEEN SOME OF THOSE ANNOUNCEMENTS GOING OUT, ESPECIALLY FROM FDA, AND WHAT WE DID IS WE CREATED A PRETTY GRANULAR TWO-HOUR WORKSHOP THAT I'LL GET INTO IN A SECOND IN ORDER TO EDUCATE APPLICANTS ON THE A TO Z'S OF HHS AND THE FEDERAL APPLICATION PROCESS. SO WE START WITH HHS, WE END WITH HHS, AND IN THE MIDDLE WE HAVE A TON OF INFORMATION SANDWICHED BECAUSE WHAT WE'VE BEEN FINDING IS WHEN FOLKS APPLY TO JOBS, THEIR RESUMES ARE BECOMING INFORMATION, THEY'RE NOT EVEN BEING FOUND TO HAVE MET THE BASIC QUALIFICATIONS, SO WE WANT TO MAKE SURE THAT WE TACKLE ANY-ISH URPZ ON THE FRONT END, THAT WAY WHEN THEY APPLY ON THE BACK END, THE HIRING OFFICIAL GETS EXACTLY WHAT THEY WANT. THEN WE DID ESTABLISH A RECRUITER MAILBOX, SO RECRUITER HHS.GOV AND YOU'LL NEVER -- I WILL NEVER TIRE OF SAYING THAT, YOU'LL NEVER HEAR ME STOP SAYING RECRUITER@HHS.GOV, PLEASE E-MAIL US, WE WE DO HAVE A 202 PHONE NUMBER AS WELL, THESE ARE DEDICATED METHODS OF COMMUNICATIONS WHERE ANYBODY CAN REACH US, FEDERAL EMPLOYEES ACROSS GOVERNMENT OR FOLKS FROM THE OUTSIDE, STUDENTS, VETERANS, JUST GENERAL APPLICANTS, WHAT HAVE YOU, THEY HAVE A WAY TO REACH US AND TO CONNECT NOT JUST WITH MY TEAM BUT WITH THE FOLKS IN THE HHS RECRUITERS COMMUNITY OF PRACTICE SO IT'S A WAY TO CONNECT FOLKS TO PEOPLE, RIGHT, BECAUSE WE LOVE GOVERNMENT SO MUCH BUT IT CAN BE VERY NEBULOUS, RIGHT, SO WE ARE THE FRIENDLY FACE OF GOVERNMENT, AND WE PROVIDE THAT CUSTOMER SERVICE AND THAT EXTRA MILE THAT FOLKS ARE LOOKING FOR WHEN THEY'RE COMING TO US FOR INFORMATION. THEN WE DID DEVELOP SOME HHS-SPECIFIC RECRUITMENT MATERIALS THAT ACTUALLY WE JUST WON AN AWARD FOR THOSE, SO I'M REALLY EXCITED. THEY WERE PRODUCED LAST SUMMER, AND THEY'RE PRETTY SPECIFIC TO HHS AND ALSO OVERARCHING. SO THE IDEA IS WE CREATED SOME BROCHURES THAT TALK ABOUT BENEFITS, FEDERAL BENEFITS THAT YOU GET WHEN YOU'RE AN EMPLOYEE WITH HHS AND THE GOVERNMENT. WE HAVE A BROCHURE ON STUDENT PATHWAYS. WE HAVE SEVERAL THAT COVER THE FOUR MAJOR MISSION CRITICAL AREAS HERE AT HHS, THEN WE HAVE SOME OTHERS IN DEVELOPMENT, SUCH AS A MASTER RECRUITMENT BROCHURE FOR HHS WHERE WE HAVE LIKE A EXPAIJ A HALF DEDICATED TO EACH COMPONENT OF HHS, STAFF DIVISIONS AND OPERATING DIVISIONS. WE ALSO HAVE AN SES BROCHURE THAT'S COMING OUT AND ONE ON MISSION SUPPORT OCCUPATIONS BECAUSE EVERYBODY IS FAMILIAR WITH THE MISSION CRITICAL OCCUPATIONS, BUT THERE'S MISSION SUPPORT AS WELL AND THEY'RE VERY SYMBIOTIC, SO WE NEED TO MAKE SURE THAT WE'RE GIVING FOLKS ALL THE OPTIONS THAT ARE AVAILABLE TO THEM AT HHS AND THAT'S ONE WAY THAT WE'RE DOING IT. AND THEN OF COURSE THE SOCIAL MEDIA COMPONENT. SO WE'RE WORKING TO REVAMP OUR USE OF SOCIAL MEDIA OR RECRUITMENT -- FOR RECRUITMENT AND OUTREACH PURPOSES. SH IS FAMILIAR WITH FACEBOOK AND TWITTER, BUT WE'RE REALLY LOOKING TO BRANCH INTO INSTAGRAM. WE WOULD LOVE TO DO MORE BLOGGING AND DEFINITELY WANT TO REVAMP THE HHS.GOV/CAREERS PAGE WHICH AS MUCH AS I LOVE HHS, THE PAGE DEFINITELY NEEDS REVAMPING, SO WE'RE WORKING WITH ASPA PUBLIC AFFAIRS TO DO ALL OF THAT. SO AGAIN, IN TERMS OF THE FIND AND APPLY WORKSHOPS THAT WE'VE BEEN CONDUCTING, WE DO THEM IN PERSON AND ONLINE. THE IDEA IS THAT WE PROVIDE APPLICANTS WITH ALL OF THE INFORMATION AND ALL OF THE TOOLS THEY NEED TO BE ABLE TO FIND AND APPLY TO HHS JOBS, WHETHER THEY'RE IN THE MISSION CRITICAL OR THE MISSION SUPPORT FIELD. SO AGAIN WE START WITH HHS, WE TALK ABOUT THE WHO, WHAT, WHEN, WHERE AND WHY, WHERE WE'RE LOCATED, THE KINDS OF OCCUPATIONS WE HIRE INTO, WE TALK ABOUT GRADE LEVELS, WHAT GRADE LEVELS THEY SHOULD BE APPLYING TO BASED ON THEIR ED CAIG LEVEL AND LEVEL OF EXPERIENCE AND WE DO THAT BECAUSE WE WANT TO ADDRESS EXPECTATIONS. WE MEET A LOT OF FOLKS ON THE ROAD THAT HAVE Ph.D.'S BUT THEY HAVE NO EXPERIENCE. ALL OF THEIR EXPERIENCE HAS BEEN IN THE CLASSROOM. BUT THEY EXPECT A GS15 WHEN THEY GRADUATE. YEAH. NOT REALISTIC. SO WE GENTLY REMIND THEM TO ADDRESS, YOU KNOW, TO LOWER THEIR EXPECTATIONS A LITTLE BIT, WE GIVE THEM A GRADE RANGE THEY CAN APPLY TO BASED ON WHERE THEY ARE IN THEIR CAREER, AND THEN WE ALSO PROVIDE INFORMATION ON OTHER WAYS THEY CAN GET INTO GOVERNMENT. WE TALK ABOUT THE VETERANS IMMEDIATE YUMS, LIKE VETERANS PREFERENCE, WE COVER PEACE CORPS, AMEASURE VISTA AND COVER ELIGIBLE FAMILY MEMBERS FROM THE U.S. DEPARTMENTS OF STATE FOREIGN SERVICE SO WE WANT TO MAKE SURE THAT WE'RE COVERING EVERY MEANS AVAILABLE TO FOLKS TO BE ABLE TO GET IN AND THEN FROM THERE WE GIVE THEM A USA JOBS TUTORIAL, A FEDERAL RESUME TUTORIAL BUILDING PORTFOLIO, RESUME BUILDING AND RES INTERVIEWING PORTFOLIO, GIVE THEM URL'S SO THEY CAN FOLLOW UP AND DO THEIR OWN RESEARCH AND ALWAYS PLUG RECRUITER@HHS.GOV SO THE IDEA IS AFTER TWO HOURS WITH US, WHICH I KNOW SEEMS LIKE A LONG TIME BUT IT FLIES BY, THEIR FRUSTRATIONS ARE MITIGATED. I'VE ACTUALLY HAD PEOPLE THROW THINGS AT ME AND YELL AT ME AND CRY AND DO ALL KINDS OF THINGS AT RECRUITMENT EVENTS. THE IDEA IS TO OFFSET THAT SO THAT THEY'RE LESS FRUSTRATED, THEIR SEARCHES ARE MORE FRUITFUL AND THEY REALLY UNDERSTAND THE ENTIRE PROCESS AND SO WE DO THIS ONLINE AND IN PERSON. ANYTIME WE GO EXHIBIT AT A NATIONAL CONFERENCE, WE MAKE SURE THAT WE GET INTO THAT CONFERENCE TRACK, SPEAKING TRACK, SO WE CAN ACTUALLY HAVE THIS AS PART OF OUR REPERTOIRE SO WE'RE NOT ONLY EXHIBITING AT AN EXPO, BUT WE'RE ALSO SPEAKING DURING THE CONFERENCE TRACK, SO WE'RE TRYING TO DO TWO THINGS AT ONCE. SO IF WE DON'T GET THEM AT THE BOOTH, WE'LL GET THEM IN THE WORKSHOP. SO AGAIN, YOU KNOW, WE'RE TRYING TO MAXIMIZE OUR PRESENCE AS MUCH AS POSSIBLE. THESE ARE A COUPLE OF THE ORGANIZATIONS THAT WE HAVE IDENTIFIED IN TERMS OF TRYING TO ESTABLISH RELATIONSHIPS OR PARTNERSHIPS WITH THEM, AND THAT'S WHERE WE NEED YOUR HELP. SO WHEN WE HAVE THESE QUARTERLY ERG MEETINGS, WHEN WE COME TO SPEAK AT EVENTS LIKE THIS FORUM, WE DON'T KNOW EVERYTHING. I'M THE FIRST PERSON TO TELL YOU, I DON'T KNOW EVERYTHING ABOUT EVERY COMMUNITY THAT'S OUT THERE. SO THAT'S WHERE YOU COME IN. YOU GUYS KNOW YOUR COMMUNITY. YOU KNOW WHAT ORGANIZATIONS ARE OUT THERE AND WHAT HHS SHOULD BE DOING IN TERMS OF PARTNERSHIPS. SO PLEASE FORWARD THE SUGGESTIONS AND THOSE IDEAS TO US SO WE CAN GO AHEAD AND CONTINUE REACHING OUT TO ADD MANY ORGANIZATIONS AS POSSIBLE AND BUILDING AS MANY RELATIONSHIPS AS WE CAN BECAUSE WE BELIEVE THAT THE MORE WE REACH OUT, THE MORE WE COMMUNICATE, THE MORE WE SHARE, THE STRONGER HHS BECOMES IN TERMS OF DIVERSITY RECRUITMENT AND THEN WORKFORCE REPRESENTATION. SO IT REALLY IS A SYMBIOTIC RELATIONSHIP. THEN AGAIN, THESE ARE SOME OF THE OTHER ORGANIZATIONS THAT WE'VE IDENTIFIED WITH STEMM AND STEMM-H FOCUS. I WOULD DEFINITELY LOVE TO DO MORE RESEARCH IN THE AREA OF ORGANIZATIONS THAT HAVE INTERNSHIPS AND FELLOWSHIP PROGRAMS BECAUSE WE CAN UTILIZE THIRD PARTY INTERNSHIP AND FELLOWSHIP PROGRAMS TO BRING FOLKS INTO HHS AND GIVE THEM FEDERAL EXPERIENCE AND THEN WHILE WE HAVE THEM, WE CAN ACTUALLY EDUCATE THEM ON HOW TO FIND AND APPLY TO GOVERNMENT JOBS. ANOTHER WAY OF COURSE TO GET THEM IN IS THROUGH STUDENT PATHWAYS WHICH HAS THAT BUILT IN CONVERSION MECHANISM. I DON'T LIKE TO LIMIT IT TO JUST PATHWAYS. I DEFINITELY WANT TO UTILIZE EVERY MEANS AVAILABLE TO CONTINUE CREATING THOSE PIPELINES, THOSE CAREER PIPELINES. AGAIN, WE CONTINUE TO JUST PROMOTE OUR HHS INTERNSHIPS AND FELLOWSHIPS AND PUBLIC HEALTH TRAINING OPPORTUNITIES. NIH HAS A TON, CDC HAS A TON, FDA HAS A TON, SO WE CONTINUE PROMOTING THEM TO THE GENERAL PUBLIC. WE DO HAVE A LISTSERV NOW, PRETTY COMPREHENSIVE, IT'S RIGHT ABOUT 4,000 NAMES AND ORGANIZATIONS, SO WE JUST KEEP ADDING TO IT EVERY TIME WE GO OUT, EVERY TIME WE MEET FOLKS, EVERY TIME THEY WRITE IN FOR INFORMATION, WE ASK IF THEY WANT TO BE ADDED, WE ADD THEM, WITH THE IDEA THAT WE CAN ACTUALLY, IT'S A SEARCHABLE DATABASE. SO IF WE WANTED TO FOCUS MESSAGES SPECIFICALLY ON A TARGET AUDIENCE, WE CAN DO THAT, JUST STUDENTS, VETERANS, ET CETERA, SO WE TRY TO REACH AS MANY FOLK AS WE CAN THROUGH THAT MEDIUM, THEN WE HAVE ACTUALLY BUILT INTO THE LISTSERV A HOT JOBS AREA, SO IF A HIRING MANAGER COMES TO US AND THEY NEED TO HIRE SOMEBODY FOR XY AND Z POSITION, WE CAN ACTUALLY PUT THAT IN THE MIDDLE OF OUR LISTSERV MESSAGING AS A HOT JOB, WE ALSO LIST IT ON THE USA HOT JOBS WITH THE IDEA THAT TARGETING MESSAGING, WE CAN SEND THOSE MESSAGES TO HBC'S OR WHEREVER WE WANT TO SEND THEM AND THAT WAY FOLKS IN SPECIFIC COMMUNITIES CAN RECEIVE TARGETED MESSAGING. THEN WE DO COLLABORATE WITH THE WHITE HOUSE INITIATIVE ON ASIAN AMERICANS AND PACIFIC ISLANDERS SO ACTUAL UNTIL A FORMER LIFE I WORKED FOR THE WHITE HOUSE INITIATIVE ON EDUCATIONAL EXCELLENCE FOR HISPANIC TION, I JUST CALL THEM WHITE HOW INITIATIVES, I WORKED RIGHT NEXT-DOOR TO THE WHITE HOUSE INITIATIVE ON ASIAN AMERICANS AND PACIFIC ISLANDERS SO WE HAD A VERY COLLABORATIVE RELATIONSHIP FOR ALMOST A DECADE AND THAT'S JUST CONTINUED AS I'VE MOVED TO HHS, WE CONTINUE BROADCASTING THINGS THROUGH THEIR LISTSERV AND TRYING TO PARTNER WITH THEM AS MUCH AS WE CAN, WE'RE DOING THAT WITH ALL OF THE WHITE HOUSE INITIATIVES, BECAUSE THEY HAVE SUCH TREMENDOUS REACH SO WE WANT TO MAKE SURE WE'RE LEVERAGING ALL OUR RELATIONSHIPS SO WE CAN REACH AS MANY FOLKS AS POSSIBLE. I COVERED SOME OF THIS. WE ARE STRENGTHENING OUR RELATIONSHIPS HERE IN THE LOCAL AREA. WHAT WE'VE STARTED TO DO IS REACH OUT TO A LOT OF THE COLLEGES AND UNIVERSITIES TO PLAN WHAT WE'RE CALLING HHS DAYS SO THE IDEA IS THAT WE WOULD SPEND A FULL DAY ON THE CAMPUS, OUR RECRUITERS WOULD COME, THEY COULD POTENTIALLY BRING HIRING OFFICIALS, I KNOW CMS WAS ACTUALLY GOING ON BRING SOME HIRING OFFICIALS TO A GEORGE WASHINGTON UNIVERSITY EVENT THAT HAD TO BE POSTPONED FROM JANUARY TO THIS COMING NOVEMBER BUT WE'VE GOT ROUNDTABLE DISCUSSIONS, SPEED MENTORING, WE'VE GOT LUNCH AND LEARNS, WE'VE GOT WORKSHOPS, WE'VE GOT TABLING EVENTS, DO A LOT OF MOCK INTERVIEWING, RESUME REVIEWS, THE IDEA IS TO MAXIMIZE OUR TIME WHEN AT THESE COLLEGES AND UNIVERSITIES AND ALSO BUILD IN SOME SORT OF ALUMNI NETWORKING PIECE BECAUSE WE ARE NOT ALWAYS HIRING FOLKS AT THE DEVELOPMENTAL LEVEL. WEAPON DEFINITELY WANT TO HIRE FOLKS WHO ARE SUBJECT MATTER EXPERTS AND HAVE BEEN IN THE CAREER FIELD FOR A WHILE BUT ALUMNI ORGANIZATIONS ARE A GREAT PLACE FOR US TO REACH OUT TO THOSE FOLKS AND GET THOSE FOLKS IN THE DOOR AS WELL, SO WE TRY TO COVER AS MANY AVENUES AS WE CAN, AND THEN OF COURSE WE DO OUR WEBINARS, WE'RE GETTING READY TO BRANCH INTO PODCAST SERIES JUST TO MAKE IT A LITTLE MORE INTERESTING. WE'RE TRYING TO LEVERAGE ALL THE TECHNOLOGY THAT WE CAN SO THAT WE CAN REACH AS BROAD AN AUDIENCE AS WE CAN. SO THIS IS WHERE I'M SUPER-EXCITED TO JUST KIND OF REEF ITERATE BECAUSE I MENTION IT HAD DURING THE ERG QUARTERLY MEETING LAST WEEK, I BELIEVE. NEXT MONTH MY TEAM IS GETTING READY TO LAUNCH WHAT WE'RE CAWMG THE HHS VOLUNTEER RECRUITER PROGRAM. WE WANT TO SHOWCASE THE DIVERSITY THAT WE HAVE AT HHS, AND WE NEED YOUR HELP TO DO THAT. I HAVE A VERY SMALL TEAM. IT'S ME AND THREE OTHER PEOPLE RIGHT NOW. SO WE CAN ONLY DO SO MUCH, WHICH IS WHY WE'RE LEVERAGING TECHNOLOGY AS MUCH AS WE CAN. BUT WHAT WE WANT TO DO IS BRING FOLKS WHO ARE INTERESTED IN NOT ONLY REPRESENTING THEIR AGENCY AND THEIR DEPARTMENT BUT ALSO FOLKS WHO ARE INTERESTED IN REPRESENTING THEIR OCCUPATIONAL FIELDS, THEIR EDUCATION BACKGROUNDS, THEIR RACE AND ETHNIC BACKGROUND, ANYTHING THAT THEY WANT TO BRING TO THE TABLE OR THAT THEY DO BRING TO THE TABLE AS A VOLUNTEER RECRUITER, WE BRING THEM TO LOCAL EVENTS. WE'RE HOPING IN THE FUTURE TO BE ABLE TO BRING FOLKS WITH US TO EVENTS THAT REQUIRE TRAVEL, BUT RIGHT NOW BUDGET IS TIGHT, SO WE'RE FOCUSING ON LOCAL. BUT THE IDEA IS YOU WOULD COMPLETE AN APPLICATION, YES, THERE'S AN APPLICATION BECAUSE WE NEED TO MAKE SURE THAT SPHRFERS APPROVE. IT WOULD ONLY TAKE ABOUT 10% OF YUR TIME. BUT THE IDEA IS WE WOULD HAVE A BIANNUAL CALL TO ACTION, FOLKS WOULD APPLY, WE WOULD HAVE A TRAIN THE TRAINER SESSION, SO ESSENTIALLY YOU WOULD GET KIND OF THAT FIND AND APPLY WORKSHOP INFORMATION GIVEN TO YOU SO THAT YOU HAVE THE BASIC WHEN YOU'RE SPEAKING TO FOLKS AT THESE EVENTS, AND THEN WE MATCH YOU TO AN EVENT AND YOU COME WITH US. FOLKS WHO ARE PART OF THE VOLUNTEER RECRUITER PROGRAM, A SELECT NUMBER WILL BE ACTUALLY PART OF THE I AM HHS VIDEO CAMPAIGN THAT WE'RE GOING TO BE LAUNCHING AS WELL LATER ON IN THE YEAR. SO THERE'S A LOT OF DIFFERENT COMPONENTS. BUT THE IDEA AGAIN IS THERE ARE FOLKS WHO JUST FEEL COMFORTABLE TALKING TO PEOPLE WITHIN THEIR OWN COMMUNITY. I GET THAT. SO WE WANT TO MAKE SURE THAT IF YOU'RE INTERESTED IN COMING WITH US AND TALKING ABOUT HHS, TALKING ABOUT WHAT YOU DO, TALKING ABOUT WHY YOU JOINED THE GOVERNMENT, THIS IS A GREAT WAY FOR YOU TO DO THAT. SO DEFINITELY WANT TO HEAR FROM YOU. SO IF YOU'RE INTERESTED, LET ME KNOW AT RECRUITER@HHS.GOV. WE DEFINITELY WANT TO KEEP YOU IN THE LOOP. AN E-MAIL ANNOUNCEMENT WILL GO OUT. WE ARE ACTUALLY USING THE EMPLOYEE RESOURCE GROUPS AS THE FIRST LAUNCHING POINT FOR THIS PROGRAM. AND BECAUSE YOU GUYS ARE IN ALL OF THE VARIOUS COMPONENTS OF HHS, THAT'S WHAT MAKES IT EVEN GREATER, BECAUSE WE CAN ACTUALLY CONNECT YOU WITH THE RECRUITERS IN THOSE VARIOUS ORGANIZATIONS AND THAT WAY WE CAN KIND OF KEEP AMPLIFYING EVERYTHING THAT WE'RE DOING. OKAY? AND THEN I'M NOT GOING TO READ ALL OF THIS BECAUSE WE JUST KIND OF COVERED THAT, EXCEPT FOR THE LAST BULLET. SO WE ARE WORKING WITH THE OFFICE OF DIVERSITY AND INCLUSION AND HHS UNIVERSITY AND A COUPLE OTHER ORGANIZATIONS WITHIN HR BECAUSE, AGAIN, WE WANT TO MAKE SURE THAT WE ARE TRAINING OUR SUPERVISORS, OUR HR PROFESSIONALS AS WELL BECAUSE THERE ARE MANDATORY COURSES HR PROFESSIONALS MUST TAKE EVERY YEAR, BUT WE WANT TO MAKE SURE THAT FOLKS HAVE THE RIGHT INFORMATION TO BE ABLE TO MAKE THOSE EDUCATED DECISIONS REGARDING HIRING AND WORKFORCE DEVELOPMENT, SO MORE TO COME ON THAT. JUST A COUPLE QUICK UPDATES. IN THE PAST YEAR, WE'VE BEEN ABLE TO DO ABOUT 65 WORKSHOPS. THAT'S NOT COUNTING SOME OF THE AD HOC ONES THAT WE DO. WE DO A LOT OF ONE ON ONE CONSULTATIONS, SO WE DO A TRUNCATED VERSION OF THOSE WORKSHOPS AT THAT TIME. WE'VE GOT ABOUT 4,000 FOLKS ON OUR LISTSERV, AND THEN 75 E-MAILS COME IN, ABOUT 75 E-MAILS COME IN EVERY WEEK THROUGH THE RECRUITER MAILBOX. WHEN WE HAD OUR VETERANS EVENT IN MARCH, WE WERE AVERAGING ABOUT 150 E-MAILS A WEEK THROUGH THAT MAILBOX, AND THAT WASN'T COUNTING THE 202 RECRUITER NUMBER THAT WE ANSWER EVERY DAY. SO WORD GETS OUT AND FOLKS BECOME MORE COMFORTABLE COMING IT HHS FOR EMPLOYMENT INFORMATION, WE'RE GOING TO SEE THOSE NUMBERS INCREASE, WHICH IS GREAT. SO TELL YOUR FRIENDS. BUT THAT'S BASICALLY IT. THIS IS MY CONTACT INFORMATION IF YOU WANT TO REACH OUT TO ME DIRECTLY, PLEASE FEEL FREE TO DO SO. I'M DEFINITELY KEEN TO ENGAGE WITH YOU, TALK THROUGH SOME IDEAS, YOU KNOW, REALLY MAKE THE DIVERSITY RECRUITMENT AND OUTREACH THAT MY TEAM DOES AS ROBUST AS POSSIBLE, AND I CAN ONLY DO IT WITH YOUR HELP. I DON'T KNOW EVERYTHING. I'M NOT GOING ON TRY TO KNOW EVERYTHING. BUT I DEFINITELY WANT TO RELY ON FOLKS LIKE YOU WHO, YOU KNOW, YOU'VE GOT THE IDEAS, YOU'VE GOT THE RECOMMENDATIONS, AND WE WANT TO IMPLEMENT THEM. SO DON'T BE SHY. BUT WITH THAT SAID, DOES ANYBODY HAVE ANY QUESTIONS OR COMMENTS OR CONCERNS? I KNOW I TALK REALLY FAST. I WAS TRYING TO SQUEEZE IT ALL IN. SORRY. >> I THINK WE HAVE TIME FOR A COUPLE OF QUESTIONS. >> I HAVE A QUESTION REGARDING HOW COMPETITIVE IT IS. I GUESS PER VACANCY, DO YOU HAVE A NUMBER OF APPLICANTS YOU RECEIVE? AND IS THERE ANY RECOMMENDATION IN HOW THE APPLICANT COULD, I GUESS, MAKE THEMSELVES STAND OUT MORE FROM OTHERS? >> Ms. Glorimar Maldonado: SURE. THE NEBULOUS GOVERNMENT ANSWER TO THAT QUESTION IS IT DEPENDS ON THE VACANCY. A LOT OF THE STEMM OCCUPATIONS YOU CAN SEE ANYWHERE FROM HUNDREDS TO THOUSANDS OF APPLICANTS, DEPENDING ON WHERE THE VACANCY IS AND WHAT YOU'RE GOING TO BE DOING. SO ON AVERAGE, YOU'RE GOING TO SEE MORE THAN 100, I CAN TELL YOU THAT. IN HE REMEMBERS IT OF STANDING OUT -- IN TERMS OF STANDING OUT, REALLY EVERYTHING IS THE RESUME OR THE CV BECAUSE THAT'S THE FIRST TASTE THAT HR HAS OF YOU IN ADDITION TO THE APPLICATION QUESTIONS AND HOW YOU ANSWER THEM. WE CAN DEFINITELY, IF YOU'RE INTERESTED IN SOME OF THE INFORMATION THAT WE PROVIDE FOLKS FOR RESUME BUILDING, WE CAN DEFINITELY TALK AND I CAN PROVIDE THAT TO YOU. >> I HAVE TWO QUESTIONS. I ASSUME YOUR OFFICE IS RESPONSIBLE FOR RECRUITING, RETAINING, RETRAINING, MAYBE POTENTIALLY CAREER DEVELOPMENT. THROUGH THIS PROCESS, MANY FOLKS THAT WE KNOW ALWAYS COMPLAIRCH, EVERYTHING WORKS -- ALWAYS COMPLAIN, EVERYTHING WORKS EXCEPT FOR THE APPLICATION PROCESS. THE USAJOBS IS VERY UNIQUE. LOTS OF PEOPLE FEEL THAT UNLESS THEY LIE, THEY WILL NEVER BE ON THE SEARCH, MAYBE THAT'S SOMETHING YOU CAN HELP US UNDERSTAND, BECAUSE MANY HR FOLKS RECOGNIZE THAT ISSUE BECAUSE PEOPLE REALLY DO HAVE A PASSION, THEY WANT FOR THE PUBLIC SERVICE, BUT THEY DON'T HAVE A CHANCE BECAUSE THEY NEVER GET ON THE SEARCH. THIS IS MY FIRST QUESTION. MY SECOND QUESTION IS BASICALLY MAYBE I THINK HR OPERATIONS CAN CONSIDER MORE EMPHASIS ON ONE AREA, QUALITY ASSURANCE. THE REASON FOR THAT IS MANY OF US ACTUALLY CAME FROM INDUSTRY. QUALITY ASSURANCE IS CRITICAL TO UNDERSTAND OUR POLICY, PROCEDURE, EVERYTHING IS FOLLOWED THROUGH. MANY AGENCIES KNOW THAT WE HEARD ISSUES, SCANDALS, WE'RE LUCKY, HHS DOES NOT HAVE THOSE PROBLEMS YET, BUT WE DO UNDERSTAND QUALITY ASSURANCE IS DIFFERENT FROM QUALITY CONTROL. QUALITY ASSURANCE IS LOOKING INTO THE BIG PICTURE, THE SYSTEM, UNDERSTANDING WHETHER OUR AGENCIES REALLY FOLLOW WHAT WE WANT TO FOLLOW. SO THAT'S SOMETHING I WOULD PROBABLY RECOMMEND AT LEAST FROM OUR DEPARTMENT TO BEGIN WITH, QUALITY ASSURANCE NEEDS TO BE MORE EMPHASIZED TO PREVENT FUTURE ISSUES. THANK YOU. >> Ms. Glorimar Maldonado: YOU'RE WELCOME. SO I'M GOING TO WORK BACKWARDS. FOR YOUR SECOND QUESTION IN TERMS OF THE QUALITY ASSURANCE, I COULDN'T AGREE WITH YOU MORE. THAT'S SOMETHING THAT I KNOW ALL OF THE HR DIRECTORS ARE HEAVILY INVOLVED IN NOW IS REALLY TAKING A LOOK AT THE OVERARCHING SYSTEM, WHAT'S MISSIONING, WHAT NEEDS TO BE IMPLEMENTED, WHAT NEEDS TO BE BUILT FROM SCRATCH BECAUSE BELIEVE IT OR NOT SOME THINGS NEED TO BE BUILT FROM SCRATCH, AND THEN MAKING SURE THAT THERE ARE STANDARD OPERATING PROCEDURES IN PLACE, MAKING SURE THAT THE POLICIES ARE UPDATED, MAKING SURE THAT THERE'S CLEAR COMMUNICATION AROUND THOSE PIECES. THE ONLY THING IS THAT IT'S TAKING A MINUTE TO IDENTIFY ALL OF THOSE THINGS AND PUTTING ALL OF THOSE PROCEDURES AND PROCESSES IN PLACE. SO JUST KNOW THAT IT IS SOMETHING THAT THEY ARE WORKING ON, AND ACTUALLY PART OF MY TEAM IS THE CLASSIFICATION POLICY PIECE, SO NOW THAT WE HAVE THE RIGHT FOLKS ON BOARD IN LEADERSHIP POSITIONS, WE'RE STARTING TO SEE THESE CHANGES. SO THEY ARE INCREMENTAL, BUT I'M BIG AT CELEBRATING INCREMENTAL CHANGES BECAUSE IT'S BETTER THAN GOING BACKWARDS. SO STAY TUNED FOR MORE IN THAT. FOR THE FIRST QUESTION IN TERMS OF, WELL, KIND OF SEVERAL PIECES, SO MY TEAM COVERS RECRUITMENT OUTREACH AND THEN THE OTHER HALF OF MY TEAM COVERS THE CLASSIFICATION POLICY PIECE. WE WORK WITH FOLKS ACROSS THE OHR WHO TACKLE THE WORKFORCE DEVELOPMENT AND ALL OF THOSE OTHER PIECES. WE WORK WITH THEM VERY CLOSELY. SO WHAT WE'VE BEEN TRYING TO DO IN TERMS OF THE EDUCATION PIECE, BECAUSE WE KNOW THAT -- I HEAR THAT ALL THE TIME, LIKE FOLKS AREN'T BEING FOUND QUALIFIED AND THEY MAY HAVE BEEN DOING THE JOB FOR 20 YEARS AS A CONTRACTOR, WHAT HAVE YOU, AND THEY'RE NOT FOUND QUALIFIED, YOU KNOW, FOLKS THAT HAVE A LOT OF INDUSTRY EXPERIENCE MAY NOT BE FOUND QUALIFIED. THERE'S A LOT OF THINGS THAT AGAIN THAT THEY'RE WORKING TO KIND OF ENHANCE AND IMPROVE. A LOT OF HR PROFESSIONALS ARE HAVING TO TAKE TRAINING IN A LOT OF DIFFERENT AREAS TO MAKE SURE THAT THE SKILL GAP ISSUE IS ADDRESSED AND ALSO THE MANDATORY ANNUAL TRAINING THAT OPM HAS FOR HR PROFESSIONALS, WE'RE MAKING SURE THAT WE'RE IN COMPLIANCE WITH ALL OF THAT. SO WITH THAT SAID, I WOULD LOVE TO BE ABLE TO DO A TARGETED FIND AND APPLY FOR FAPAC SO THAT, YOU KNOW, EVERYBODY IS ON THE SAME PAGE IN TERMS OF UNDERSTANDING ALL OF THE NUANCES OF THE FEDERAL APPLICATION PROCESS BECAUSE IT'S ISSUES LIKE THAT WHERE FOLKS GET FRUSTRATED. THEY WANT TO KNOW HOW COMPETITIVE ARE THESE JOBS AND WHY VERDICT TRANSARE ALWAYS -- WHY VETERANS ARE ALWAYS MAKING THE CERTS OR WHY THEIR RESUMES ARE NOT BEING FOUND QUALIFIED OR WHATEVER THE CASE MAY BE, THEN THEY DO RESORT TO LYING ON THE APPLICATION OR WHATEVER, BURNING DOWN USAJOBS, I DON'T KNOW. WE WANT TO MITIGATE THOSE FRUSTRATIONS SO IF YOU GUYS ARE INTERESTED, MY TEAM AND I ARE WILLING TO CONDUCT ONE OF THESE WORKSHOPS AND REALLY KIND OF WALK EVERYBODY THROUGH THE PROCESS. THEN WE ALSO TORQUES LIKE I SAID, A LOT -- THEN WE ALSO DO, LIKE I SAID, A LOT OF ONE ON ONE CONSULTATIONS, RESUME REVIEWS, MOCK INTERVIEWS, PLEASE TAKE ADVANTAGE OF THE SERVICES WE PROVIDE. >> WE HAVE TIME FOR ONE MORE QUESTION. >> HI. THANK YOU SO MUCH FOR THIS PRESENTATION. IT WAS VERY, VERY INFORMATIVE. MY QUESTION IS PRETTY QUICK. IT'S JUST ABOUT THE VOLUNTEER CAREER PROGRAM. SO FOR THE VOLUNTEERS, I KNOW YOU MENTIONED THAT A LARGE PART OF THE ROLE WOULD JUST BE GOING TO CONFERENCES, STUFF LIKE THAT, AND TALKING TO PEOPLE. I WAS JUST WONDERING IF VOLUNTEERS ALSO WOULD BE IN CHARGE OF E-MAIL CORRESPONDENCE OR, YOU KNOW, DOING KIND OF THESE ONE ON ONE CONSULTATIONS WITH PEOPLE THAT ARE INTERESTED AS WELL. GLOR GLR THAT'S THE IDEA. >> Ms. Glorimar Maldonado: THAT'S THE IDEA BEHIND THE TRAINING PIECE, MAKING SURE THAT EVERYBODY HARPZ THE BASIC INFORMATION THEY NEED SO THEY CAN INTERFACE WITH FOLKS IN THE PUBLIC, WHETHER IT'S THROUGH E-MAIL OR PHONE CALL OR FACE TO FACE, AND OBVIOUSLY THE FIRST TASTE OF IT IS GOING TO BE FACE TO FACE, AND THEN WE WOULD WORK WITH THE VOLUNTEER RECRUITER TO MAKE SURE THAT WHEN THEY RESPOND, THEY'RE COMFORTABLE, THEY HAVE THE RIGHT INFORMATION, AND THEN WE GO FROM THERE. SO YEAH. THANK YOU. THAT'S WHY I'M REALLY EXCITED. THAT'S THINKING BIG. RIGHT ON, RIGHT UP MY ALLY. THANK YOU VERY MUCH. THANK YOU. [APPLAUSE] >> WE STARTED A LITTLE LATE, AND WE WANT TO KEEP THE PROGRAM AS SCHEDULED BECAUSE WE HAVE A LOT OF PARTICIPANTS ON VIDEOCAST, SO WE'RE GOING ON SKIP OUR BREAK. IF YOU NEED TO, YOU KNOW, FEEL FREE TO STEP OUT. BUT WE'RE GOING TO GO AHEAD WITH THE PROGRAM. OUR NEXT SESSION WILL FOCUS ON OVERCOMING BARRIERS AND INITIATIVES TO PROMOTE THE AAPI CAREER ADVANCEMENT. OUR FIRST SPEAKER FOR THIS SESSION IS MS. DEBRA CHEW. MS. CHEW HAS OVER 16 YEARS OF PE O DIVERSITY CIVIL RIGHTS EXPERIENCE. SHE'S CURRENTLY THE DIRECTOR OF THE OFFICE OF HE CAN CAN I DIVERSITY AND IN-- OF EQUITY DIVERSITY AND INCLUSION AT THE NIH. WE'VE BEEN FORTUNATE TO HAVE MS. CHEW'S OFFICE'S HELP AND SUPPORT WITH THIS FORUM AS WELL AS TOAFORTS ADDRESS THE AAPI CHALLENGES WITHIN THE NIH. MS. CHEW WILL PROVIDE US WITH AN UPDATE ON THE STATE OF AAPIS WITHIN THE NIH AS WELL AS INITIATIVES CURRENTLY UNDERWAY TO ADDRESS THE CHALLENGES SPECIFICALLY TARGETED TO THE AAPI WORKFORCE. >> Ms. Debra Chew: THANK YOU VERY MUCH. HELLO, EVERYONE. IT'S GOOD TO SEE YOU HERE. CONGRATULATIONS ON A GREAT MEETING, AND I HOPE IT'S A TERRIFIC DAY FOR YOU. I'M THE DIRECTOR OF THE OFFICE OF EQUITY DIVERSITY AND INCLUSION HERE AT NIH AND OUR RESPONSIBILITY IS TO MAKE SURE THAT WE ARE MANAGING THE EEO COMPLAINTS PROCESS PURSUANT TO THE REGULATIONS AND THAT ALL EMPLOYEES AT THE NIH AND APPLICANTS TO THE NIH ARE AFFORDED THEIR CIVIL RIGHTS WITH RESPECT TO THAT. IN ADDITION TO THAT, WE MANAGE THE AGENCY'S DIVERSITY AND INCLUSION PROGRAM, PART OF OUR RESPONSIBILITY INCLUDES FEDERALLY MANDATED SPECIAL EMPHASIS PORTFOLIOS AND I'LL TALK A LITTLE BIT ABOUT THAT TODAY. SO QUICKLY, I'M GOING TO GO THROUGH AN INTRODUCTION, I'LL SHARE A LITTLE WORKFORCE DATA WITH YOU, I'LL TALK ABOUT SELECT PAY AND GRADE SITUATIONS AS WELL AS HIRES AND SEPARATIONS AND THEN I'LL TELL YOU A LITTLE BIT ABOUT WHAT WE'VE BEEN DOING IN TERMS OF OUR SPECIAL EMPHASIS PORTFOLIO RELATED TO THE AAPI POPULATION. SO OUR SPECIAL EMPHASIS PORTFOLIO RS FEDERALLY MANDATED AND THEY'RE LISTS HERE, AND WE'RE GOING TO BE HIGHLIGHT EPG THE AAPI POPULATION TODAY. TYRONE BANKS IS THE PORTFOLIO STRATEGIST FOR THE AAPI POPULATION. TYRONE, DO YOU WANT TO WAVE YOUR HAND SO FOLKS CAN SEE? HE'S SEATED THERE IN THE BACK. SO HE'S DEDICATED TO LOOKING AT OUTREACH, RECRUITMENT, RETENTION AND ADVANCEMENT OF THIS POPULATION AT THE NIH, BUT KNOWING THAT PEOPLE DON'T NECESSARILY FIT NEATLY WITHIN ONE BOX, WE AT THE NIH ARE CONTEMPLATING THESE PORTFOLIOS IN TERMS OF THEIR INTERSECTIONS. SO YOU MAY BE A FEMALE WHO IS AAPI BUT ALSO WHO HAS A DISABILITY AND YOU ALSO MAY BE A MEMBER OF A SEXUAL AND GENDER MINORITY POPULATION. SO THESE STRATEGISTS, WE HAVE SEVEN OF THEM FOR EACH OF THESE PORTFOLIOS, WORK VERY CLOSELY TOGETHER ON THOSE INTERSECTIONS. ONE OF THE THINGS WE'VE BEEN REALLY BEEN FOCUSING ON IS HOW WE CAN GREATER IMPROVE OUR RECRUITMENT, RETENTION AND ADVANCEMENT OF THESE POPULATIONS. IN ADDITION TO COMMEMORATING THESE GROUPS IN THEIR DEDICATED MONTH, OUR STRATEGISTS ARE FOCUSING ON DATA ANALYSIS AND WORKING CLOSELY WITH OUR PARTNERS IN THE OFFICE OF HUMAN RESOURCES SO WE CAN ENSURE THAT WE HAVE DIVERSITY WITHIN OUR APPLICANT POOLS AND ALSO WHEN WE RECRUIT FOLKS HERE TO THE AGENCY THAT WE'RE THINKING ABOUT THEIR RETENTION, CAREER ADVANCEMENT SO WE CAN GROOM FOLKS TO BE THE FUTURE LEADERS OF THE NIH. SO WE'RE IMAGINING THIS AS EDI365, NOT JUST SOMETHING THAT WE DO DURING A PARTICULAR COMMEMORATIVE MONTH BUT AND WE DO EACH AND EVERY DAY OF THE YEAR. IN ADDITION, WE HAVE A CAMPAIGN OF EDI365 THAT I MENTIONED THAT REALLY FIELDS THE RESPONSIBILITY TO DO THIS WORK IN ENERGIES AND SUPERVISORS WHO MAKE THE HIRING DECISIONS, ARE AT THE FRONTLINE IN WORKING WITH HR IN THEIR RECRUITMENT STRATEGY AND ONCE PEOPLE ARE ON BOARD IT'S MAKE OR BREAK IN TERMS OF THOSE FRONT LINES MANAGER WHETHER OR NOT PEOPLE ADVANCE THEIR CAREERS OR WHETHER THEY CHOOSE TO STAY AND BUILD A LENGTHY CAREER WITH THE NIH. OUR PORTFOLIO STRATEGIST RS INVOLVED WITH ALL OF THAT AND I'M HAPPY TO TELL YOU A LITTLE MORE OF THAT DURING THE COURSE OF MY PRESENTATION. SO OUR AAPI PORTFOLIO, AND WHAT TYRONE HAS BEEN WORKING ON, ARE LISTED ON THE SLIDE HERE. WE ESTABLISHED AN MOU BACK IN APRIL WITH THE PAST FAPAC PRESIDENT DR. KING WONG AND HE CAME HERE TO THE NIH AND JOINED ME AND WE SIGNED THIS MOU AND THE AGREEMENT CREATES A CRITICAL PARTNERSHIP WITH FAPAC TO INCREASE PARTICIPATION AT A LEVEL CONSISTENT WITH OUR BENCHMARK, WHICH IS THE CIVILIAN LABOR FORCE STATISTIC, PARTICULARLY AT THE GS15 AND SES LEVEL FOR THE AAPI POPULATION IN OUR MAJOR OCCUPATION AND WORKING ON OUTREACH STRATEGIES FOR THOSE SENIOR POSITIONS. IN ADDITION, THE MOU ADVANCES A CULTURAL AWARENESS OF THE AAPI COMMUNITY HERE AT THE NIH AND WE WORK TO DO THAT THROUGHOUT THE YEAR. THEN WE IDENTIFY AND PUBLICIZE TRAINING AND CAREER DEVELOPMENT OPPORTUNITIES TO OUR AAPI POPULATION HERE AT THE AGENCY, THEN IMPROVE THE RETENTION RATE OF PEOPLE WHO ARE WITHIN AAPI, THEN SUPPORT FAPAC IN ALL OF ITS PROGRAMMING, TRAINING, INTERNSHIPS, CONFERENCES, ET CETERA. SO WE'RE GOING TO CONTINUE TO WORK ON THAT THROUGHOUT THE YEAR AND IT'S NICE, AS GLO SAID, WE LIKE TO HAVE IT WRITTEN DOWN SO WE KNOW WHAT WE'RE CTABLE FOR BUT ALSO WHAT FAY BACK IS ACCOUNTABLE FOR. I'M GOING TO GO THROUGH SOME TRENDS ANALYSIS. I THINK YOU ALL MAY BE INTERESTED IN THAT. WILFREDO DID A GREAT JOB AT SHARING IT AT THE DEPARTMENTAL LEVEL, SO WE'LL TALK ABOUT IT AT THE NIH LEVEL, BOTH THE GENERAL WORKFORCE POPULATION AND AS I MENTIONED EARLIER NEW HIRES AND SEPARATIONS. SO TO ORIENT YOU TO THE SLIDE, WE HAVE GOING FROM TOP TO BOTTOM THE PERCENTAGE RATES OF THE POPULATION HERE AT THE NIH AND THEN AT THE BOTTOM THEY ARE GOING FROM FISCAL YEAR FY11 TO FISCAL YEAR 2015 AND I MENTIONED OUR BENCHMARK IS THE CIVILIAN LABOR FORCE STATISTIC. THIS IS THE WORKFORCE BY SEX, RED SYMBOLIZING FEMALES AND THEN BLUE MAILS. THISMALES. THIS IS A FIVE YEAR TREND OF THE NIH TOTAL WORKFORCE BOTH PERMANENT AND TEMPORARY BY SEX, RECOMMENDS DEMOGRAPHIC TRENDS HAVE REMAINLD SLAT OVER THE PAST FIVE YEARS WHILE THE OVERALL POPULATION OF NIH HAS DECLINED. FEMALES REPRESENT 59% OF THE NIH WORKFORCE WHILE MALES REPRESENT 42%. NET CHANGE IN THE TOTAL WORKFORCE POPULATION FROM PHYSICIAN DISAL YEAR 2011 TO SA HAS SHOWN LITTLE VAIR -- TO 15 HAS SHOWN LITTLE VARIATION. NIH REMAINS ABOVE THE CLS FOR FEMALES AND BELOW FOR MALES. NEXT SLIDE REPRESENTS OUR WORKFORCE STRATIFIED BY RACE AND ETHNICITY. YOU CAN SEE THE COLORS REFLECT THE FISCAL YEARS AND YOU CAN SEE THE RATES INETH NICKS -- THE RACE ANDETH NICKS POPULATIONS ARE LEFT TO RIGHT. FIVE YEAR TREND, BOTH PERMANENT AND TEMPORARY, DEMOGRAPHIC TRENDS HAVE BEEN RELATIVELY FLAT. WHILE NIH WORKFORCE NUMBERS ARE DECREASING, PERCENTAGES FOR EACH GROUP ARE RELATIVELY CONSTANT, THEREFORE, PARTICIPATION RATES OF POPULATIONS IN TERMS OF RACE, ETHNICITY, SEX AND DISABILITY STATUS HAVE STAYED THE SAME. THE LARGEST RACE ETHNICITY GROUP WAS WHITE AT 58.4% FOLLOWED BY BLACK AT 20.3%,ATION AND PACIFIC ISLANDERS 17.7%, HISPANIC 3.1%, AMERICAN INDIAN, LAS LA NATIVE AT .6%. NET CHANGE IN PERMANENT TOTAL POPULATION FROM FISCAL YEAR 11 TO 15 HAS SHOWN LITTLE VARIATION THROUGHOUT THE FIVE YEARS AND THE SAME TRENDS EXIST WHICH REFLECT SLOWER THAN EXPECTATION PARTICIPATION RATE IN OUR THREE FOCUS AREAS, WHICH ARE HISPANIC, AMERICAN INDIAN, LAS NATIVE AND PEOPLE WITH DISABILITIES. ALASKA NATIVE AND PEOPLE WITH DISABILITIES. WHEN COMPARED WITH THE GENERAL CIVILIAN LABOR FORCE FROM CENSUS 2010 THE FOLLOWING RACE ETHNICITY AND SEX GROUPS WERE REPRESENTED IN THE NIH WORKFORCE AT LESS THAN THEIR REPRESENTATION IN CLS, INCLUDING WHITES, HISPANICS, AMERICAN INDIAN, ALASKA NATIVE NAIRVES AND PEOPLE WITH DISABILITIES. NOW WE'LL TAKE A LOOK AT NEW HIRES BY RACE AND ETHNICITY. THE FIVE YEAR TREND IN THE WORKFORCE FOR BOTH PERMANENT AND TEMPORARY INDICATES DEMOGRAPHIC TRENDS HAVE BEEN THE SAME WITH A SMALL NET CHANGE AND NOTE THAT NEW HIRES ARE EMPLOYEES TO HHS NOT FOLKS WHO MOVE FROM OP DETECTIVE TO -- OP DIV TO OP DIV OR BETWEEN NUTSZ AND CENTERS THIS. DOES NOT INCLUDE INTERAGENCY TRANSFERS. AT NIH APPROXIMATING 1400 NEW EMPLOYEES WERE HIRED AS OF SEPTEMBER 30, 2015. TRENDS AMONG THESE NEW HIRES THAT STOOD OUT WERE THAT WHITE EMPLOYEES AT 51.5 EMPLOYEES, FOLLOWED BIATION PACIFIC ISLANDER IMEEMENTZ AT 22.9%. WHILE THE PERCENTAGE OF NEW HIRES AMONG BLACKS AND AMERICAN INDIANS, LAS NATIVES HAVE DECREASED FROM 11 TO 156789 NEW HIRES AND SEPARATIONS AMONG WHITES HAVE STEDLY INCREASED FROM 11 TO 15. IN FY13 AND 14 THERE WAS A LOSS IN THE WHITE POPULATION OF NEGATIVE 116 AND NEGATIVE 164 RESPECTIVELY. THERE'S BEEN AN INCREASE IN THE HIRING OF HISPANICS SINCE FY2011 ALTHOUGH THEY STILL REMAIN BELOW THE CLS AND LOWER THAN EXPECTED REPRESENTATION IN THE NIH WORKFORCE. THERE'S BEEN AN INCREASE IN THE HIRING OF BLACKS FROM 19.5% IN FY11 TO 20.3% IN FY 1R5, AND THERE'S ALSO BEEN AN INCREASE IN THE HIRING OF AAPI BY 1.3% FROM FY11 FLEW FY THROUGH FY156789 OUR AMERICAN INDIAN ALASKA NATIVE POPULATION HAS REMAINED STABLE OVER THE PASES FIVE YEARS, FROM 20 IS 1 NEW HIRES DECLINED .5% AND REMAINLD STEADY IN 15. HAVE LOWER THAN EXPECTED REPRESENTATION IN THE NIH WORKFORCE. OF NEW HIRES, 7.6% HAD A REPORTABLE DISABILITY AND 1.1% HAD A TARGETED DISABILITY. LET'S LOOK AT SEPARATIONS. THIS GRAPH INCLUSIVE OF PERMANENT AND TEMPORARY EMPLOYEES DEPICTS A FIVE YEAR TREND OF SEPARATIONS BY RACE AND ETHNICITY. SEPARATIONS ARE EMPLOYEES AGAIN THAT SEPARATE FROM HHS, NOT INTERAGENCY TRANSFERS, AND OVERALL THE PERCENTAGE OF SEPARATIONS AMONG THE BLACK POPULATION DECLINED FROM 2011 TO 20156789 ON THE OTHER HAND, THERE'S BEEN AN INCREASE IN SEPARATIONS OF WHITE POPULATION WHILE HISPANICS AND AMERICAN INDIAN ALASKA NATIVE POPULATIONS HAVE REMAINED AT APPROXIMATELY THE SAME PERCENTAGE. APPROXIMATELY 1,400 EMPLOYEES SEPARATED AS OF SEPTEMBER 30, 2015, WHILE NEW HIRES AND SEPARATIONS AMONG WHITES HAS STEDLY INCREASED FROM 2011 TO 2015. IN 2013 AND 2015 THERE WAS A LOSS, AS I MENTIONED EARLIER IN THE WHITE POPULATION. LIKEWISE, THE SECOND LARGEST GROUP OF SEPARATIONS WERE THE AAPI EMPLOYEES AND THEY SEPARATED AT A RATE OF 19.1%, AND IF YOU REMEMBER WHEN WE TOOK A LOOK AT NEW HIRES, WE WERE BRINGING THEM ON BOARD AT A RATE OF 22.9%. OF THE SEPARATIONS, 7.3 HAD A REPORTABLE DISABILITY AND 1% HAD A TARGETED DISABILITY. LET'S TAKE A LOOK AT SELECTED PAY PLAN AND GRADES, AND YOU CAN SEE ACROSS THE BOTTOM OF THE SCREEN THE RACE AND ETHNICITY CATEGORIES, BLUE REPRESENTING THE GS14, ORANGE AT THE GS15 LEVEL AND GRAY REPRESENTING THE SES. WE REVIEW DEMOGRAPHIC DATA TO EXAMINE IF ANY PARTICULAR ETHNIC GROUPS CANNOT REACH A HIGHEST LEVELS OF LEADERSHIP. IN PARTICULAR, LOW PARTICIPATION OF A GROUP IN ANY SENIOR GRADE, WHICH ARE GS13 AND ABOVE, COMPARED TO THE PARTICIPATION RATE FOR THE TOTALS WORKFORCE IN THESE GRADES IS THE TRIGGER. LOW PARTICIPATION RATES FOR ANY GROUP IN THE SES IS ALSO COMPARED TO THEIR PARTICIPATION RATE IN THE PERMANENT WORKFORCE. THIS GRAPH DEPICTS THAT IN ALL THREE GRADES, 14, 15 AND SES THE WHITE EMPLOYEES HAVE A 50% HIGHER PARTICIPATION RATE IN SENIOR GRADES HERE AT THE NIH AS WELL AS THE OVERALL WORKFORCE. BLACKS AND AAPI HAVE MARGINAL REPRESENTATION, WHILE HISPANICS HAVE LOWER THAN EXPECTED REPRESENTATION AT THE GS14 AND 15 AND HAVE NO REPRESENTATION AT THE SES LEVEL. LIKEWISE, AMERICAN INDIAN, LAS NATIVES HAVE LOWER THAN EXPECTED REPRESENTATION AT 14 AND 15 AND NO REPRESENTATION AT THE SES. WITH THIS TYPE OF INFORMATION WE'LL BE ABLE TO BETTER UNDERSTAND WHERE WE ARE SUCK SEEDING WITH RESPECT TO EQUITY DIVERSITY AND INCLUSION AS WELL AS IDENTIFYING THOSE AREAS WHERE WE NEED TO IMPROVE. ONE OF THE VITAL QUESTIONS TO CONSIDER WHEN REVIEWING THIS INFORMATION IS DOES THE SENIOR DEMOGRAPHIC DATA INDICATE THAT WE ARE TAPPING INTO DIVERSE TALENT POOL AND FEEDER POOLS AVAILABLE. IF NOT, WE NEED TO EXAMINE OUR POLICIES AND PRACTICES TO FIND OUT WHY. INSTITUTES AND CENTERS CAN USE THIS INFORMATION IN THE REPORT AS THEY MAKE DECISIONS ABOUT RECRUITMENT AND SUCCESSION PLANNING, AND EDI DOES PROVIDE THIS DATA BOTH AT THE NIH CORPORATE LEVEL AND THE INSTITUTE LEVEL AT SECOND QUARTER IN THE FISCAL YEAR AND THE END OF THE FISCAL YEAR AND WE MEET WITH SENIOR STAFF WITHIN THE INSTITUTES AND CENTERS TO DISCUSS THIS AS WELL AS DISCUSS THEIR OUTREACH AND RECRUITMENT STRATEGIES. SO LET'S LOOK AT SELECTED PAY PLAN AND GRADES. THIS GRAPH IS DEPICTING A PATTERN THAT REFLECTS WORKFORCE DEMOGRAPHICS AS CROSS THE NIH. THE LARGEST PARTICIPATION RATE IS FOUND AMONG WHITE EMPLOYEES AND THEY ARE REPRESENTED IN GS1 THROUGH AD PAY PLANS. SECOND LARGEST GROUP REPRESENTED IN THE NIH WORKFORCE ARE FOR BLACKS. THEY'RE ALSO REAPTD CROAS THE WORKFORCE FROM THE GS1 TO THE AD AND THE ONLY PAY PLAN THAT DOES NOT HAVE REPRESENTATION IS IN THE RS PAY PLAN. THE THIRD LARGEST GROUP REPRESENTED IN THE NIH WORKFORCE ARE AAPI AND THEY ALSO HAVE REPRESENTATION ACROSS ALL THE PAY PLANS, WHILE HISPANIC HAVE LOWER THAN EXPECTED REPRESENTATION ACROSS THE GS PLANS WITH NO REPRESENTATION IN THE SENIOR PAY PLANS LIKE SES, RS AND AD. SIMILARLY, AMERICAN INDIAN AND ALASKA NATIVES ONLY HAVE REPRESENTATION AT THE LOWER GRADES FROM GS6 TO GS9 AND GS11. THEY HAVE NO WORKFORCE PARTICIPATION WITHIN THE FEEDER POOLS OF GS12 AND GS15, AND NO REPRESENTATION IN SENIOR LEVEL PAY PLAN. SO I WANT TO TALK A LITTLE BIT ABOUT SOME OF THE PROGRAM EFFORTS IN EDI AND ALSO AAPI PORTFOLIO. WE HAD A CAREER DEVELOPMENT SESSION ON PREPARING AND WRITING COMPETITIVE ESSAYS AND ECG'S FOR SENIOR EXECUTIVE POSITIONS, IT WAS HELD MAY 7 IN LIPSETT AND THE PRESENTER WAS STEVEN SHE, THE DEPUTY ASSOCIATE DIRECTOR FOR EXECUTIVE RESOURCES AND EMPLOYMENT AT THE US OFFICE OF PERSONNEL MANAGEMENT AND HE LEADS THAT OFFICE IN MANAGING OVERALL FEDERAL PERSONNEL PROGRAMS RELATED TO SES AND OTHER SENIOR PROFESSIONALS AND WE HAD ABOUT 50 PEOPLE IN PERSON AND THEN WE HAD 81 FOLKS WHO WERE ONLINE EITHER VIEWING LIVE OR WHO VIEWED IN A TAPED SESSION AND I KNOW THERE WAS A QUESTION EARLIER ABOUT EXECUTIVE DEVELOPMENT AND PREPARATION FOR THE SES AT THE GS15 AND 14 LEVELS, AND THERE'S A LARGE GOVERNMENT EFFORT GOING ON WITH THE ISSUANCE OF A NEW PRESIDENTIAL EXECUTIVE ORDER ON SES REFORM, AND THERE'S A TEAM OF EXECUTIVES WHO ARE WORKING ON THAT AT THE HHS LEVEL, AND WE DO HAVE REPRESENTATION FROM THE NIH. THERE ARE SEVERAL EXECUTIVES WHO ARE PARTICIPATING IN THAT GROUP. AND THAT EXECUTIVE ORDER SPEAKS VERY DIRECTLY TO DIVERSIFICATION OF THE SES RANKS, AND THINKING ABOUT OUR TRAINING AND DEVELOPMENT PROGRAMS LIKE THE SES CDP PROGRAM IN TERMS OF DIVERSITY OUTREACH TO GET MORE DIVERSE FOLKS INTERESTED IN THE SES BUT THEN EQUIPPED AND TRAINED SO THAT THEY CAN APPLY FOR SES POSITIONS. SO YOU'LL BE HEARING MORE AND MORE ABOUT THAT, BUT IT'S A LARGE SCALE INITIATIVE THAT'S GOING ON AT EVERY EXECUTIVE AGENCY. SO I WANTED TO SHARE THAT WITH YOU. WE'VE HAD CAREER COACHING WORKSHOPS ON JOB QUALIFICATIONS. #WED A PROGRAM THINK BIG OR STAY WHERE YOU ARE, ON THINKING ABOUT HOW TO NAVIGATE YOUR CAREER UP THROUGH THE SENIOR LEVELS. WE'VE ALSO HAD COMMUNICATION SKILLS WORKSHOPS, COMMUNICATING FOR SUCCESS WORKSHOPS, AND IN TERMS OF UPCOMING EFFORTS, YOU CAN SEE HERE WE'VE GOT A COUPLE OF SESSIONS THAT FOCUS ON YOUR CAREER PATHWAY AND YOUR PROFESSIONAL DEVELOPMENT, BOTH FOR SCIENTISTS AND ADMINISTRATORS AT THE NIH, BOTH IN EXTRAMURAL AND INTRAMURAL PROGRAMS, WE'LL HAVE A PANEL DISCUSSION, IMPORTANT FACTORS THAT INFLUENCE CAREER PATH, DEVELOPING CREERPZ AT NIH, PRACTICAL TIPS AND ADVICE, AND EDI IS ABOUT TO LAUNCH A VERY LARGE SCALE MULTIYEAR PRAJ RELATED TO BARRIER ANALYSIS, SO AS YOU LOOK AT THESE DATA AND WE THINK ABOUT THE TRIGGERS WE MIGHT SEE IN THE DATA, THINGS THAT MIGHT INHIBIT AAPI FROM EITHER COMING ON BOARD OR STAYING OR ADVANCING THEIR CAREER HERE AT THE NIH, WE PLAN TONE GAUGE THOSE SEVEN SPECIAL EMPHASIS PORTFOLIOS I MENTIONED EARLY ON IN MY DISCUSSION. WE'LL BE BRINGING ON A CONTRACTOR TO WORK WITH US TO EXAMINE ALL THE DATA POINTS RELATED TO THESE DEMOGRAPHIC GROUPS AND OUR WORKFORCE DEMOGRAPHIC DATA IS ONLY ONE DATA POINT WE CAN CONSIDER. WE ALSO HAVE EEO COMPLAINT DATA. WE HAVE EMPLOYEE AND LABOR RELATIONS DATA. WE HAVE EXIT SURVEY DATA, EDS DATA, SO WE HAVE LOTS OF DATA WE REALLY NEED TO SIT AND EXAMINE FOR EACH OF THESE SEVEN POPULATIONS AND DETERMINE WHERE ARE THE TRIGGER AND BARRIERS AND LOOK N AT AGENCIES, POLICIES, PRACTICES, PROCEDURES, CUSTOMS, CULTURAL NORMS THAT MAY BE IMPOSING THOSE BARRIERS ON THESE 7 POPULATIONS. OUR GOAL IS TO WORK THESE THROUGH OUR SPECIAL EMPHASIS ENGAGEMENT COMMITTEES AND WE HAVE SEVEN OF THEM FOR EACH OF THESE POPULATIONS, INCLUDING AAPI AND WE'LL DO IT IN PARTNERSHIP WITH OUR OFFICE OF HUMAN RESOURCES, OMBUDS OFFICES, THEN CRITICAL TECHNICAL EXPERTS FROM EDI, WE'LL HAVE DATA ANALYSTS, FORMAL COMPLAINT SPECIALISTS WORKING TOGETHER WITH THESE ENGAGEMENT COMMITTEES IN ORDER TO HELP IDENTIFY BARRIERS WE WANT TO FOCUS ON AND PRIORITIZE FOR EACH OF THESE SEVEN POPULATIONS INCLUDING AAPI AND THEN FORMULATING A HYPOTHESIS ABOUT WHAT MAY BE CAUSING THE BARRIER BASED ON THE DATA ANALYSIS AND BASED ON AN EXAMINATION OF THE AGENCY POLICIES, PRACTICES, PROCEDURES, CUSTOMS, AND CULTURAL NORMS. THEN FORMULATING A NEW ACTION PLAN, ONE BASED ON REPRESENTATIONAL DIVERSITY. SO FOR AAPI POPULATIONS, FOR INSTANCE, WEAPON MIGHT WANT TO IDENTIFY WHAT IS THE MOST PRESSING ISSUE FOR THIS POPULATION AT NIH AND THEN FORMULATE AN ACTION PLAN TO CORRECT THAT. IN ADDITION, THERE MAY BE ISSUES AROUND INCLUSION FOR THE AAPI POPULATION THAT THE COMMITTEE WILL DISCLOSE AND DISCOVER AND WE'LL BE DEVELOPING A SEPARATE ACTION PLAN FOR INCLUSION. SO AT THE END OF THE DAY, WE'LL HAVE 12 DIFFERENT ACTION PLANS FOR EACH OF THESE POPULATIONS AND AAPI WILL HAVE ONE MORE REPRESENTATIONAL DIVERSITY AND ONE FOR INCLUSION. THEN WE'LL GO ABOUT THE BUSINESS OF TRYING TO IMPLEMENT CHANGES TO ELIMINATE THOSE BARRIERS AND THEN TESTING OUR HYPOTHESES ALONG THE WAY. THIS IS A MULTIYEAR EFFORT AND I THOUGHT THAT IT WAS REALLY IMPORTANT TO TALK TO YOU ABOUT THIS BECAUSE, YOU KNOW, WE TALK A LOT ABOUT THE DATA AND OFTEN THE QUESTION IS, WELL, DEB, THAT'S REALLY GREAT, WHAT ARE WE GOING TO DO ABOUT T RIGHT? SO THIS IS WHERE THE RUBBER HITS THE ROAD AND WE'RE REALLY GOING TO MAKE SOME EFFORTS TO TRY TO ELIMINATE SOME OF THESE BARRIERS IN A VERY THOUGHTFUL, DATA DRIVEN APPROACH BY INCLUDING MULTIPLE STAKEHOLDERS IN THAT PROJECT. SO I WANTED TO MENTION THAT AS A NECK STEP. SO HERE IS OUR CONTACT INFORMATION. WE HAVE OUR WEBSITE THERE, EDI.NIH.GOV. I WOULD INVITE YOU TO FOLLOW US ON TWITTER AS WELL AS INSTAGRAM AND TAKE A LOOK AT OUR YOUTUBE VIDEOS THAT WE HAVE PROMOTING SOME OF OUR CAMPAIGNS INCLUDING EDI365 AND WE'RE LOCATED HERE ON CAMPUS IN BUILDING 2 AND THEN OFF CAMPUS AT EAST JEFFERSON STREET AND I'M HAPPY TO WORK WITH FOLKS IN FAPAC AND FOLKS WHO WORK HERE AT THE NIH, TYRONE AND I WOULD LOVE TO WORK WITH YOU AND HEAR FROM YOU AND HEAR ABOUT IDEAS THAT YOU MAY HAVE, OR IF YOU'RE INTERESTED IN LEARNING MORE ABOUT THE BARRIER ANALYSIS PROJECT, PARTICULARLY FOR AAPI, PLEASE REACH OUT TO US BECAUSE WE'RE VERY EXCITED TO GET THAT GOING. THANK YOU VERY MUCH. I THINK I MIGHT HAVE CAUGHT US UP, TOO. [APPLAUSE] >> AS WE'RE WAITING FOR PEOPLE TO COME UP AND HAVE -- AND ASK QUESTIONS, I HAVE A QUESTION THIS. MAY BE PREMATURE, BUT IS THERE A WORKING ANALYSIS RIGHT NOW TO WHAT THE BARRIER IS FOR THE ADVANCEMENT OF AAPI? >> Ms. Debra Chew: NOT AT THIS POINT. I WOULD HESITATE TO REALLY PUT THAT ON THE TABLE. TYRONE HAS BEEN DOING SOME INITIAL BARRIER DATA ANALYSIS RELATE TO THE WORKFORCE DEMOGRAPHIC DATA AND WE'RE ABOUT TO PUBLISH A FIVE YEAR TREND ON OUR EEO COMPLAINT DATA, SO MANY OF THE PIECES OF THE PUZZLE WE STILL DON'T HAVE AND I THINK THAT COMPLAINTS DATA IS REALLY CRITICAL. IT DOES REFLECT ISSUES AROUND INCLUSION AND ISSUES AROUND REPRESENTATION. SO WE WANT TO MAKE SURE THAT WE MARRY THAT TO THE DEMOGRAPHIC DATA AND THE OTHER DATA POINTS THAT WE MENTIONED BEFORE WE SORT OF START TO ASSERT SOME HYPOTHESES OF WHAT MAY BE GOING ON. I ALSO THINK IT'S REALLY IMPORTANT TO HAVE THAT CONSTRUCTIVE DEBATE, WHICH IS WHY WE'RE INCLUDING OUR CRITICAL STAKEHOLDERS AND PARTNERS IN THE PROJECT, TO REALLY GET THE VARYING PERSPECTIVES AND HAVE THE DEBATES ABOUT WHAT MAY BE THE CAUSE OF SOME OF THESE ISSUES SO WE CAN GET IT RIGHT AND TRY TO FIX SOME OF THOSE PROBLEMS. BUT STAY TUNED. >> AND I THINK YOU'RE DEVELOPING THE ANALYSIS, WHICH IS GREAT, BUT WHILE WE'RE WAITING FOR THAT, TBL MULTIPLE YEARS PROBABLY ON THE PROJECT, DO YOU HAVE ANY CURRENT PLANS RIGHT NOW AT THE NIH TO GO AHEAD AND TRY TO ADDRESS SOME OF THE REPRESENTATIONS GAPS? >> Ms. Debra Chew: IT'S A MULTIFACETED APPROACH AND EVERYTHING WILL BE HAPPENING AT ONCE. WE'LL CONTINUE TO WORK ON THE MOU THAT WE HAVE WITH FAPAC AND WE ALSO MET WITH THE NEW EXECUTIVE RESOURCES OFFICE HERE AT THE NIH FOR EXECUTIVE RECRUITMENT SO WE WANT TO START LEVERAGING THOSE 7 SPECIAL EMPHASIS PORTFOLIO STRATEGISTS TO HELP DIVERSIFY APPLICANT POOLS AT THE SES LEVEL. THAT'S ONE THING WE'RE WORKING ON AND CERTAINLY IT WOULD INCLUDE REACH OUT TO ORKSZ LIKE FAPAC -- ORGANIZATIONS LIKE FAPAC WHEN WE DO HAVE EXECUTIVE POSITIONS SO WE CAN GET OUR VACANCY ANNOUNCEMENTS OUT TO DIVERSE POPULATIONS SO FOLKS CAN APPLY TO THESE EXECUTIVE OPPORTUNITIES AT THE NIH. IN ADDITION WE HAVE PORTFOLIO STRATEGISTS WORKING ON A VARIETY OF TOOL KITS. UNDER THE ANNUAL REPORT TO EEOC, NIH HAS IDENTIFIED THREE FOCUS AREAS AND DR. COLLINS HAS APPROVED THEM AND I MENTIONED THEM EARLIER AND THEY ARE IN THE HISPANIC POPULATION, DISABILITY AND THEN NATIVE AMERICAN, THOSE ARE THE AREAS WHERE WHEN WE COMPARE TO OUR BENCHMARK, THEY HAVE THE GREATEST GAP. SO OUR PORTFOLIO STRATEGISTS HAVE BEEN LOOKING AT NIH MISSION CRITICAL APPLICATIONS AND HAVE DEVELOPED A TOOLKIT FOR HIRING MANAGERS WHICH REFLECTS ACADEMIC INSTITUTIONS WHERE WE HAVE HIGH POPULATIONS OF STUDENTS GRADUATING IN THE DEMOGRAPHIC GROUPS WE'RE INTERESTED IN WITH THE KINDS OF DEGREES THAT LINE UP TO NIH MISSION CRITICAL OCCUPATIONS. IN ADDITION THE TOOLKIT HAS RESOURCES FOR PROFESSIONAL AFFILIATIONS AND ASSOCIATIONS FOR EACH OF THE DEMOGRAPHIC GROUPS AND FINALLY SOCIAL MEDIA SOURCES OF TALENT FOR THESE OCCUPATIONS ALONG DEMOGRAPHIC LINES. SO THE MANAGEMENT TOOLKIT IS REALLY CREATED IN A WAY THAT IT'S VERY EASY FOR THEM TO GET THEIR VACANCY ANNOUNCEMENT OUT TO THESE PARTICULAR INSTITUTIONS AND ASSOCIATIONS AND SOCIAL MEDIA SOURCES, THEN WE HAVE A MORE IN DEPTH VERSION THAT WILL ALSO GO TO HR PROFESSIONALS AND THEN FOLKS WHO WORK IN THE WORKFORCE PLANNING OFFICES WHO ARE REALLY PAID TO DO THIS KIND OF OUTREACH AND RECRUITMENT, SO WE CAN GET THE INSTITUTES AND CENTERS TO SORT OF RETHINK PERHAPS WHERE THEY'VE BEEN FOCUSING THEIR ATTENTION AND MAYBE TAKE A MORE SURGICAL APPROACH TO REALLY CAPTURE THE TALENT WE NEED TO COME ON BOARD. THEN FINALLY WE HAVE A TOOLKIT THAT IS DEDICATED TO DIVERSITY INTERNSHIPS AND HOW TO FIND DIVERSE STUDENTS TO COME ON BOARD, WHETHER IN THE SUMMER OR THROUGHOUT THE YEAR, EITHER PAID OR UNPAID VOLUNTEER MECHANISMS TO BRING STUDENTS ON BOARD AND THAT WILL BE PUBLISHED THIS SUMMER AS WELL. SO WE HAVE A LOT OF THINGS THAT ARE KIND OF IN THE HOPPER AND WE'RE CERTAINLY NOT GOING TO BE SITTING AROUND AND WAIT FOR THE BARRIER ANALYSIS. THAT'S JUST ANOTHER PIECE OF THE PUZZLE. >> YES, DO YOU HAVE A QUESTION? >> GOOD MORNING. PI NAME IS DOTTY LEE AND THANK YOU FOR THAT WONDERFUL PRESENTATION, MS. CHEW. I WAS ONE OF THE SPEAKERS AT ONE OF THOSE SESSIONS THAT YOU MENTIONED BACK IN OCTOBER THAT TYRONE PUT TOGETHER AND A FEW OTHERS, AND I WANTED TO TALK ABOUT YOUR BARRIER ANALYSIS. I'M MANAGING DIRECTOR AT TRANSPACIFIC COMMUNICATIONS. WE DO A LOT OF TRAINING FOR MANY AGENCIES, N I H AND FDA AND SOME OTHER HHS AGENCIES INCLUDED. SO WE'VE DONE QUITE A FEW OF THOSE SESSIONS IN THE PAST MANY YEARS. WE WOULD LOVE TO COMPARE NOTES WITH YOU ONCE YOU HAVE THAT AVAILABLE, AND I WANTED TO SEE IF WE COULD HELP YOU AS WELL. >> Ms. Debra Chew: OH, YEAH, SURE. >> TO PROVIDE THESE TYPICAL CHALLENGES AND BARRIERS, WE AS AAPI IN THE WORKFORCE, THE LACK OF COMMUNICATION SKILLS, NETWORKING SKILLS, INTERPERSONAL SKILLS AND PERSONAL BRANDING AS WELL AS OTHER SOFT SKILLS THAT WERE PERCEIVED IN THE WORKFORCE AS SOMEWHAT BEING MARGINALIZED TO A CERTAIN DEGREE AND THE TOOLS THAT WE CAN GET OURSELVES UP CLIMBING THE CAREER LADDER. SO I WANTED TO SEE WHAT WE COULD DO TO SUPPORT YOU AND SUPPORT YOUR EFFORTS IN COLLECTING THAT DATA. >> Ms. Debra Chew: OH, THANK YOU SO MUCH FOR YOUR OFFER OF ASSISTANCE. WE WOULD LOVE TO CONNECT WITH YOU. THOSE ARE ALL VERY CRITICAL ISSUES FOR AAPI POPULATIONS THAT YOU MENTIONED AND WE'LL BE TAKING A LOOK AT IMPLICIT BIAS AND HOW THAT MAY BE IMPACTING AN AAPI POPULATION IN TERMS OF INCLUSION AND ALSO NAVIGATING THEIR CAREER THROUGH THE PIPELINE. THANK YOU. WE WOULD LOVE TO WORK WITH YOU. >> THANKS. >> ONE MORE QUESTION. >> YES. I HAVE TWO COMMENTS AND I WOULD LIKE TO SHARE WITH YOU. NUMBER ONE, NIH HAS A VERY UNIQUE MISSION DEFINITELY, BUT WITHIN HHS THERE'S A LOT OF AGENCY REGARDING THE DIVERSITY INCLUSION, EQUALITY, THEY MIGHT HAVE LOTS OF CHALLENGES MORE THAN I THINK NIH AND OTHER AGENCIES. MY QUESTION IS, HAVE YOU SOMETIMES SHARED YOUR NOTES, LESSONS LEARNED, WITH OTHER AGENCIES, FOR EXAMPLE WITHIN HHS, BECAUSE I DO UNDERSTAND THEY MIGHT HAVE A DIFFERENT TYPE OF CHALLENGES BUT USEFUL SOLUTIONS SOMETIMES CAN GIVE THEM A VERY GOOD HINT. THAT'S MY FIRST QUESTION. >> Ms. Debra Chew: YEAH, YOU KNOW, PEOPLE ARE FINDING OUT ABOUT WHAT WE'RE DOING HERE AT THE NIH AND THEY'VE BEEN REACHING OUT TO OUR OFFICE, SO I'M FREQUENTLY ASKED TO COME TO OTHER AGENCIES AND TALK ABOUT OUR AEXPROACH OUR STRATEGY TO THIS WORK BECAUSE IT'S VERY DIFFERENT THAN OTHER AGENCIES AND I THINK AGENCIES ARE STOPPING TO TAKE NOTICE. SO WE BORROW A LOT FROM PRIVATE SECTOR IN TERMS OF HOW THEY DO THIS WORK BECAUSE WE FIND THAT THERE'S A FINANCIAL INCENTIVE IN PRIVATE INDUSTRY TO GET DIVERSITY AND INCLUSION CORRECT BECAUSE IT IMPACTS MARKET SHARE. SO I PAY A LOT OF ATTENTION TO THAT AND TRY TO FIGURE OUT HOW WE CAN APPLY SOME OF THOSE THINGS IN A FEDERAL SPACE. SO WE'RE ATTACKING IT FROM MANY LEVELS. YOU KNOW, WE INCLUDE SENIOR LEADERSHIP, OF COURSE, BECAUSE YOU NEED THAT BUY-IN, BUT WHERE I FIND IT VERY INTERESTING AND HELPFUL IS TO THINK ABOUT THOSE FRONTLINE MANAGERS WHO REALLY MAKE OR BREAK AN EXPERIENCE FOR AN EMPLOYEE IN THE WORKFORCE BOTH IN TERMS OF INCLUSION BUT ALSO CAREER OPPORTUNITIES AND CAREER ENHANCEMENT, AND ALSO THOSE MID LEVEL MANAGERS. SO IN SOME SENSE, WE'RE TRYING TO CREATE KIND OF A MOVEMENT, RIGHT, A GROUND SWELL WHERE EMPLOYEES AT THE NIH ARE SORT OF DEMANDING IN A HEALTHY WAY THAT WE CONTEMPLATE DIVERSITY AND INCLUSION EVERY DAY OF THE YEAR. SO WE'RE DOING THINGS A LITTLE BIT DIFFERENTLY AND TRYING TO PUSH THE ENVELOPE A LITTLE BIT DIFFERENTLY, BUT I THINK OUR HOPE IS NOT ONLY TO IMPACT NIH AND HHS BUT ALSO TO BE ABLE TO IMPACT GOVERNMENT BECAUSE I THINK THIS WORK IS SO IMPORTANT. SO YES, IN ANSWER TO YOUR QUESTION, WE'RE BEING ASKED TO SPEAK TO A NUMBER OF AGENCIES ABOUT HOW THEY CAN MAYBE ADOPT SOME OF OUR PRACTICES AND IT'S QUITE A COMPLIMENT TO OUR TEAM AND I THINK OUR TEAM HAS BEEN WORKING HARD OVER THE PAST THREE YEARS AND IT'S A COMPLIMENT AND TESTAMENT TO THEIR WORK THAT PEOPLE ARE NOTICING. >> MY SECOND COMMENT AND QUESTION IS, DIVERSITY INCLUSION IS THE STRENGTH OF THE U.S. BECAUSE IF WE ALL WENT TO McDONALD'S, BURGER KING, WE ASK FOR A SALAD, SALAD HAS MANY DIFFERENT COLORS, THAT'S WHY IT'S SO TASTY. WE UNDERSTAND IT WELL. MANY ORGANIZATIONS WITHIN THOSE ORGANIZATIONS HAVE A DIFFERENT UNIT. SOMETIMES IF THE DIVERSITY IS NOT THERE, IT'S HARD TO IMPROVE, HARD TO HAVE A DIFFERENT THOUGHT, DIFFERENT OPINION AND DIFFERENT INFLUENCE. MANY ORGANIZATIONS THAT WE SEE, NOT ONLY THE GOVERNMENT BUT OTHER SECTORS, DWERPS TI INCLUSION -- DIVERSITY INCLUSION OFFICERS SOMETIMES ARE VERY HOMOGENEOUS SO MAYBE IN THE FUTURE, WHEREVER WE ARE, WHATEVER ORGANIZATION WE BELONG TO, MAYBE WE SHOULD CONSIDER RECRUITING THE PEOPLE WITH DIFFERENT OPINIONS, WITH DIFFERENT COLOR OR DIFFERENT EVERYTHING, I THINK THAT WILL PROBABLY STRENGTHEN THE U.S., PARTICULARLY WHEN SPEAKING ABOUT HHS AGENCIES. SO THAT'S SOMETHING I WANT TO SHARE WITH EVERY LISTENER, EVERY AUDIENCE. IF WE CAN DO THAT, START FROM DIVERSITY INCLUSION, THEN THAT WILL GO TOWARDS SUCCESS. THANK YOU. >> Ms. Debra Chew: THANK YOU. THAT'S A REALLY ASTUTE COMMENT, AND I THINK IT REALLY CAP TURPZ THE BUSINESS CASE FOR DIVERSE -- CAP TURPZ THE BUSINESS CASE FOR DIVERSITY VERY WELL, THANK YOU FOR SAYING IT PARTICULARLY IN A BIOMEDICAL INSTITUTION LIKE NIH WHERE WE'RE ALL ABOUT DIVERSITY AND DISCOVERY, YOU NEED THOSE DIVERSE PERSPECTIVE TIFERS. OUR MISSION WITHIN EDI IS TO CULTIVATE A CULTURE OF INCLUSION. TO ME THE POWER OF DIVERSITY IS CAPITALIZING ON IDEAS THE PEOPLE BRING TO AN ORGANIZATION. TO THAT POINT, WE'VE BEEN SORT OF TRYING TO SET THE EXAMPLE IN EDI IN TERMS OF HOW WE CONSULT WITH THE INSTITUTES AND CENTERS, SO WE DIDN'T WANT TO BE AN ORGANIZATION THAT CONSULTS AND SAYS ONE THINGS BUT WE OPERATE DIFFERENTLY INTERNALLY, SO WE'VE BEEN MAKING A HUGE EFFORT TO DIVERSIFY OUR OWN STAFF BOTH IN TERMS OF RACE AND ETHNIC DIVERSITY AND IF YOU LOOK AT OUR WEBSITE AND DOM OUR OFFICE AND MEET OUR FOLKS, WE HAVE A VERY DIVERSE TEAM OF FOLKS HERE WHO DO THIS WORK AND WE HAVE SOME FOLKS WHO KIND OF GREW UP IN GOVERNMENT AND HAVE THAT GOVERNMENT PERSPECTIVE AND WE ALSO HAVE STOLE N A LOT OF PEOPLE FROM INDUSTRY TO COME ON BOARD, WE HAVE NEW TALENT WHO ARE ENTERING THE WORKFORCE WHO JUST GOT OUT OF GRADUATE SCHOOL AND THEN WE HAVE FOLKS WHO GRADUATED LIKE MYSELF A MILLION YEARS AGO AND WE REALLY TRY ON ENCOURAGE THAT KIND OF RIGOROUS DEBATE TO STRENGTHEN OUR PROGRAM AND TO UNDERSTAND WHAT ARE THE INNOVATIVE IDEAS WE CAN BRING TO BEAR TO THE NIH SO THANK YOU VERY MUCH FOR STATING THE BUSINESS CASE. I BELIEVE THAT'S IN MY HEART. DO YOU HAVE A QUESTION? >> YES. I JUST WANT TO FOLLOW DR. JUNG'S QUESTION. I AGREE WITH HIM. I THINK FROM THE PRESENTATION HERE RIGHT NOW, THERE ARE MANY, MANY RESOURCES, NEW INITIATIVES. IT'S VERY ENCOURAGING TO SEE THAT. I ALSO AGREE WITH HIM ABOUT SOME OF THE PROFESSIONAL DEPARTMENTS WHICH ARE UNDERREPRESENTED IN THE ASIAN AMERICAN, FOR EXAMPLE, THE POSITION ON EEOC, EEO PROGRAM, ALSO MAYBE THE HUMAN RESOURCES AND THOSE RELATED TO HIRING. THAT'S BASED ON MY IMPRESSION. I DON'T HAVE THE DATA. BUT I HAVE SERVED ON THE NIH ATION WORKING, THAT'S MY OLD DATA IN MY HEAD, SO MY QUESTION IS, I UNDERSTAND MAYBE BECAUSE FEWER ASIAN AMERICANS APPLY TO THAT TYPE OF JOB, THAT MAY BE ONE OF THE FACTORS, MAJOR FACTORS, BUT ON THE OTHER HAND, HOW ARE THE AGENCIES TRYING TO GET MORATION EMPLOYEES -- TO GET MORE ASIAN EMPLOYEES TO GET INTO THE HUMAN RESOURCES OF THE ORGANIZATION EVEN WITHOUT THE POOL OF AAPI APPLICANTS SUCH AS BY DETAIL. SOME PEOPLE MAY BE WILLING TO TAKE A DETAIL TO LEARN MORE FIELDS IN HUMAN RESOURCES, LEARN MORE SKILLS IN HUMAN RESOURCES, LEARN MORE SKILLS IN OUR ORGANIZATION, THAT WILL OPEN THEIR EXPERTISE AREA FOR THE FUTURE MANAGEMENT POSITIONS. SO THAT'S MY QUESTION AND SUGGESTION. >> Ms. Debra Chew: THANK YOU FOR THAT. I CAN'T SPEAK TO THE OFFICE OF HUMAN RESOURCES. THANKFULLY I'M NOT THE DIRECTOR OF THAT ORGANIZATION, BECAUSE THAT'S A BIG, BIG JOB. SO I'M NOT SURE ABOUT THEIR EFFORTS IN TERMS OF DIVERSIFYING THEIR OWN STAFF, BUT I CAN TELL YOU WITHIN EDI I DO A LOT OF OUTREACH WHEN WE HAVE A VACANCY TO ENSURE THAT WE HAVE DIVERSE APPLICANT POOLS IN MY OFFICE AND I HAVE A VERY ROBUST LINKED IN MEMBERSHIP AND I JOINED A VARIETY OF GROUPS AND ANYTIME WE HAVE A VACANCY I PUSH THAT OUT, IN ADDITION WE SEND IT OUT TO OUR OWN TEAM AND THEY HAVE A NETWORK OF DIVERSE FOLKS THEY WORK WITH THAT THEY SEND THE VACANCIES OUT TO AS WELL. SO I MAKE INTENTIONAL EFFORTS TO THINK ABOUT DIVERSITY OUTREACH AND MAYBE YOU HAVEN'T COME IN OUR OFFICE RECENTLY BUT I WOULD INVITE YOU TO COME AND SEE THE DIVERSITY OF OUR STAFF BECAUSE I THINK IT'S BEEN VERY INTENTIONAL ON MY PART IN ORDER TO DO THAT TYPE OF OUTREACH FOR THE REASONS THAT YOU ALL BOTH DESCRIBED AND I THINK HR DEPARTMENTS REALLY HAVE TO BE INTENTIONAL ABOUT IT AS WELL BECAUSE YOU'RE RIGHT, THEY'RE AT THE FRONTLINE IN TERMS OF REVIEWING APPLICATIONS AND QUALIFYING PEOPLE WHO APPLY FOR POSITIONS. SO I THINK IT'S REALLY CRITICAL. I'LL HAVE TO FIND OUT WHAT THEY DO AND MAYBE MAKE SOME SUGGESTIONS. THANK YOU FOR RAISING THAT. >> THANK YOU, MS. CHEW. >> Ms. Debra Chew: THANK YOU. [APPLAUSE] >> I THINK THIS PRESENTATION NOT JUST HELPS US AT NIH BUT ALSO HELPS US ALL -7BD -- HELPS US ALL UNDERSTAND WHO WE CAN WORK WITH OUT THERE AT OTHER HHS AGENCIES. SO I'M DELIGHTED TO INTRODUCE OUR NEXT SPEAKER, DR. RICHARD NAKAMURA. DR. NAKAMURA IS THE DIRECTOR FOR THE CENTER FOR SCIENTIFIC REVIEW, WHICH IS RESPONSIBLE FOR THE REVIEWS OF THE MAJORITY OF GRANT APPLICATIONS AT THE NIH. IN ADDITION TO HIS SUCCESS WITHIN HHS, DR. NAKAMURA HAS BEEN RECOGNIZED NUMEROUS TIMES FOR HIS LEADERSHIP AND CONTRIBUTIONS. TODAY HE WILL SHARE WITH US HIS PERSONAL JOURNEY TOWARDS A SUCCESSFUL CAREER IN THE FEDERAL GOVERNMENT. >> Dr. Richard Nakamura: THANK YOU VERY MUCH, AND I VERY MUCH APPRECIATE THIS REQUEST. I RECOGNIZE THAT THIS IS A SINGULAR HONOR, AND I HOPE MY PRESENTATION WILL BE HELPFUL. I WAS ASKED TO GIVE A MORE PERSONAL PRESENTATION WITH SOME THOUGHTS ABOUT HOW I WAS ABLE TO NEGOTIATE THROUGH THE NIH SYSTEM TO ACHIEVE A PRETTY HIGH LEVEL WITHIN THE GOVERNMENT. IT'S BEEN A SINGULAR HONOR IN BEING ABLE TO NEGOTIATE THAT, BUT IN ORDER TO HELP YOU UNDERSTAND SOME OF THE BACKGROUND THAT WENT INTO WHAT I DID, I'M GOING TO GO TO SOME OF THE TIMELINE OF MY FAMILY WHICH MAY HELP YOU UNDERSTAND A LITTLE BIT MORE BOTH THE STRUGGLES OF THE EARLY IMMIGRANTS AND SOME OF THE THINGS THAT I HAD TO GO THROUGH. SO IT WAS IN THE 1900S THAT THE FIRST GENERATION OF JAPANESE AMERICANS CAME TO THE UNITED STATES, AND MY GREAT GRANDFATHER, MY GRANDFATHER ICHIHEI NAKAMURA IMMIGRATED INTO THE STATE OF WASHINGTON VIA HAWAII. HE SETTLED INTO RENTED SCRUB LAND AND MY SPOUSE ACTUALLY HAD FOUND THE ACTUAL RENTAL AGREEMENT IN THE NATIONAL ARCHIVES WHERE HE FIRST GOT A RENTAL AGREEMENT IN THE YAK MA VALLEY INDIAN -- IN THE YAKIMA VALLEY INDIAN REZ VACATION. RESERVATION. HE THEN MARRIED AND HELPED TURN WHAT IS DESERT LAND INTO VERY PRODUCTIVE, VERY FERTILE LAND. HOWEVER, LATER IN 1923, THERE WAS A RISING TIDE OF ANTI-JAPANESE SENTIMENT AND HE, WITH HIS FAMILY, WERE DRIVEN FROM WASHINGTON STATE. WENLD FROM FAMILY -- WENLD FROM FAMILY LORE THAT THE FAMILY WAS ACTUALLY BURNED OUT BUT WE COULDN'T GET MORE THAN THE GENERAL ANTI-JAPANESE MOVEMENT IN TERMS OF THE ACTUAL HISTORICAL RECORD. SO THEY RESETTLED IN CALIFORNIA IN THE ARROYO GRANDE AREA WITH SIX CHILDREN. PERHAPS PART OF THIS RELATED TO IN 1935 HE COMPLETED A SUICIDE, AND THIS SHOWS THE BEGINNINGS OF MENTAL ILLNESS, WHICH IT TURNED OUT AFFECTED BROADER SEGMENTS OF OUR FAMILY. SO IF YOU INCLUDE HIM, THERE WERE FOUR CHILDREN WHO RECEIVED A SUBSEQUENT DIAGNOSIS OF BIPOLAR DISORDER WITHIN THIS FAMILY, SO THIS IS THE BEGINNING OF ONE OF THE REAL HANDICAPS THE FAMILY WENT THROUGH ON ITS WAY TO ULTIMATE I WOULD SAY IN AMERICAN SOCIETY. THEIR TROUBLES WERE NOT OVER, HOWEVER, BECAUSE OF COURSE IN 1942, AFTER THE START OF WORLD WAR II, THE JAPANESE WERE REGARDED AS ENEMY ALIENS AND EVEN ALL THOSE CHILDREN, WHO WERE BORN CITIZENS OF THE UNITED STATES, WERE FORCED INTO RELOCATION CAMPS. THIS HAD AN INTERESTING EFFECT IN THAT THE LEADERSHIP OF THE JAPANESE COMMUNITY SWITCHED OVER FROM THE I SAY FROM THE ISSEI TO THE NISEI AT THIS TIME BECAUSE THE ISSEI WERE ABLE TO SPEAK ENGLISH WELL AND COMMUNICATE WITH THE CAMP ADMINISTRATORS AND MY FATHER BECAME A LEADER WITHIN HIS OWN CAMP AND ALSO THE EDITOR OF THE CAMP NEWSPAPER. MY PARENTS MARRIED AFTER THEY WERE RELEASED FROM THE CAMP IN 1944 AND ULTIMATELY HAD TWO CHILDREN. MILL FATHER WAS ONE OF THOSE WHO DEVELOPED BIPOLAR ILLNESS BUT I WANTED TO RECOGNIZE THAT AFTER LEAVING THE CAMPS, HE WENT THROUGH COLLEGE EDUCATION AND GRADUATE SCHOOL AND ULTIMATELY BECAME A FULL PROFESSOR OF ECONOMICS AT COLUMBIA UNIVERSITY. I LIKE TO POINT THIS OUT BECAUSE MENTAL ILLNESS IS ESPECIALLY STIGMATIZED AMONG ASIANS, AND BY ADEQUATE TREATMENT, HE WAS ABLE TO ACHIEVE WHAT IS OFTEN CONSIDERED BY ASIANS THE HIGHEST ACHIEVEMENT, BECOMING A FULL PROFESSOR IN ONE OF THE MAIRNG UNIVERSITIES IN THIS -- IN ONE OF THE MAJOR UNIVERSITIES IN THIS COUNTRY, AND I WANT TO MAKE SURE ALL OF YOU UNDERSTAND THE HIGH VALUE OF TREATMENT AND CONTINUING TO WORK FOR ADVANCEMENT. FOR MYSELF, I WAS BORN JUST AFTER WORLD WAR II. I GREW UP IN NEW YORK CITY TAKING ADVANTAGE OF MY FATHER'S POSITION TO SOME EXTENT, BUT I GREW UP IN OCCUPIED JAPAN, MY FATHER WAS AN INTELLIGENCE OFFICER WITH THE U.S. ARMY FOR A WHILE. HE LIVED WE EDGE OF HARLEM AND SPANISH HARLEM ON 140TH STREET IN MANHATTAN. I WENT TO SCHOOLS THAT WERE 95% BLACK AND PUERTO RICAN, AND I WENT FROM SCHOOLS LIKE THAT TO A SCHOOL THAT WAS 95% WHITE, BY GOING TO THE BRONX HIGH SCHOOL SCHOOL OF SCIENCE IN HIGH SCHOOL. I WOULD ALSO POINT OUT THAT LIKE MANY ASIAN FAMILIES, THE FAMILY CLAN PLAYED A STRONG ROLE ALWAYS A SOURCE OF SUPPORT -- AS A SOURCE OF SUPPORT. WE DID THIS WITH FRIEND SHIPSZ AND ALLIANCES FROM OTHER CULTURES AND WE WERE ABLE TO ED INDICATE OURSELVES NOT ONLY IN JAPANESE CULTURE BUT IN CULTURES OF BLACK, WHITE, JEWISH AND OTHER FAMILIES AROUND THE NEW YORK CITY AREA. WE WENT THROUGH VIETNAM, OF COURSE, AND I WAS ALMOST DRAFTED. I WAS VERY LUCKY THAT AT THE TIME MY EYESIGHT WAS WORSE THAN WAS ALLOWED IN THE ARMY, AND SO I DID NOT HAVE TO GO TO VIETNAM. BUT THERE WAS A NATIONAL UPROAR. DURING THAT PERIOD OF TIME I OBTAINED ANY Ph.D. AT SUNY STONY BOOK AND THEN ARRIVED AS A POST-DOC AT NIH. I NEVER LEFT NIH ONCE I ARRIVED HERE, SO I DID INITIAL POST DOCS HERE. IN 1979 I BECAME A FED FOR THE FIRST TIME. THIS WAS A TEMPORARY GS POSITION AS A SENIOR STAFF FELLOW WITHIN THE INTRAMURAL PROGRAM. IN 1986 I TRANSITIONED TO A PERMANENT GS POSITION AS CHIEF OF THE BIOBEHAVIORAL PROGRAM WITHIN NATIONAL INSTITUTE OF MENTAL HEALTH. I DID A SPELL WITH THE ALCOHOL, DRUG ABUSE AND MENTAL HEALTH ADMINISTRATION IN THEIR OFFICE OF ANIMAL RESEARCH ISSUES AS A COORDINATOR. I LATER BECAME A CHIEF OF THE BEHAVIORAL AND INTEGRATIVE NEUROSCIENCE RESEARCH BRANCH AT NIMH, AND THEN DIRECTOR OF THE OFFICE OF SCIENCE POLICY AND PROGRAM PLANNING. I WILL TELL YOU A LITTLE BIT ABOUT SOME OF THESE TRANSITIONS A LITTLE LATER. THROUGH THIS PERIOD OF TIME, I WENT THROUGH INTERESTING ADVANCEMENTS BUT ALSO VERY INTERESTING FAILURES AND EVEN REVERSALS IN MY CAREER, AND I THINK IT'S IMPORTANT TO UNDERSTAND THOSE IN ORDER TO FIGURE OUT HOW YOU ULTIMATELY ACHIEVE SUCCESS AT NIH. PARTLY THROUGH ONE OF THOSE REVERSALS, THAT IS A HOSTILE CONGRESSIONAL INQUIRY INTO MY RESEARCH PROGRAM, BECAUSE I WAS ABLE TO SUCCESSFULLY DEFEND THAT PROGRAM, I BECAME DIRECTOR OF THE OFFICE OF SCIENCE POLICY, AND THEN ULTIMATELY BOTH THE ACTING DEPUTY DIRECTOR AND THE DEPUTY DIRECTOR OF NIMH, THAT'S WHEN I CONVERTED TO THE SENIOR EXECUTIVE SERVICE. IN 2001 IT WAS A VERY INTERESTING YEAR FOR ME IN THAT I WAS MADE ACTING DIRECTOR WHILE THE INSTITUTE WAS SELECTING A NEW DIRECTOR AND FOR A VERY SHORT PERIOD OF TIME I HAD A CHECKBOOK WITH $1.4 BILLION IN IT AND WAS ABLE TO INFLUENCE THE DIRECTION OF THE INSTITUTE FROM MY POSITION AS DEPUTY DIRECTOR. I SERVED AS DEPUTY ETHICS COUNSELOR IN 2007 TO 2009, BUT ALSO DURING THAT PERIOD OF TIME I BECAME ACTING SCIENTIFIC DIRECTOR AND ULTIMATELY APPOINTED SCIENTIFIC DIRECTOR OF NIMH. THAT WAS THE TIME I CONVERTED TO A TITLE 42 POSITION, AND NOW I'M THE, IN 2011, I BECAME ACTING DIRECTOR AND THEN DIRECTOR OF THE CENTER FOR SCIENTIFIC REVIEW, THIS BEING SENIOR EXECUTIVE POSITION WITHIN THE NIH SYSTEM. SO THAT'S A GENERAL OUTLINE, AND I'LL TELL YOU NOW THIS TAUGHT ME A LOT ABOUT ADVANCEMENT WITHIN THE NIH SYSTEM, AND I'M GOING TO DESCRIBE TO YOU WHAT I THINK TO BE KEY ELEMENTS OF THAT ADVANCEMENT. YOU SHOULD HEAR FROM OTHERS AS WELL BECAUSE DIFFERENT PERSPECTIVES ARE VERY USEFUL. I DON'T THINK YOU CAN START ANY BETTER THAN GOING TO THE SES EXECUTIVE CORE QUALIFICATIONS 6789 THESE ARE LISTED ON THE OPM WEBSITE. YOU DON'T HAVE TO TAKE A COURSE TO GET INFORMATION ABOUT THIS. THERE IS A VERY EXTENSIVE DESCRIPTION OF THESE CORE QUALIFICATIONS AND HOW TO THINK ABOUT THEM. THE FOUR CORE QUALIFICATIONS ARE LEADING CHANGE, LEADING PEOPLE, BEING RESULTS ORIENTED, HAVING BUSINESS ACUMEN, AND BUILDING COALITIONS. I THINK THINKING ABOUT THESE IS A GOOD BASIS FOR THINKING ABOUT YOUR CAREER OVERALL. CHANGE IS A CONSTANT WITHIN THE GOVERNMENT, AND CHANGE IS A CONSTANT WITHIN SCIENCE, AND THINKING ABOUT THAT IS EXTREMELY IMPORTANT, HOW YOU CAN PROVIDE LEADERSHIP IN REACTING TO CHANGE. OBVIOUSLY LEADING PEOPLE IS VERY IMPORTANT. ASIANS ARE OFTEN VERY GOOD ON THE TECHNICAL SIDE, ON THE RESULTS-ORIENTED SIDE. BUT FIGURING OUT HOW TO BE MANY A POSITION TO LEAD PEOPLE AND BEING SUCCESSFUL AT LEADING PEOPLE IS SOMETHING THAT HAS TO BE WORKED AT VERY SPECIFICALLY. OBVIOUSLY BUSINESS ACUMEN AND BUILDING COALITIONS ARE ALSO VERY IMPORTANT. PLEASE LOOK AT THE OPM WEBSITE ON THOSE. I THINK ANOTHER KEY FACTOR IS UNDERSTANDING THE BIG PICTURE. NIH'S MISSION IS A GREAT ONE, BUT THE MISSIONS OF ALL THE HH AGENCIES ARE VERY IMPORTANT SO KEEPING A FOCUS ON THAT MISSION AND HELPING TO ENSURE THAT YOUR AGENCY CAN MEET ITS MISSION AND THE WAYS IN WHICH NO MATTER WHERE YOU ARE IN THE SYSTEM, YOU CAN CONTRIBUTE TO THAT MISSION IS IMPORTANT. UNDERSTAND THE CONTEXT AND THE POLITICAL ENVIRONMENT AS WELL. ONE OF THE REASONS I WAS ABLE TO SUCCEED WHEN MY PORTFOLIO CAME UNDER ATTACK, SO I WAS LEADING A PORTFOLIO SUPPORTING ANIMAL RESEARCH AT THE TIME, AND WE WERE FUNDING SOME WEIRD ANIMAL SPECIES, ANYTHING FROM SNAILS TO WORMS AND NOT ABOUT PEOPLE AND NOT ABOUT MENTAL ILLNESS DIRECTLY. I HAD TO BE ABLE TO SHOW THAT THAT PORTFOLIO COULD LEAD TO MAJOR DISCOVERIES, AND BEING ABLE TO DO THAT AND UNDERSTANDING THE POLITICAL CONTEXT, I KNEW THE NATURE OF THE POLITICAL IDEAS OF THE PEOPLE WHO WERE ATTACKING THE PORTFOLIO, AND I COULD BUILD A DEFENSE BASED ON SHOWING THAT WE WERE ACHIEVING THE GOALS THAT THEY WANTED FOR NIH. WHAT'S DRIVING THE THREE LEVELS ABOVE YOU? WHAT DOES YOUR SUPERVISOR WANT TO ACHIEVE? WHAT DOES THE SUPERVISOR OF THAT SUPERVISOR WANT TO ACHIEVE? AND WHAT DOES THE SUPERVISOR OF THAT SUPERVISOR WANT TO ACHIEVE? EXCUSE ME. MY ALLERGIES ARE STILL THERE. BY KNOWING ALL OF THOSE AND YOU CAN PRODUCE RESULTS THAT SATISFY ALL THOSE DIFFERENT LEVELS, YOU CAN IMPRESS YOUR BOSS, BUT IF YOU IN YOUR MEMOS AND OTHERS SHOW THAT YOU RECOGNIZE THE LARGER GOALS WITHIN WHICH YOUR PARTICULAR PART OF THE GOVERNMENT WORKS, YOU WILL DO VERY WELL. THIS IS TAKING A 30,000-FOOT PERSPECTIVE AND KNOWING THE BROAD LANDSCAPE WITHIN WHICH YOU'RE WORKING. ALSO PAY ATTENTION TO WHAT'S GOING ON FROM THE PRESIDENT AND CONGRESS AND PARTICULARLY FROM THE LEADERSHIP OF YOUR AGENCY, IN THIS CASE NIH, BUT IT COULD BE HHS AS WELL. WHAT ARE THE COMING CHANGES? WHAT DO THEY WANT TO ACHIEVE AND HOW CAN YOU CONTRIBUTE TO THOSE? ASIANS OFTEN GET STOPPED AT THE SUPERVISORY LEVEL. IT'S DIFFICULT TO MOVE UP, ESPECIALLY TO BE A SUPERVISOR OF SUPERVISORS. BY TAKING CARE OF PEOPLE, YOU CAN OFTEN TAKE CARE OF THIS BARRIER. UNDERSTAND YOUR CUSTOMERS, YOUR PEERS, YOUR BOSSES, AND YOUR SUBORDINATES. THE OVERALL TEAM. IF YOU TAKE CARE OF THEM, THEY WILL TAKE CARE OF YOU. THERE HAVE BEEN PEOPLE THAT HAVE PASSED ME IN MY CAREER BECAUSE I WAS EITHER GOOD TO THEM OR GOT RESULTS FOR THEM, IN THE END, THOSE INDIVIDUALS TOOK CARE OF ME, EVEN WHEN I HAD REVERSALS IN MY CAREER, THOSE PEOPLE RECOGNIZED THAT I HAD DONE GOOD THINGS IN THE PAST SOMETIMES FOR THEM, AND THEY TOOK CARE OF ME. BE THE PERSON YOU WANT YOUR SUPERVISOR TO BE. UNDERSTAND YOUR SUPERVISOR AND THEIR NEEDS, BUT ALSO BE TO OTHER PEOPLE THE KIND OF PERSON YOU WOULD LIKE YOUR SUPERVISOR TO BE. MENTOR AND COACH SOMEONE. MAKE SURE YOU HELP OTHER PEOPLE THAT ARE WITH YOU, BELOW YOU, OR GET A COACH FOR YOURSELF. OF COURSE, THROUGH THIS YOU NEED TO BEHAVE ETHICALLY. DEVELOP YOUR OWN SENSE OF A TRUE NORTH, AND DO THE RIGHT THING. PEOPLE REALLY UNDERSTAND WHAT YOU'RE DOING THINGS FOR YOURSELF OR YOU'RE DOING SOMETHING FOR THE GROUP OR WHEN CRITICAL DECISIONS ARE MADE YOU CHOOSE WHAT IS SOMETHING MORE IMPORTANT, INDICATING THAT YOU HAVE A SENSE THAT YOU'RE NOT JUST THINKING OF YOURSELF. BY TAKING CARE OF PEOPLE IN PARTICULAR, GOING BACK TO ELEMENT 3, YOU'RE SHOWING THAT YOU KNOW THAT YOU CAN DO THE RIGHT THING AND YOU'RE ALSO SHOWING YOURSELF TO BE A PERSON THAT THEY COULD RESPECT IF YOU BECAME THEIR LEADER. FIND THE WIN-WIN SITUATION. DO NOT ACCEPT THE ZERO SUM GAME. ONE CAN OFTEN FIND A SOLUTION IN WHICH EVERYONE OR MOST PEOPLE WIN. PEOPLE DO NOTICE IF YOU'RE WORKING FOR THE TEAM OR YOU'RE WORKING FOR YOURSELF. BE A MATURE ADULT. I'M SURE MANY OF YOU HAVE NOTICED THAT THE INDIVIDUALS WHO CAN'T BE A MATURE ADULT IN YOUR SITUATION, WHO UNDER STRESS BECOME LESS MATURE. GET TO KNOW YOURSELF, DEVELOP YOUR EMOTIONAL IQ BECAUSE YOU HAVE TO BE SENSITIVE TO THE EMOTIONS OF OTHER PEOPLE. BE POSITIVE AND CONSTRUCTIVE. THAT'S REALLY IMPORTANT, RATHER THAN THE PERSON WHO HAS A NEGATIVE OR DECONSTRUCTIVE PERSONALITY. SHOW COMPASSION. BE CALM IN CRISIS. BE ESPECIALLY SLOW TO ANGER. I WILL OCCASIONALLY GET ANGRY, BUT THOSE POINTS OF ANGER, BECAUSE I'M VERY SLOW TO GET ANGRY, REALLY CATCH PEOPLE'S ATTENTION, AND THEY'RE VERY EFFECTIVE AT THOSE FEW TIMES THAT THEY OCCUR. FINALLY, TREAT OTHERS WITH DID HE GO -- FINALLY, TREAT OTHERS WITH DIGNITY. I'VE HAD TO FIRE PEOPLE IN MY CAREER, BUT BY TREATING THOSE INDIVIDUALS WITH DIGNITY AND CARING, I'M SPEAKING TO MOST OF THOSE INDIVIDUALS TODAY. THEY REMEMBER THAT I TREATED THEM WELL AND UNDERSTOOD WHAT I HAD TO DO. DEVELOP STRONG VERBAL AND WRITTEN COMMUNICATION SKILLS. THIS IS OFTEN HARDER FOR FIRST GENERATION INDIVIDUALS BUT OFTEN CAN BE VERY SUCCESSFULLY ACHIEVED, EVEN SOMEONE WITH A STRONG ACCENT CAN LEARN HOW TO COMMUNICATE WITH OTHERS WELL, BUT YOU HAVE TO WORK AT IT A LITTLE BIT MORE. YOU HAVE TO USE A LITTLE BIT MORE VISUAL AND COMMUNICATIVE SKILLS IN ORDER TO GET THROUGH IT, BUT YOU CAN LEARN THOSE. UNDERSTAND THE CULTURE OF AMERICAN DIVERSITY AND SCIENCE. MAKE SURE THAT NOT ONLY DO YOU UNDERSTAND YOUR OWN CULTURE, BUT YOU UNDERSTAND THE CULTURE OF THE OTHER INDIVIDUALS, ESPECIALLY OF THE TEAM AROUND YOU, SO THAT THEY FEEL COMFORTABLE WITH YOU AND ARE COMFORTABLE WITH YOUR LEADERSHIP. SPEND TIME LISTENING. YOU DON'T HAVE TO DOMINATE CONVERSATIONS. THIS IS SOMETHING ASIANS OFTEN DO PRETTY WELL BECAUSE OF A NATURAL INCLINATION TO LISTEN. BUT BE ACTIVE. I USE THE WORD QUIET LISTENING, BUT ALSO ACTIVE LISTENING, SO PEOPLE UNDERSTAND YOU'RE PAYING ATTENTION. THIS IS VERY MUCH UNDERVALUED AND VERY MUCH APPRECIATED BY OTHER PEOPLE. FINALLY, DO SPEAK UP WHEN YOU HAVE SOMETHING TO SAY. YOU NEED TO BE REASONABLY ASSERTIVE WITH YOUR IDEAS. WAIT UNTIL YOU HAVE SOMETHING TO SAY SO THOSE IDEAS ARE STRONG AND GOOD AT THE TIME. WHAT ABOUT DEALING WITH FAILURE? I'VE HAD A NUMBER OF REVERSALS, I'VE BEEN ASKED TO LEAVE JOBS. I'VE NOT GOTTEN JOBS THAT I REALLY WANTED. FAILURE IS SOMETHING TO LEARN FROM. PEOPLE NOTICE HOW YOU REACT TO FAILURE. IF YOU GO OFF IN A FUNK IN THE CORNER, JUST DO IT FOR A FEW MINUTES. BUT WHEN YOU COME OUT, DO COME OUT READY TO REENGAGE, TO SHOW THAT YOU CAN BOTH LEARN FROM IT AND THAT YOU ARE NOT DETERRED BY IT. PERSISTENCE PAYS OFF. PERSISTING IN A GOAL PAYS OFF. BUT OBSESSING ABOUT IT, BECOMING OBSESSIVE DOES NOT PAY OFF. SOMETIMES YOU HAVE TO CHANGE DIRECTION. IF YOU GET SEVERAL FAILURES, RETHINK YOUR GOALS AND STRATEGIES. YOU MAY BE DOING SOMETHING WRONG. BE PREPARED FOR OPPORTUNITIES. HAVE IDEAS AND PLANS SHOULD THINGS CHANGE. I'VE HAD MANY SHOVEL-READY PROPOSALS IN MY DESK. IN ORDER NOF IN ORDER TO HAVE A CHANCE WHEN MONEY BECAME AVAILABLE, WHEN RESOURCES BAISM AVAILABLE, WHEN NEW OPPORTUNITIES FOR ADVANCEMENT BECAME AVAILABLE. GET A COACH OR A MENTOR, ESPECIALLY WHEN YOU'VE HAD A FAILURE AND YOU'RE HAVING A HARD TIME UNDERSTANDING IT. YOU CAN JUST ASK. THERE ARE MANY INDIVIDUALS WHO WOULD SAY YES. AND EVEN IF THEY HAVE TO SAY NO, THEY'LL FEEL GUILTY ABOUT IT, YOU'LL HAVE SOMETHING. THEY MAY ALSO HAVE A VERY GOOD SUGGESTION OF SOMEONE WHO WOULD BE ABLE TO HELP. TRY NEW THINGS ON AN ACTING OR A DETAIL BASIS. YOU'LL NOTICE HOW OFTEN A DETAIL TURNED INTO A JOB FOR ME. THAT OFTEN HAPPENS. SO TRY IT OUT. IT ALSO GIVES YOU AN OPPORTUNITY TO SHOW WHAT YOU CAN DO AS A LEADER. KEEP LEARNING, KEEP GROWING. WHAT ABOUT THE ISSUE OF DIVERSITY, RACE AND CULTURE? THERE IS BIAS. THERE ARE PROBLEMS OF DIVERSITY. THERE IS IMPLICIT BIAS. THERE IS OBJECTIVE BIAS. MY FAMILY LEARNED THAT WHEN THEY WERE CHASED OUT OF WASHINGTON STATE. THEY LEARNED THAT DURING THE CAMPS WHEN THEY HAD DONE NOTHING WRONG AND WERE LOYAL AMERICANS. YET WE ALL KNOW DIVERSITY IS A SOURCE OF CREATIVITY. DIVERSE TEAMS ARE SOURCES OF CREATIVITY. YOU SHOULD LEARN THE CULTURES OF OTHERS AND MAKE SURE THAT OTHERS FEEL THAT YOU ARE VERY MUCH IN TUNE WITH THEIR SELF-IMAGE AND THEIR CULTURES. TO BE A LEADER, YOU NEED TO TRUST IN FAITH OF EVERYBODY IN YOUR TEAM. SO YOU HAVE TO WALK A DELICATE LINE. PEOPLE OBVIOUSLY CAN TELL IF YOU'RE AN ASIAN. BUT YOU HAVE TO WALK A DELICATE LINE OF BEING PROUD OF YOUR HERITAGE AND HAVING EVERYONE IN YOUR TEAM FEEL THAT YOU WILL HELP THEM AS MUCH AS YOU'LL HELP ANYONE ELSE. YOU'RE NOT JUST FOCUSED ON YOUR CULTURE OR ON YOUR GROUP. IT'S A DELICATE BALANCE TO ACHIEVE. NIH IS A SCIENCE-ORIENTED ORGANIZATION, AND I WOULD JUST LIKE TO POINT OUT THAT IF YOU'RE HERE AT NIH, YOU SHOULD EITHER CONTINUE TO BE SCIENTISTS EVEN IF YOU DON'T HAVE A PH.D. OR AN MD, YOU SHOULD PRACTICE THINKING LIKE A SCIENTIST BECAUSE IT'S THE CENTRAL MISSION AT NIH. YOU CAN TURN THIS TO ANY OTHER AGENCY BUT IT DOESN'T HAVE TO BE THE WORD SCIENCE. HERE YOU KEEP LEARNING AND MAINTAINING SCIENTIFIC EXPERTISE, LEARN THE SINCE OF YOUR INSTITUTE OR CENTER. THINK LIKE A SCIENTIST. WORK FROM EVIDENCE. DON'T OVERSELL THINGS. AND FINALLY, KNOW YOUR SCIENTIFIC CONSTITUENCY. NIH IS ABOUT SUPPORTING RESEARCH AND MAKING SCIENTIFIC ADVANCES, SO YOU SHOULD KNOW THE CONSTITUENCIES THAT WILL ACHIEVE THOSE GOALS, EVEN IF YOU DON'T HAVE A DEGREE IN SCIENCE. FINALLY, IT'S REALLY IMPORTANT TO TAKE CARE OF YOUR WHOLE LIFE. MANY OF US DO WORK MORE THAN A 40-HOUR WEEK, WORK WEEKENDS, ET CETERA, BUT DO ATTEND TO YOUR NEEDS AND THOSE OF YOUR FAMILY AND FRIENDS OUTSIDE OF WORK, PARTICULARLY IN MY FAMILY, WE'RE AWARE THAT STRESS CAN LEAD TO MENTAL DISORDERS, AND MAKE SURE AND OBSERVE WITH EACH OTHER, SUPPORT EACH OTHER IN ORDER TO KEEP THAT STRESS AT A CONTROLLABLE LEVEL. YOU CANNOT SUCCEED IF YOU'RE DEAD OR UNHAPPY. POSITIVE PSYCHOLOGY HAS TAUGHT THAT IF YOU REVIEW THE POSITIVE THINGS IN YOUR LIFE, THE THREE BLESSINGS, YOU WILL CONSTANTLY SEE YOUR GLASS AS HALF FULL RATHER THAN HALF EMPTY. FINALLY, BUILD FOR THE FUTURE WHILE YOU LIVE IN THE PRESENT, AND ULTIMATELY, DEFINE SUCCESS FOR YOURSELF, NOT IN COMPARISON TO SOMEONE ELSE. DON'T ALLOW OTHERS TO DEFINE WHEN YOU'LL BE SUCCESSFUL. SET YOUR OWN GOALS FOR WHAT YOU WANT TO ACHIEVE AND WHAT YOU WILL WANT TO LOOK BACK TO AS A SUCCESSFUL LIFE. AT THIS POINT I WOULD LIKE TO PUT UP PICTURES OF MY GRANDCHILDREN, BUT I'LL LEAVE IT AT THAT AND TAKE ANY QUESTIONS OR COMMENTS. [APPLAUSE] >> THANK YOU, RICHARD, FOR THIS VERY, VERY -- I CAN'T REALLY OVERSTATE HOW IMPORTANT YOUR TEN POINTS ARE TO US, EACH OF THEM REALLY HAVE TAUGHT ME SO MUCH, I'M SURE TO EVERYBODY. AND I ALSO VERY APPRECIATED THAT YOU SHARED YOUR PERSONAL STORY WITH US, I THINK ALSO WE'LL REMEMBER. I ALSO WANT TO THANK YOU FOR ALL THE CONTRIBUTION YOU HAVE MADE TO ALL THE NIH ASIAN COMMUNITIES EACH TIME, AND WE KNOW HOW BUSY YOU ARE, BUT WHENEVER PEOPLE ASK, YOU ALWAYS HELP THE ASIAN COMMUNITY, AND I WOULD ALSO TAKE THIS OPPORTUNITY TO THANK YOU FOR PERSONALLY HELPING ME AT A TIME WHEN I WAS IN A VERY DIFFICULT CAREER TIME AT NIH. THANK YOU FOR THIS. BUT I THOUGHT TO ASK YOU, YOU MENTIONED, MAYBE BECAUSE OF THE TIMING, YOU MENTIONED ABOUT REHEARSALS IN YOUR LIFE. EVERYBODY KNOWS YOUR SUCCESS STORY. YOU MENTIONED REHEARSAL. YOU ALSO MENTIONED THAT YOU WERE ASKED TO LEAVE THE JOB, WHICH I HAD NEVER KNOWN. WILL YOU PLEASE JUST TELL US WHAT WAS THE EXACT CASE AND HOW DID YOU OVERCOME THAT DIFFICULT PERIOD OF TIME? HOW DID YOU SUCCEED FINALLY? THANK YOU. >> Dr. Richard Nakamura: SO I WON'T TALK ABOUT THE EXACT CASE. MANY OF US FEEL THAT IF WE DON'T GET A 5 AUTO OUR PMAP -- DON'T GET A 5 ON OUR PMAP'S OR DON'T GET AN OUTSTANDING ON THAT PARTICULAR YEAR, THAT WE'VE ESSENTIALLY FAILED. I'VE HAD PERIODS OF TIME IN MY LIFE WHERE I GOT BASICALLY A FULLY SUCCESSFUL, AND IT WAS BECAUSE PERHAPS IN MY PUSH TO DO WHAT I REGARDED AS THE RIGHT THING, I DIDN'T DO EXACTLY WHAT MY BOSS WANTED. THERE WAS A CASE IN WHICH I WAS BASICALLY ASKED TO FIRE SOMEBODY, AND WHEN I LOOKED AT THE CASE, I FELT THAT THAT WASN'T JUSTIFIED, THAT WASN'T THE RIGHT THING TO DO, AND I REFUSED TO DO IT. THIS LED TO A SERIES OF EVENTS IN WHICH I WAS ASKED TO LEAVE A JOB ULTIMATELY BECAUSE I WOULDN'T DO PRECISELY WHAT A PARTICULAR BOSS WANTED. WHAT I FOUND HAPPENED WAS THAT OTHER PEOPLE WHO BOTH WERE AWARE OF THE SITUATION AND OTHER PEOPLE THAT I HAD WORKED WITH IN THE PAST, I GOT SEVERAL JOB OFFERS SHORTLY THEREAFTER. A NUMBER OF PEOPLE EVEN IN OTHER AGENCIES OFFERED TO PICK ME UP, AND SO I QUICKLY RECOVERED FROM THIS REVERSAL. ULTIMATELY AFTER A FEW EVENTS, I WAS APPOINTED TO BE DIRECTOR OF THE CENTER FOR SCIENTIFIC REVIEW. SO THESE THINGS PAY OFF WHEN YOU TAKE CARE OF PEOPLE, THEY'LL TAKE CARE OF YOU. AND YOU DON'T HAVE TO WORRY ABOUT AN IMMEDIATE SCORE OR ANYTHING. IF YOU'RE TAKING CARE OF THE BIG PICTURE AND HAVE DONE THE RIGHT THING, I THINK THE SYSTEM WILL TAKE CARE OF YOU. YES? >> THANK YOU VERY MUCH FOR SHARING YOUR PERSONAL EXPERIENCE. I THINK THOSE TEN ASPECTS ARE VERY USEFUL FOR US. I RECENTLY HAD ONE EXPERIENCE, I FEEL LIKE SOMEONE -- I ACTUALLY OVERHEARD, SOMEONE TOLD ME THAT SOME PEOPLE LIKE INTERMEDIATE MANAGERS LIKE MAYBE SAID SOME BAD THINGS ABOUT ME TO THE BIG BOSS, SO HOW SHOULD I REVIEW WITH MY BIG BOSS? THANK YOU. >> Dr. Richard Nakamura: THESE ARE ALWAYS DIFFICULT, AND TAKING CARE OF RUMORS OR NEGATIVE COMMENTS IS OFTEN HARD. ONE OF THE THINGS I WOULD CAUTION IS NOT TO BE TOO CERTAIN THAT YOU KNOW EXACTLY WHAT HAPPENED. PEOPLE MAY DISTORT IT, THERE MAY BE MISUNDERSTANDINGS WHAT MAFS ACTUALLY COMUN -- ABOUT WHAT WAS ACTUALLY COMMUNICATED. I THINK WITH A GOOD BOTION, YOU SHOULD BE ABLE TO GO TO THEM -- I THINK WITH A GOOD BOSS, YOU SHOULD BE ABLE TO GO TO THEM AND ASK IF ANYTHING UNTOWARD HAS WHAT HAPPENED OR IF THERE'S ANY CONCERNS OF THE BIG BOSS ABOUT YOUR PERFORMANCE. I THINK IT'S VERY IMPORTANT THAT YOU BE ABLE TO HAVE A GOOD WORKING LEVEL OF COMMUNICATION AND THAT THEY UNDERSTAND THAT YOUR GOAL IS TO MAKE YOUR AGENCY, YOUR WORK UNIT, THEM, SUCCESSFUL. ALSO, IN MANY GROUPS -- MY GROUP IS A GOOD EXAMPLE -- I WILL ALLOW PEOPLE TO GET COACHING OR OTHER KINDS OF MENTORING, AND THEN THAT WOULD BE A PERSON TO APPROACH TO ASK FOR ADVICE, WHO MAY KNOW THE PARTICULAR SITUATION A LITTLE BETTER THAN I CAN JUDGE IT FROM NOW. BUT GETTING OTHER PEOPLE'S PERSPECTIVES, PARTICULARLY OTHERS WHO ARE IN SUPERVISORY POSITIONS, IS OFTEN HELPFUL. >> I HAVE A REQUEST. IN THE LAST FEW YEARS, WE DO NOTICE THERE'S A LARGE OUTFLOW OF RESEARCHERS FROM NIH DUE TO FINANCIAL CRISIS, LOW BUDGET. THE THINGS WE NOTICE IS THAT MANY OF THE NIH RESEARCHERS ARE NOT PREPARED BECAUSE THEY HAVE BEEN STAYING IN THE SAME LABILITY FOR 10 OR 20 YEARS. THEY NEVER HAVE A CHANCE TO EVEN CONSIDER REVISING OR UPDATING A RESUME TO BEGIN WITH. THEY HAVE NO CLUE HOW TO DO INTERVIEWS. SOMETIMES THE MENTAL STATUS CAN GET LOST. MAYBE YOU CAN PROVIDE SOME COMMENTS OR ADVICE BECAUSE AS YOU SAID, GOVERNMENT IS CHANGING. WE NEVER KNOW, THE NEXT GENERATION MAY BRING SOMETHING DIFFERENT. SO HOW TO PREPARE FOR THE FUTURE, PARTICULARLY FOR THOSE RESEARCHERS WITHIN THE NIH, MAYBE YOU CAN GIVE THEM SOME ADVICE. THANK YOU. >> Dr. Richard Nakamura: SURE. IT IS ABSOLUTELY TRUE THAT THERE HAS BEEN A TURNOVER. THERE'S A VERY STRONG COMPETITIVE ENVIRONMENT WITHIN SCIENCE. THIS HAS BEEN EXACERBATED BY RELATIVELY LOW INCREASES IN SCIENCE FUNDING WITHIN THE UNITED STATES RIGHT NOW. THIS HAS MEANT THAT A NUMBER OF PEOPLE WITHIN THE INTRAMURAL PROGRAM BUT ALSO IN THE EXTRAMURAL WORLD HAVE BEEN DRIVEN TO THE WALL, HAVE STRUGGLED, HAVE NOT BEEN ABLE TO SUPPORT THEIR LABS AND PEOPLE HAVE LOST JOBS. THE THING TO BE AWARE OF IS THAT WITH DEGREES IN SCIENCE, VIRTUALLY EVERYONE ULTIMATELY ENDS UP WITH A REASONABLE JOB. THE QUESTION IS, ARE YOU GETTING THE JOB YOU WOULD LIKE TO GET? AND FOR THAT, YOU NEED TO HAVE AN ACTIVE PREPARATION PROCESS. MAKE SURE, GO BACK TO THE SHOVEL-READY IDEA, MAKE SURE THAT YOU HAVE BEEN THINKING ABOUT AND PREPARING FOR THE POSSIBILITY THAT A DISASTER WILL OCCUR IN YOUR IMMEDIATE LAB. YOUR BOSS CAN DIE, YOUR BOSS CAN LOSE THEIR POSITION, AND YOU NEED TO KNOW WHERE YOUR FALLBACK POSITIONS ARE. THAT'S VERY, VERY USEFUL. AND NIH HAS A LOT OF JOBS OUT THERE, NOT JUST SCIENCE JOBS, BUT JOBS IN SCIENCE ADMINISTRATION. WE ARE CURRENTLY HIRING ABOUT 15 SRO'S. KNOW WHICH ONES YOU'RE ELIGIBLE FOR. KNOW WHAT ALTERNATIVES THERE ARE. IF THINGS ARE TOUGH, IT'S TEES GET DETAILS FROM THE INTRAMURAL PROGRAM TO SOME OF THESE OTHER JOBS AS WELL. WORK ON THOSE. ABOVE ALL, MAKE SURE YOUR CV AND YOUR GOVERNMENT JOB STATEMENT IS KEPT FRESH AND UP TO DATE SO YOU CAN SHOW OTHER PEOPLE WHAT YOU'VE ACHIEVED. THERE ARE MANY INDIVIDUALS WHO DO JUST THEIR JOB AND STAY WITH THEIR HEAD DOWN IN THEIR LABS, BUT EVERYONE SHOULD TRY AND GET OUTSIDE OF THEIR LABS SO THAT PEOPLE BEYOND THE LAB, PEOPLE BEYOND THE IMMEDIATE WORK TEAM ARE AWARE OF WHAT YOU CAN DO AND WHAT YOU'VE CONTRIBUTED TO NIH OVERALL. VOLUNTEER. THERE ARE LOTS OF CROSS-NIH COMMITTEES. VOLUNTEER FOR THOSE. IF YOU CAN, GET YOURSELF IN A LEADERSHIP POSITION IN THOSE COMMITTEES. MAKE SURE YOU KNOW PEOPLE IN OTHER LABS AND THE EXTRAMURAL PROGRAMS OF YOUR INSTITUTE OR CENTER ARE AWARE OF WHAT YOU CAN DO AND HOW YOU COULD HELP THEM. ALL OF THOSE THINGS PUT YOU IN A POSITION FOR WHEN THAT CHANGE COMES, AND IT WILL, YOU'LL BE READY. >> THANK YOU, DR. NAKAMURA, FOR YOUR PRESENTATION. I'M IN A SITUATION WHEREUPON GRADUATING WITH MY BACHELOR'S, I HAD THE OPPORTUNITY TO DO SOME RESEARCH AT NIH FOR A COUPLE YEARS, BUT NOW I'M GETTING READY TO GO ON FOR ADDITIONAL SCHOOLING, AND IN THE FUTURE, YOU KNOW, THERE COULD BE A STRONG POSSIBILITY OF ME COMING BACK AND WORKING FOR NIH. BUT MY QUESTION DIRECTED TO YOU IS, DURING ANYTIME IN YOUR LONG CAREER WITH THE NIH, DID YOU FEEL AN URGE OR INTEREST IN WORKING OR GETTING OUTSIDE SPEARNS WAY FROM THE NIH -- EXPERIENCE AWAY FROM THE NIH AT ANY POINT OR DO YOU THINK YOUR DEDICATION TO THE NIH SINCE YOUR POST DOC YEARS PLAYED A STRONG REASONING TO YOUR SUCCESS HERE? >> Dr. Richard Nakamura: IT'S WITH SOME REGRET THAT I REPORT THAT I'M SUCH A LIFER AT NIH. I THINK IT WOULD HAVE BEEN GOOD FOR ME TO SPEND MORE TIME OUTSIDE, AND I HAVE APPLIED FOR JOBS OUTSIDE, I HAVE ACTUALLY ALMOST LEFT A COUPLE OF TIMES, BUT EACH TIME I GOT A JOB OFFER I COULDN'T REFUSE HERE, SO, YOU KNOW, UNFORTUNATELY I STAYED. THIS HAS WORKED OUT WELL FOR ME, SO I DON'T REGRET HAVING STAYED. IT'S WORKED OUT WELL FOR MY FAMILY. BUT I DO ADVISE PEOPLE TO GET EXPERIENCE OUTSIDE. AFTER COLLEGE, I, TOO, SPENT A COUPLE OF YEARS IN LABS DOING RESEARCH, AND THAT REALLY MADE IT MUCH EASIER FOR ME TO DO A VERY STRONG JOB IN GRADUATE SCHOOL. >> THANK YOU FOR YOUR SPEECH VERY MUCH. I THINK A LOT OF SUCCESSFUL PEOPLE SHARED THEIR EXPERIENCE. THEY PRETTY MUCH SHARED WHAT THEY DO IN ORDER TO BE SUCCESSFUL. BUT SOMETIMES IN LISTENING, YOU LEARN A FEW THINGS, WHICH YOU THINK WE, ASIAN AMERICANS, THINK WE SHOULD NOT DO. MAYBE YOU DIDN'T PAY MUCH ATTENTION TO DETAIL, SOMETHING LEADERSHIP DOES, SOMETHING YOU SHOULD NOT DO IN ORDER -- WHAT SHOULD YOU NOT DO IN ORDER TO BE MORE SUCCESSFUL IN TERMS OF GOVERNMENT JOBS? THANK YOU. >> Dr. Richard Nakamura: ONE OF THE THINGS AS AN ASIAN AMERICAN, I BECAME AWARE PRETTY EARLY HOW PEOPLE WERE REACTING TO ME, SO EARLY ON THE TERM JAP WAS OF COURSE AN INSULT BUT ALSO READILY USED IN SOCIETY BECAUSE OF THE RECENT WAR. SO INITIALLY THIS REALLY MADE ME KIND OF SHY AND INTROVERTED. BUT I ALSO LEARNED THAT IN ORDER TO GET ALONG WITH PEOPLE, I HAD TO UNDERSTAND HOW THEY REACTED TO ME, WHAT THEY WERE THINKING WHEN THEY FIRST SAW ME AND HOW I COULD NEUTRALIZE THOSE IMPRESSIONS. ONE OF MY GREAT ADVANTAGES WAS THAT I SPOKE ENGLISH WELL, AND SO I COULD QUICKLY DISABUSE THEM OF THE IDEA THAT I I WASN'T AN ASIAN THAT DIDN'T UNDERSTAND WHAT THEY WERE SAYING, BUT I WAS ALSO AWARE THAT THEY LOOKED AT ME IN A DIFFERENT WAY. WHEN I LIVED IN HARLEM, FOR INSTANCE, I WAS AWARE THAT I WAS AN UNUSUAL KIND OF PERSON. ASIANS IN THE '60S WERE RELATIVELY RARE IN MANHATTAN. THERE WERE 6,000 JAPANESE AMERICANS IN NEW YORK IN 1960, SO THAT WAS LESS THAN 1 IN 1,000. THERE WERE EVEN FEWER OF THEM THAT WERE WALKING THROUGH HARLEM SO THAT TAUGHT ME HOW TO INTERACT WITH AFRICAN AMERICANS. I WENT TO THE APOLLO THEATER, I WENT AND DID OTHER THINGS WHICH WERE VERY INTERESTING TO ME. AND ONLY ONCE WAS I HARMED IN TEN YEARS AS ESSENTIALLY A STRANGER. SO SOMETHING THAT I'VE ALWAYS WORKED ON IS THE ABILITY TO TAKE AN INDIVIDUAL WHO MAY NOT KNOW EXACTLY HOW TO REACT TO ME AND TURN THAT TO MY ADVANTAGE BY CONTROLLING WHAT THEY THOUGHT ABOUT ME, BY SHOWING THEM OR DISABUSING THEM OF PRECONCEPTIONS THEY HAD ABOUT ASIANS. DOES THAT ANSWER YOUR QUESTION? >> THANK YOU VERY MUCH, DR. NAKAMURA. >> Dr. Richard Nakamura: THANK YOU. [APPLAUSE] >> SO THIS CONCLUDES THE MORNING SESSION. THIS IS THE SECOND SESSION IN THE AFTERNOON. AND I WANT TO REMIND YOU IF YOU HAVE THE CELL PHONE COULD YOU TURN IT OFF OR CHANGE TO SILENT MODE OR VIBRATION. BECAUSE THE PROGRAM WILL BE RECORDED SO WE WOULD LIKE TO HAVE VERY CLEAR, NO INTERFERENCES DURING THE RECORDING. WE'RE GOING THE START IN THE AFTERNOON SESSION AND I'M GOING TO REMIND YOU THIS MORNING WHEN YOU COME IN YOU HAVE SOME KIND OF AGENDA, IF YOU LOOK AT THE BACK IT WILL HAVE A SURVEY. I APPRECIATE IF YOU SUBMIT YOUR SURVEY AND ALSO RECOMMENDATIONS, ANY SUGGESTION OR ANY INPUT THAT YOU WOULD LIKE TO MAKE TO MAKE PROGRAM NEXT YEAR WOULD BE BETTER. AND FOR THE PEOPLE WHO ARE ONLINE, WE'RE GOING TO SEND YOU THE SURVEY FORM BY EMAIL I'M GOING TO INTRODUCE IN THE AFTERNOON SESSION THE MC. DR. JING BAO, MEDICAL OFFICER AT THE NIH. PLEASE WELCOME DR. JING BAO. [APPLAUSE] >> GOOD AFTERNOON, EVERYBODY. IT IS MY DISTINGUISHED PLEASURE TO BE THE MODERATOR FOR THIS AFTERNOON'S SESSION. AND AS RESERVING SCIENTIST MIST -- RESEARCH SCIENTIST MYSELF YEARS AGO I KNOW HOW BUSY YOU ARE AND HOW MUCH EFFORT YOU HAVE TO MAKE IN ORDER TO COME HERE FOR THIS AFTERNOON SESSION. FOR TODAY'S FORUM. THIS AFTERNOON WE HAVE TWO SPEAKERS, TWO DISTINGUISHED SPEAKERS AND THEN WE ALSO HAVE TWO PANEL DISCUSSIONS. SO OUR FIRST SPEAKER IS DR. LAWRENCE YU, HE'S DEPUTY DIRECTOR AND OFFICE OF PHARMACEUTICAL QUALITY, FOOD AND DRUG ADMINISTRATION, WHERE HE OVERSEES GENERIC AND BIOTECHNOLOGICAL, THE PRODUCT OF THE QUALITY REVEAL AND INSPECTION FUNCTIONS AS WELL AS CDER QUALITY WITH OVER 1200 STAFF. HE'S ALSO THE AGENT PROFESSOR OF PHARMACEUTICAL ENGINEERING AT UNIVERSITY OF MICHIGAN. DR. YU IS THE FELLOW AND THE PAST SECTION CHAIR OF THE AMERICAN ASSOCIATION OF PHARMACEUTICAL SCIENTISTS AND ASSOCIATE EDITOR OF THE AAPS JOURNAL. DR. YU IS THE WINNER OF NUMEROUS AWARDS AND WITHOUT FURTHER ADIEU I WOULD LIKE TO WELCOME DR. YU TO TALK TO US ABOUT SUCCESSFUL PROGRAMS AND COLLABORATIONS WITHIN HHS AND FDA LEADERSHIP. WELCOME DR. YU. [APPLAUSE] >> GOOD AFTERNOON, EVERYONE. THANKS, JING, FOR A NICE INTRODUCTION AND THANKS FOR ALL THE ORGANIZATION COMMITTEE AND GEORGE TO HAVE BE HERE, IT'S INDEED VERY PLEASURE AND I WANT TO CHECK OUT HIPPOCAMPUS SO I LEFT MY OFFICE EARLIER AND TRAFFIC WAS NICE AND THE CHECK IN WAS NICE SO NO ISSUES. I STILL HAVE ONE HOUR LEFT BEFORE I -- MY SESSION WHICH IS 12:45. SO I WENT DOWNSTAIRS AND CHECK OUT YOUR CAFETERIA, I HAD A REALLY GREAT LUNCH. SO IF YOU DO NOT LIKE SPEECH BECAUSE THE DOWNSTAIRS FOOD IS CAUSING ISSUE, NOT MYSELF. I WAS ASKED BY GEORGE TO MAKE SOME REMARKS TO THIS FORUM AND I WANT TO THANK THE ORGANIZATION COMMITTEE TO CONTINUE DEDICATION EFFORT. I KNOW HOW MUCH TIME IT TAKES TO ORGANIZE SUCH SESSION, SPECIFICALLY FOR THE ASIAN AMERICAS. I'M SORRY TO SAY WE'RE NOT ALREADY ACTIVE IN COMMUNITY ACTIVITIES HERE SO AS MY -- WHERE I AM ABSOLUTELY DO MY BEST TO SUPPORT ANYTHING I CAN DO TO PROMOTE AND CONTINUE TO DIALOGUE OF THE AMERICAN ASIAN AMERICANS HERE. SO I WAS TALKING TO DIFFERENT INDIVIDUAL, I WAS TALKING TO DR.LY, WHAT DO YOU WANT TO HEAR FOR THE NEXT SAY 40 MINUTES, I WAS ADVISING THIS TALK ABOUT MY OFFICE WHICH IS OFFICE OF PHARMACEUTICAL QUALITY, AND TALK ABOUT MY JOURNEYS, HOW AM I GETTING HERE TODAY. SO LET ME SPEND A FEW MINUTES TALK ABOUT THE OFFICE PHARMACEUTICAL QUALITY THAT'S ONE OF THE THINGS I GUESS FOR PROMOTION PURPOSE, IN MY ONLY JOURNEYS AND MY OWN TAKING TO RELATED TO THE PROFESSIONAL DEVELOPMENT, COLLABORATION AND SPECIFICALLY I WANT TO EMPHASIZE THE LEADERSHIP DEVELOPMENT. SO LET ME SAY A FEW WORDS ABOUT OFFICE PHARMACEUTICAL QUALITY. THIS OFFICE IS A RELATIVELY NEW OFFICE WAS FORMED ON JANUARY 11, 2015. COUPLE OF MONTHS AGO WE CELEBRATE BIRTHDAY. IT'S 17, 18 MONTHS OLD. THIS OFFICE IS SPECIFICALLY RELATED TO REGULATION AND OVERSIGHT FOR PHARMACEUTICAL QUALITY AS LONG AS YOU WANT MARKETING -- ANY PHARMACEUTICAL, SMALL MOLECULE LARGE MOLECULE, BIOENGINEERING, ANYTHING IN THE UNITED STATES IN THE MARKET IN PLACE SO THEREFORE THIS IS PROBABLY THE BIGGEST OFFICE IN WHOLE FDA. WE HAVE A LOVELY 9,000 PIECES OF INFORMATION IN AND OUT. RIGHT NOW THERE'S 1247 STAFF SCIENTISTS. WITHIN NIH, MANY OF THEM HAVE A Ph.D. DEGREES. OUR FOLKS IS RELATED TO QUALITY, I WANT FOLKS RELATED TO QUALITY STANDARDS, MANUFACTURING, WE HAVE MANUFACTURING FACILITY TO DO INSPECTION. THOSE VISITS, THOSE INSPECTION WILL BE UNNOTICED. IN OTHER WORDS WE DO NOT TELL YOU WHAT HOW WE'RE GOING TO INSPECT YOU. AND SOME DAY WE KNOCK ON YOUR DOOR, SHOW BADGE, WE'RE FROM FDA AND WE INSPECT YOUR FACILITY. SO IF MYSELF IS INVOLVE IN THE INSPECTION, THEY GIVE US US CONFERENCE AND THEY GIVE US ALL THE INFORMATION AT REQUEST -- WORKING AROUND THE ISSUE RELATED TO GMP. THIS IS A BUSY OFFICE, SO MANY SCIENTISTS IN THIS OFFICE. SO NOW LET ME TALK ABOUT MY OWN JOURNEY. HOW DO WE GET HERE TODAY? AND AS MANY OF YOU, I GREW UP STUDIED AS A SCIENTIST. AND GO BACK SAY MY JOURNEY, I WENT TO THE COLLEGE IN 1980,. 30 YEARS AGO. SOME OF -- OFFICE ON CHINA AND UNLIKE HERE, AMERICA -- IN CHINA WHEN YOU GO TO COLLEGE YOU HAVE TEACHERS RECOMMENDATION YOU HAVE A TRANSCRIPT, OVER TIME FIRST OF ALL VERY, VERY FEW COLLEGES, MANY, MANY KIDS. SO IT'S GETTING COLLEGE, IS INCREDIBLY CHALLENGING ABOUT 30 YEARS AGO AGO NOWADAYS MAJORITY KIDS THAT WANT TO GO TO COLLEGE CAN GO TO COLLEGE. SECONDLY THERE'S NO RECOMMENDATION, THERE'S NO -- THERE'S ONLY ONE THING WHICH IS COLLEGE EXAM SO DEPENDING HOW WOULD YOU DO IN TWO OR TREE DAYS DETERMINE YOUR FEW -- THREE DAYS DETERMINE FUTURE OF YOUR LIFER. 'S NOT THE ONLY FACTOR. SO IN MY HIGH SCHOOL I WAS GNAT KNOT SO BAD. I WAS REALLY THINKING GETTING TO THE TOP SCHOOL AND ALSO AT THAT TIME FROM CHINA WE'RE FROM THE SOUTHERN CHINA, WE LIVE -- WE WANT TO -- WE DON'T WANT TO GO TO EXAMPLE BEIJING, SO AS ONE OF THE -- THE PROVINCE YOU WANT TO GO TO THE (INAUDIBLE) UNIVERSITY WHICH IS RIGHT NOW RANK NUMBER THREE. OF COURSE AS YOU CAN SEE I FAILED. AND MY EXAM I GOT NERVOUS, I DID NOT SLEEP WELL, I EVEN PUT MY WRONG NAME ON EXAM, TOTALLY MESSED UP, TRULY MESSED UP. SO I END UP INSTEAD OF ONE OF THE TOP UNIVERSITY AND ONE OF THE PROVINCE NUMBER 3 IN CHINA I WENT TO THE SECOND WE CALL IT (INAUDIBLE) INSTITUTE OF TECHNOLOGY. NOT SO BAD, (INAUDIBLE) COLLEGE WHICH IS MANY FRIENDS, COLLEAGUES AND CLASS MATES TRYING TO GET INTO COLLEGE. AS YOU CAN IMAGINE OF COURSE, AS A KID YOUNG KID, VERY SMART THEY WANT TO GET INTO TOP UNIVERSITY BUT IF YOU FAIL WHAT CAN YOU DO. HE WAS VERY ANGRY AN VERY DETERMINED. VERY DETERMINED IN HIS LIFE NO MATTER WHAT HE'S GOING TO GET INTO THE UNIVERSITY. SO WHEN THE FIRST -- WENT TO THE COLLEGE -- THE (INAUDIBLE) INSTITUTE OF TECHNOLOGY HE DETERMINED, I'M DETERMINED -- I WAS DETERMINED TO GET INTO YOUNG UNIVERSITY BECAUSE SO DETERMINE WAS YOU HAVE TO WORK HARD. YOU HAVE TO STUDY FOR THE EXAM, GET VERY HIGH SCORE AND YES, IN COLLEGE YEARS I THINK ONE OF THE NICKNAME, LIKE STUDY. YOU DON'T DO ANYTHING ELSE. INDEED FOUR YEARS LATER I DID GRADUATE FROM THE UNIVERSITY NOT UNDERGRADUATE -- AS GRADUATE COLLEGE OF ENGINEERING. I'M A CHEMICAL ENGINEER. BUT ONE THING FROM THIS EXPERIENCE IS YOU LEARN IS THE FIRST -- THAT FIRST YOU HAVE A GOAL. A VERY CLEAR GOAL, DETERMINE WHERE YOU WANT TO BE. SECOND YOU'RE WORKING ON IT. IN ORDER TO ACHIEVE YOUR GOAL WHICH IS ABOVE NORMAL, YOU HAVE TO DEVOTE YOUR MORE TIME INTO THIS. SO WHEN YOU -- WHEN MYSELF I'M LOOKING BACK, WHAT I DID IN FOUR YEARS IN COLLEGE, AND I DID NOTHING MORE EXCEPT STAY IN THE CLASSROOM LONGER, DO THE HOME WORK LONGER, SOLVE MORE PROBLEMS THAN PROBABLY MY CLASSMATES WOULD DO. I PRIDE THIS LIFE -- COLLEGE EXPERIENCE TO MY LASTING PROFESSIONAL CAREER STILL TODAY. -- UNTIL TODAY AND I SPEND MORE TIME WORKING ON IT BUT HOWEVER YOU HAVE TO GO GOAL, YOU'RE PERSISTENT, AND WORKING ON IT. AND AFTER MANY, MANY YEARS PROFESSIONAL CAREER, YOU QUICKLY REALIZE THE DIFFERENCE OF HONORING SO CALLED EXTRAORDINARY, IT'S NOT MUCH DIFFERENCE, IT'S A LITTLE BIT EXTRA, PERSEVERANCE, YOU CONTINUE WORKING ON UNTIL YOU ACHIEVE YOUR GOAL. I BELIEVE ONE OF THE FACTORS TODAY GET WHERE I AM AS A DEPUTY DIRECTOR OF OFFICE OF PHARMACEUTICAL QUALITY. ALSO OVER THE LIFETIME I LEARNED IN PROFESSIONAL CAREER OR MANY CASE IN PERM LIVES, THERE'S -- PERSONAL LIVE THERE'S NO ACTUAL WRONG, THERE'S NO ACTUAL CORRECT. AND ACTUAL RIGHT, ACTUAL WRONG ARE SIMPLY RELATIVE. IN OUR LIFE MANY CASES OF ABSOLUTE NEGATIVE HAPPENED COULD BE A CORNERSTONE OF THE SUCCESS, COULD BECOME POSITIVE. SO THEREFORE, MAINTAIN OPTIMISTIC, MAINTAIN THE POSITIVE NO MATTERS WHAT THE SITUATION IS CRITICAL FOR SUCCESS. IN THE PERSONAL LIFE OR PROFESSIONAL CAREER. I WANT TO SHARE WITH YOU SOME OF THE EXAMPLES MYSELF EXPERIENCED, FRANKLY WHAT HAPPENED TO ME IT WAS A HORRIBLE MY GOSH, MY LIFE IS GOING TO END. AND I WANT TO SHARE WITH YOU ONE EXAMPLE IS 989 WHERE MY ADVISORS INTRODUCTION, MANY OF THE CHINESE GO THROUGH THE ACT EXAM, GO THROUGH THE EXAMS, EVENTUALLY GOT HERE. I WAS NOT -- I WAS VERY FEW INDIVIDUAL I BELIEVE, I DID NOT WANT TO COME TO AMERICA. REALLY. IT WAS NOT MY GOAL. IT WAS NOT MID GOAL. I SAW CHINA AS OPPORTUNITIES THERE, SO NEVERTHELESS MY ADVISOR, A GRADUATE EDUCATION AND PROFESSOR, I KNOW YOU DON'T WANT TO GO, BUT I REALLY WANT YOU TO GO THERE, TAKE LOOK AT WHAT'S GOING ON IN AMERICA, YOU LEARN FROM THEM, YOU CAN APPLY IT WHEN YOU GO BACK. COME BACK. I SAID WELL, IF YOU REALLY WANT ME TO GO, OF COURSE I'LL GO. DON'T WANT TO DISOBEY THE ADVISOR. FRIEND SO EVENTUALLY IN '89 I WAS ON AN AIRPLANE AND I CAME TO THE UNITED STATES. I BELIEVE VERY FEW PEOPLE COME TO AMERICA SO EASILY. IN FACT, IN MID APRIL I DID NOT KNOW I WAS GOING TO AMERICA UNTIL MID APRIL I GOT NOTICE FROM THE ADVISOR, LAWRENCE TIME TO GO TO AMERICA. RAY? I GOT EVERYTHING. HERE IS INVITATION LETTER, DOCUMENTATION NOW YOU NEED TO GO, HE WAS SO NICE TO ME, HE BOUGHT THE PLANE TICKET. SO I WAS ON THE -- MN/ROAD AND -- AND THEN GET VISA AND TWO WEEKS LATER I WAS IN AMERICA. I WAS LIKE OKAY. NOW, DESPITE GETTING HERE, MY JOURNEY STARTED IN EDUCATION, MY JOURNEY IN AMERICA WAS NOT EASY ONE. THE FIRST COUPLE OF MONTHS IN ONE OF THE UNIVERSITY WAS WONDERFUL, LIFE WAS GREAT. GOT -- MY -- WAS LIKE $730 AND FIRST TWO MONTHS MY PROFESSOR LIKED MY WORK INCREASE IT UP TO $937, $937, WAS A LOT. AT THAT TIME FOR YOUNG KID LIKE I AM. I WAS ABLE TO BAYOUSED -- BUY A USED CAR. HOWEVER SIX MONTHS LATER I WAS READING ONE OF THE TOP ARTICLE IN TOP OF THE JOURNAL, I FOUND ONE SIGNIFICANT ERROR. AND IT WAS AS NAIVE AS A YOUNG KID YOU DID NOT KNOW THIS PROFESSOR DID NOT KNOW THAT MUCH, THIS PROFESSOR WAS VERY, VERY -- ONE OF THE AUTHORITY IN THIS AREA. AND I DID SOMETHING WRONG. WHAT DO I DO? THE ENGLISH WAS HORRIBLE BUT NEVERTHELESS I WAS -- WROTE A LETTER TO THE EDITOR AND I GOT MOIST IN TROUBLE, FOR WHATEVER REASON, I STILL BELIEVE TODAY SIGN ACTIVICLY WAS QUITE RIGHT. APPROACH I COULD DO BETTER. AND OF COURSE BECAUSE OF THIS EVENT, GOT MYSELF REALLY INTO THE DIFFICULT SITUATION BECAUSE I SAID TO THIS PROFESSOR, HE WAS THE AUTHORITY PUT ALL THE PRESSURE PUT THE PRESSURE ON ME TO WITHDRAW THE LETTER. LIFE WAS GREAT $930 PER MONTHS NOW YOU SAY WELL, LAWRENCE, WE HAVE TO REDUCE YOUR STIPEND BECAUSE OF WHAT YOU DID. I WAS HORRIBLE. MY ENGLISH WAS NOT -- I'M NOT GOING TO SAY GREAT, BUT TODAY -- AT THAT TIME CERTAINLY STILL STRUGGLE A LITTLE BIT, EVEN THOUGH YOU DID GET $930, MADE ENOUGH FOR LIVING, REDUCING THAT STIPEND IS VERY,VERY MUCH -- MEANS A LOT TO ME TO A YOUNG KID. AND REALLY DID NOT HAVE ANY FERVENT SUPPORT. SO I WAS STRUGGLING FOR A COUPLE OF MONTHS, IT WAS A SET BACK IN MY CAREER. AND AT THAT TIME I WAS STILL HOPEFUL, PRIDEFUL, I COME FROM NUMBER 3 ENGINEER IN THE (INAUDIBLE) UNIVERSITY. IN WHOLE COUNTRY. I DESERVE TO GET MIT. I DESERVE TO GO TO BEST ENGINEERING SCHOOL. GUESS WHAT? THEY DIDN'T GIVE ME OFFER EXCEPT I HAD TO PAY TUITION. COME ON, I HAVE $250 IN MY POCKET. I'M NOT ABLE TO PAY $50,000, WHATSOEVER. SO AS A STRUGGLE AS I AM AT -- I WAS AT THAT TIME, I MADE ONE OF THE BIG DECISION WHICH IS BENEFIT TO ME UNTIL TODAY. I CHANGED MY MAJOR. I GIVE UP WHOLE ENGINEERING, I LESSER INCLUDED SCHOOL OF ENGINEERING, JOINED COLLEGE OF PHARMACY. AND THAT TIME AS COLLEGE PHARMACY TRULY NEEDED ENGINEERING BACKGROUND. THEY ARE DRUG DELIVERY, MANUFACTURING, IT'S TRULY QUITE A LOT OF BACKGROUND WHICH I HAVE, ESPECIALLY ENGINEERING, YOU SHOULD HAVE MATHEMATICIAN. I STILL COULD NOT NEVER FORGET IN MY LIFE, ONE EXAM, MY TEACHERS GAVE ME THE SCORE LIKE -- ONE SCORE WAS LIKE -- PRETTY GOOD. ONE OF THE TESTSK SCORED LIKE A 39, REALITY IT WAS 96, PART OF THE REASON BECAUSE I -- NOT BECAUSE I WAS SMART, PART OF THE REASON IS BECAUSE IN PHARMACY BACKGROUNDS REQUIRES A STRONG MATHEMATICAL BACKGROUND WHICH IS TO MY STRENGTH. WHEN I CHANGED MANY MAJOR, MY TEACHERS IN CHINA AND MY WIFE OF COURSE AND MY BROTHERS NEVER UNDERSTOOD HOW DARE YOU CHANGE A MAJOR, THIS NEVER HAPPENED, NOW IN AMERICA BUT FOR YOUNG KID IN CHINA, THAT WAS A VERY TOUGH DECISION BUT I DID. I JOINED THE COLLEGE OF PHARMACY AND I GRADUATED QUICKLY IN 15 MONTHS, AND THEN I WAS -- I JOINED ONE OF THE COMPANY I PURSUED PART TIME Ph.D. AT UNIVERSITY OF MICHIGAN. MICHIGAN I HONOR THEM FOREVER. I GOT MY Ph.D. ALSO IN THREE YEARS. IN FACT, ONE THING TO ME, TO MY FAVOR IS WHEN YOU USE THE ENGINEERING BACKGROUND GO TO THE OTHER DISCIPLINES AND WE WERE ABLE TO DEVELOP A MATHEMATICAL MODEL NOW NOWADAYS EVERY COMPANY, UNIVERSITY, FDA, ARE USING IT. THERE'S NOT MUCH TO ENGINEER BUT MEANS A LOT TO THE COLLEGE OF PHARMACY. SO ONE OF THIS EXPERIENCE TELLS ME IS THAT WHEN YOU HAVE A SET BACK, THE EVENT THAT HAPPENED WAS NEGATIVE. IT WAS REALLY IN TROUBLE, YOU KNOW PEOPLE LOOK AT YOU, YOU WERE IN TROUBLE, YOU WERE IN A DIFFICULT SITUATION BUT REALITY BECAUSE THIS EVENT IS -- LOOK BACK ANY -- THE 30 YEARS CAREER, IT'S VERY POSITIVE EVENT. SO IT'S VERY IMPORTANT FOR US TO REMEMBER ANYTHING HAPPENING NEGATIVELY PLEASE LOOK AT POSITIVE BECAUSE THIS MAY NOTS BE NEGATIVE LONG, THIS MAYBE THE CORNERSTONE OF YOUR FUTURE SUCCESS, SIMPLY CHANGES THE PATH OF YOUR DAKER RADIO. OF -- OF YOUR CAREER. OF YOUR LIFE. I WANT YOU TO HEAR ANOTHER ONLY eOWN TRULY PERSONAL EXPERIENCE RELATED TO MY CAREER AND YOU'RE WORK VERY HARD, YOU SPEND A LOT OF HOURS IN THE OFFICE, AND AS A -- I'M ALSO TRYING TO WRITE PAPERS, PUBLISH SIGNIFICANT NUMBER OF PAPERS. IN 2004, I WENT TO JAPAN. I WENT I GO AGAIN IN A WEEK. I WENT TO JAPAN AND I WAS ASKED TO GIVE TWO TALKS OVER THERE, ONE WORLD CONGRESS FOR THE PHARMACEUTICAL SCIENCE. BECAUSE I WAS NERVOUS, AND ALSO I DID NOT KNOW WHAT HAPPENED TO MY BODY WHEN I GOT OFF THE AIRPLANE NEXT DAY I GIVE ONE TALK, AFTER TALK MY HEART WAS ALL OVER THE PLACE, MY HEART BEATING LIKE -- MY GOSH, WE WENT TO -- EVENTUALLY I WAS ABLE TO MANUFACTURE TO GET WENT TO EMERGENCY HOSPITAL, AND I WAS TOLD YOU NEED OPEN HEART SURGERY RIGHT AWAY BECAUSE OTHERWISE YOU'LL BE DYING. AT THAT TIME THOUGH I HAD A PHARMACOLOGY DEGREE I DIDN'T KNOW WHAT HAPPENED. MY IMMEDIATE REACTION IS NO. SO A FLY BACK TO THE UNITED STATES AND WENT TO SEE THE DOCTORS AND REALIZED IT'S NOT A SERIOUS PROBLEM, IT'S A SERIOUS PROBLEM, IT'S THE HEART, RIGHT? IT'S ACTUALLY ATRIAL FIBRILLATION. MEDICATION CAN CURE AND IN 2013 I HAD OPERATION, AND I'M LIVING HAPPILY FOR A LONG TIME, I'M STILL ALIVE TODAY. HOWEVER, THIS EVENT MAKE ME THINK WHEN YOU'RE IN THE HOSPITAL EMERGENCY ROOM YOU DON'T THINK ABOUT HOW MUCH MONEY YOU MAKE, YOU DO NOT THINK ABOUT WHAT IS YOUR TITLE, WHAT IS YOUR POSITION. WHAT YOU ARE THINKING ABOUT IS MY TWO YOUNG KIDS AND MY WIFE. SO WHAT THIS MEAN IS WHAT EXACTLY MEANING OF LIFE? LIFE IS NOT HOW MUCH MONEY YOU MAKE. LIFE IS NOT HOW MUCH -- WHICH POSITION -- IF YOU HIGH POSITION YOU GET -- YOU MAKE BUT LIFE IS ABOUT WHAT YOU HAVE DONE TO ORGANIZATION, WHAT YOU HAVE DONE TO OTHERS, WHAT YOU HAVE DONE, WHAT YOU LEFT INTO THE SOCIETY, YOU CONTRIBUTE. AND OF COURSE LUCKILY IN MY EARLY MIDDLE AND LATE 30s AND '40s I WAS ABLE TO CHANGE MY -- MYSELF, I GO TO JIM AND EXERCISE EVERY DAY MORNING NOW I HAVE BEEN FOR 14 YEARS. AND SPEND A LOT OF TIME WITH MY KIDS. MY DAUGHTER IS ALWAYS -- WHEN SHE BOUGHT GIFT FOR FATHER'S DAY, BIRTHDAY, STUFF LIKE THAT. SO I WANT TO EMPHASIZE DESPITE WHEN YOU PURSUE YOUR GOAL AT THE BEGINNING YOUR PROFESSIONAL CAREER, YOU NEED TO DEVOTE MORE TIME BUT REMEMBER FAMILY COMES FIRST. AND I KNOW MANY MY OFFICE, IN MY -- I WAS -- BEFORE MY OFFICE PHARMACEUTICAL QUALITY, I WAS IN OFFICE OF GENERIC DRUGS,TY MADE FAMOUS FOR MY DAUGHTER. IS THIS E JUST JOINED ONE OF THE COLLEGE, AND FIRST MONTHS WHEN SHE LEFT THE HOME AND SHE WAS SO HAPPY, EVENTUALLY GET AWAY FROM DADDY. AND AFTER A MONTH IN THE COLLEGE, AND EARLY IN THE MORN ING LIKE CAN BE30 A.M. SHE CALLED ME ON THE PHONE DAD? ANDNA DAY I WAS ALL MEETINGS NINE O'CLOCK. ALL HANDS MEETING A LOT OF PEOPLE WAS WAITING FOR ME. SORRY, FAMILY COMES FIRST. I LEFT TO JOIN HER. ON MY WAY, FRANKLY I GOT A SPEEDING TICKET, ONLY SPEEDING IN MY PROFESSIONAL LIFE, THE EXPERIENCE. BUT BECAUSE THIS EVENT HAPPENED TO ME I REALIZE FAMILY IS THE MOST IMPORTANT THING. YOUR HEALTH, FAMILY, YOUR BODY IS THE MOST IMPORTANT THING. WITHOUT HEALTH, BODY, YOU WILL NOT PURSUE ANY PROFESSION CAREER, IN I SUCCESS WHATSOEVER. ANY SUCCESS WHATSOEVER. ALSO WHEN YOU'RE IN A DIFFICULT SITUATION WHAT MATTERS IS YOUR FAMILY, WHAT MATTERS IS YOUR FRIENDS, BECAUSE THEY'RE THERE FOR YOU. YOUR POSITION WILL NOT BE THERE FOR YOU. HOW MUCH MONEY MATTERS TO A CERTAIN EXTENT BUT CERTAIN EXTENT DOES REALLY DOESN'T MATTER. SO I SAY ENOUGH ABOUT THE DIFFERENT BETWEEN ORDINARY AND EXTRAORDINARY, I'M TALK ABOUT THAT IN THE PROFESSIONAL CAREER, PROFESSIONAL LIFE, THE TRUE -- POSITIVE OUTLOOK EVEN NEGATIVE WAY, WHEN THINGS NEGATIVE THE CORNERSTONE OF YOUR FUTURE SUCCESS COULD BE POSITIVE. I WANT TO SHARE LEADERSHIP DEVELOPMENT. MYSELF AS SOME EXPERIENCE. ONE OF THE IMPORTANT THINGS IN LEADERSHIP DEVELOPMENT IS I SEE AMERICAN CULTURE, AMERICAN SOCIETY, AMERICAN IS STILL A GREAT COUNTRY TODAY, THINK ABOUT 2008, 2009, AMERICAN WAS -- BECAUSE OF FINANCIAL, EVERYTHING EMPLOYEE RELATED WAS HIGH, WHAT HAPPENED TODAY? EMPLOYMENT WEPT DOWN, ONE OTHER THING IN MY MIND, IN MY MIND IS BECAUSE THE CHANGING ENVIRONMENT. NO MATTER PRIVATE SECTORS, NO MATTER GOVERNMENT SECTOR, EVER DAY WE SEEK TO DO THINGS BEAR. EVERY DAY WE'RE SEEKING TO MAKE OUR ORGANIZATION MORE EFFICIENT. THAT'S ONE OF THE LEADING, I BELIEVE, AMERICAN IS GREAT. SO THEREFORE, BESIDES YOU HAVE A VISION, STRATEGY, YOU HAVE A WORK FORCE, COLLABORATION PROGRAM, ALL GREAT THINGS, ONE OF THE THINGS ASIAN AMERICAN WE CAN DO IS BE IN A CHANGING AGENT, BE A LEADER OF THE CHANGE. I WANT TO SHARE WITH YOU SOME EXPERIENCE I THINK ONE OF THE REASONS TO GET WHERE I AM TODAY. IN 2002, MY CAREER -- I USUALLY DO NOT ACTIVELY PURSUE THE POSITION. I WAS ASKED IN 2009, I'M SORRY, 99 MY ADVISOR JOINED FDA I JOINED FDA. SO I JOINED FDA. IN 2002 I WAS ASKED AT THE FDA LAB JOIN OFFICE OF GENERIC DRUGS. AT THAT TIME IN 2002, GENERIC DRUGS USAGE IS STILL ONLY 42%. AND COMPARED TO ALL THE PRESCRIPTION DRUGS, RIGHT NOW, IS 86%. SO IT'S MORE THAN DOUBLED PRETTY MUCH IN LAST 12 YEARS. WHEN I JOINED THE OFFICE OF GENERIC DRUG I WAS LOOKING AROUND, MY TITLE, THAT WAS DIRECT SIGNS IN ORDER TO STRENGTH THE SIGNS THE SCIENCE IN THIS ARENA. IN 2008, THAT TIME I HAVE 20 PEOPLE COME TO ME, MY BOSS WANTS TO SAY CAN YOU TAKE OVER ALL THE QUALITY. I WAS PHARMACOLOGY, I WAS ASKED TO TAKE OVER THE QUALITY FUNCTIONS, AT THAT TIME, THE FUNCTION LEFT ME ABOUT 160 PEOPLE. AND ONE THING I THOUGHT OF IS THAT I MANAGE 20 PEOPLE WHICH MOST WERE WITHOUT ANY PROBLEM BUT SUCH A BIG ORGANIZATION WAS 160 PEOPLE -- DESPITE THE OPPORTUNITY WAS PRESENTED TO ME, I TALKED TO MY BOSS, I'LL BE HAPPY TO TAKE OVER. HOWEVER, I NEED TOM LEADERSHIP TRAINING. BECAUSE YOU TRULY WANT TO DO IT WHEN YOU TAKE LOAD LEADERSHIP TRAINING YOU THINKING, AFTER ALL, THIS IS AMERICA. YOU HAVE TO THINK AMERICAN WAY. SO I WENT AMERICAN UNIVERSITY, FDA WAS SO NICE, PAY MY TUITION. I HAD TEN MONTH TRAINING, EXECUTIVE TRAINING OVER THERE, EVERY OTHER WEEK SPENT TWO DAYS TALKING TO MY CLASSMATES, TALKING TO MY PROFESSORS, I LEARNED GREAT DEAL FROM THEM. AS TO HOW TO THINK, HOW TO PROVIDE LEADERSHIP AND HOW TO LEAD AN ORGANIZATION EFFECTIVELY WAY. UPON GRADUATION OF THIS PROGRAM, I TOOK OVER THE CHEMISTRY DEPARTMENT, ALONG WITH MY OWN -- 180 PEOPLE. SO WHEN I TOOK OVER THIS CHEMISTRY DEPARTMENT, I LOOK AROUND. FIRST I THINK REALLY? WE'RE DOING THIS? HOW COULD WE? SO ONE THING I WANT TO SAY IF YOU QUESTION EVERYTHING YOU DO, DON'T TAKE EVERYTHING FOR GRANTED. DON'T TAKE EVERYTHING -- THIS HAPPENED YESTERDAY THEREFORE -- ESPECIALLY IN THE SCIENTIFIC ARENA, EVEN FDA, WE ARE VERY HIGHLY REGULATED INDUSTRY. WE HAVE LAWYERS, WE HAVE CFR. WE HAVE LAWS, WE HAVE IF TO FOLLOW THEM BUT AS A SCIENTIST I TRULY BELIEVE SCIENCE IS REALLY THE FIRST, THOUGH THERE'S -- I ALWAYS JOKE WITH MY DIRECTOR, REGULATION CAN CHANGE, SCIENCE DOESN'T. SO WHEN WE LOOK AT -- AT THAT TIME 148 ORGANIZATION, AS ONE CHEMIST DOING EVERYTHING FROM BEGINNING TO END, WHETHER DRUG SUBSTANCES, WHETHER DRUG PRODUCT MANUFACTURING, QUALITY ASSURANCE, NO ONE CAN DO THIS JOB, NO ONE FROM MY PERSPECTIVE BECAUSE IF YOU ACQUIRE KNOWLEDGE FROM CHEMISTRY, ENGINEERING, PHARMACOLOGY PHARMACY, I SAW MYSELF AS RELATIVE -- ADVANCE EDUCATION ENGINEERING IN THE -- STILL NOT ENOUGH BECAUSE LIMITED KNOWLEDGE IN CHEMISTRY PREVENT ME FROM DOING A FIRST CLASS JOB AND QUALITY ASSESSMENT. SO THEREFORE, DRUG SUBSTANCE, DRUG PRODUCT, DRUG PRODUCT IS A TABLET, A CAPSULE YOU TAKE AND DRUG SUBSTANCE IS A LOTS OF MATERIAL SYNTHESIS, THAT IS TOTALLY TWO DIFFERENT PIECES FROM MY PERSPECTIVE, THAT SHOULD BE SEPARATE. FOR ORGANIC CHEMIST, GOOD CHEMISTRY TO REVIEW, FOR THE FORMULATION ENGINEERING, TO DO FORMULATION PRODUCT REVIEW. OF COURSE THIS AGAINST THE CULTURE, THIS AGAINST WHAT WE BASE FOR THE 25 YEARS. SINCE FORMATION OF 2000, 1984 WE DID IT THIS WAY, WHO ARE YOU TO MAKE A CHANGE, YOU JUST GOT HERE, YOU REALLY DO NOT KNOW WHAT HAPPENED HERE. YOU DO NOT HAVE THE HISTORY AND EVEN WORSE YOU NEVER BEEN ONE SINGLE PRODUCT EVALUATION. YOU ARE FROM A LAB. FROM INDUSTRY, YOU DON'T HAVE EXPERIENCE. SO STILL A MEMBER, FIRST MEETING WITH LEADERSHIP AND 160 PEOPLE, ROUGHLY 30 LEADER, DIVISION DIRECTOR, SO ON. SO IT WAS A VERY SMALL -- SMALLER THAN THIS, AND I WAS TALKING WE SHOULD DO THIS, YOU KNOW WHAT, OH MY GOSH, LIKE ALMOST EVERYONE STOOD UP AND SAID YOU CANNOT DO THIS. THIS WON'T WORK. IT WON'T FUNCTION WELL. AS LEADERS I TRULY BELIEVE IT THOUGH I'M SUPERVISOR BOSS I DON'T WANT TO PERSIST BECAUSE I NEED ENOUGH SUPPORT TO GO FORWARD. AT THAT TIME, THAT KIND OF IDEA IS GREAT, I BELIEVE. BUT NOBODY ELSE -- MANY AGREE WITH ME, SO SIX MONTHS LATER I AT THAT TIME I WAS TALKING WITH LEADERSHIP, IS THERE SOP COLLABORATIVE RELATIONSHIP WITH THEM AND WE -- NOT EVERYTHING, NOT THE MAJORITY BUT STILL 50% STOOD UP TO SAY NO, NOT GOOD IDEA. TEN MONTHS LATER I SAY YOU DO NOT LIKE IT. HOWEVER, I TRULY BELIEVE IT SO AS A COMPROMISE WE'RE GOING TO EVALUATE WHETHER IT'S GOING TO BE SUCCESSFUL OR NOT, WE'RE GOING TO SPEND TWO PEOPLE, REMEMBER I HAVE 180 PEOPLE, NOT MUCH REALLY COSTLY TO OUR PROGRAM. GIVE A TRY. SEE IF IT WORKS. IF IT WORKS WE'LL PURSUE, IF NOT WE GIVE UP. WE MOVE ON WITH OLD APPROACH WE ARE PURSUING. GUESS WHAT, WHEN WE GIVE A TRY, TWO PEOPLE WERE VERY SUCCESSFUL, BECAUSE THAT TIME A LOT OF FORMULATION SCIENTISTS DO NOT UNDERSTAND THE -- BUT VICE VERSA, A LOT OF DRUG SUBSTANCE DO NOTS UNDERSTAND FORMULATION PRODUCT DEVELOPMENT. FROM TWO PEOPLE BECAME FOUR, FOUR BECAME 8, 8 BECOME 16, 16 BECOME 32 NOW THE GROUP HAS 70 PEOPLE. SO THIS SHOWS WHEN YOU HAVE A VISION YOU HAVE IDEAS, YOU ALSO HAVE A STRATEGY. THOUGH WE GOT TO BE CHANGING, WE GOT TO MOVE FORWARD BUT AS A MEMBER, AT LEAST 50% CHANGING MAY NOT BE SUCCESSFUL, WAS FOR ALL KIND OF REASONS HERE. AS A LEADER, WHEN YOU SAW THE VISION, YOU GOT TO HAVE A STRATEGY, YOU GOT TO HAVE A PLAN, YOU HAVE TO HAVE PEOPLE SUPPORT YOU CONTINUALLY LOBBY THEM UNTIL YOU SUCCEEDS. AND THREE YEARS LATER I LEFT OFFICE OF GENETIC DRUGS, I JOINED THE -- OFFICE OF -- NOT ONLY GENETIC DRUGS BUT ALSO NEW DRUGS BIOTECHNOLOGY PRODUCT. AND IT WAS IT WAS -- WE HAD A SMALL PARTY. AND ONE OF THE DIVISION DIRECTORS WENT DIRECTLY STOOD UP AND SAY LAWRENCE, THE MOST CONTRIBUTION YOU DID IN THREE YEARS WAS SEPARATION OF DRUG SUBSTANCE AND DRUG PRODUCT. SO WHAT THIS MEANS WHEN YOU LEAD THE CHANGE, WHEN YOU PROMOTE YOUR VISION, THAT'S NOT NECESSARILY EVERYBODY ON YOUR SIDE. YOU GOT TO BE PERSISTENT. YOU HAVE TO BE PERSISTENT. YOU HAVE TO HAVE A STRATEGY. YOU HAVE TO HAVE ALLIANCE. YOU HAVE TO HAVE PEOPLE SUPPORT YOU TO -- THEREFORE AT THE END OF THE DAY WE DON'T WANT TO SEE THIS LAWRENCE PROGRAM, THIS PROGRAM, WE WORK TOGETHER TO GET THERE. WE WORKING TOGETHER TO GET THERE. SO FINALLY I WANT TO MAKE A FEW COMMENTS AS ASIAN AMERICA AND FDA WE DID HIRE A LOT OF PEOPLE, A LOT OF -- FROM FOREIGN COUNTRIES AS A SCIENTIST. WHEN THEY DEVELOP CAREER AS SCIENTIST, AS LEADER HERE. THE FIRST, THE MOST IMPORTANT ATTRIBUTE IS OUR COMMUNICATION SKILL. DON'T FORGET CONTINUE WORKING ON IT. AND I'M NOT SAY MY ENGLISH IS PERFECT, THERE'S A LOT OF ROOM FOR IMPROVEMENT BUT YOU DO NOT HEAR ME WHEN I WAS TALKING ENGLISH 30 YEARS AGO I WAS HORRIBLE. I COULDN'T PRONOUNCE PHARMACY. THE COMMUNICATION SCALE IS CRITICAL. SECONDLY YOU NEED TO THINK WHEN YOU DO THINGS IT'S NOT JUST STUFF, PLEASE PUT ORGANIZATION NEEDS AHEAD OF YOUR PERSONAL CAREER NEEDS. IT'S VERY IMPORTANT. EVENTUALLY YOU'LL BE LOOKING AT YOUR CONTRIBUTION. SO THINK ABOUT OTHER PEOPLE'S PERSPECTIVE, THINK ABOUT ORGANIZATION NEEDS. WHEN YOU PUT ORGANIZATION NEEDS AHEAD OF YOUR OWN NEEDS, YOU PROMOTE WHEN YOU HAVE SUCCESS IT DOESN'T MATTER WHETHER YOU HAVE CREDIT OR OTHER PEOPLE GET CREDIT, SOMETIMES MANY OF US UNDERSTAND, KEEP PROMOTING, I DID THIS. WHEN YOU DID THIS I ALWAYS MAKE -- WHEN YOU CLAIM ONCE PEOPLE TAKE OUT YOUR CREDITS. IF YOU GIVE OTHER PEOPLE CREDIT, THEY GIVE YOU BACK YOUR CREDIT. THEREFORE IT'S IMPORTANT THAT COLLABORATIVE APPROACH TO MOVE FORWARD. THINK OF OUR ORGANIZATION FIRST WE'LL MOVE FORWARD. THIRD, CONTINUE, BE PERSISTENT, BE STRATEGIC, BE A VISION, QUESTION EVERYTHING YOU DO. NOT QUESTION ABOUT YOU DO BUT CLEARLY THINGS YOU CAN DO TO MAKE THE ORGANIZATION BETTER. CLEARLY THERE ARE THINGS YOU DO TO MAKE UP YOUR ORGANIZATION GREAT. WHEN YOUR ORGANIZATION SUCCESSFUL YOU'LL BE PART OF THE NEXT ORGANIZATION YOU ARE ALSO SUCCESSFUL. SO I WANT TO TAKE THIS OPPORTUNITY TO THANK GENE AND THE ORGANIZING COMMITTEE FOR GIVING US THIS OPPORTUNITY TO SHARE WITH YOU OFFICE OF PHARMACEUTICAL QUALITY, SHARE WITH YOU MY JOURNEYS ABOUT ORDINARY, EXTRAORDINARY, BE POSITIVE, BE OPTIMISTIC. BE A LEADER BE A CHANGE AGENT. WITH THAT I'LL CLOSE MY REMARKS. MY QUESTIONS I WELCOME. THANK YOU, VERY MUCH. [APPLAUSE] >> IT'S REALLY ONE OF THE EXAMPLES AND YOUR MODELS FOR MANY OF US. SO LET'S GIVE DR. YU ANOTHER GREAT ROUND OF APPLAUSE. THANK YOU AGAIN. SO OUR NEXT PROGRAM FOR THIS AFTERNOON IS THE PANEL DISCUSSION. THE THEME OF THE PANEL IS FOR THE UNIFYING EFFORTS TO ADDRESS CHALLENGES FACED BY AAPR, PROFESSIONALS. WE'RE GOING TO HAVE FIVE PANELISTS AND NOW YOU WOULD LIKE TO INVITE DR. TRINH LY TO BE MODERATOR FOR THIS PANEL DISCUSSION. THANK YOU, TRINH LY. >> AT THIS TIME CAN I ASK OUR PANEL iS TO COME UP? TO THE STAGE AND TAKE A SEAT AT THE TABLE? SO WE HAVE DISTINGUISHED GROUP OF PANELISTS FOR THE DISCUSSION TODAY. THEY ALL HAVE EXTENSIVE EXPERIENCE WORKING WITH AAPI FEDERAL COMMUNITY, THEY EACH PROVIDE A UNIQUE PERSPECTIVE TO THE CHALLENGES. OUR FIRST PANELIST IS MS. BONITA WHITE, YOU MET HER EARLIER THIS MORNING. SHE IS DIRECTOR OF DIVERSITY AND INCLUSION DIVISION AT THE HHS. YOU JUST HEARD FROM OUR SECOND PANELIST, DR. LAWRENCE HU, WHO WAS YU, DEPUTY DIRECTOR OFFICE OF PHARMACEUTICAL QUALITY AT THE FDA. OUR THREE OTHER PANELISTS ARE FROM AAPI ORGANIZATIONS WITHIN THE FEDERAL GOVERNMENT. THE FIRST IS COMMAND ERICATHY CAI, SHE'S CHAIR OF THE ASIAN PACIFIC AMERICAN OFFICER COMMITTEE OR KNOWN AS APAOC. DR. FRANCISCO SY, PRESIDENT OF NIH ASIAN PACIFIC AMERICAN ORGANIZATION KNOWN AS THE APAO. DR. JIAN YANG PRESIDENTS OF NIH CHAPTER OF FEDERAL AAGEN PACIFIC AMERICAN COUNCIL OR FAPAC. BEFORE WE START THE PANEL DISCUSSIONS, I WOULD LIKE TO ASK COMMANDSER CAI, DR. SY AND DR. YANG TO FAMILIARIZE THE AUDIENCE WITH THE MISSION OF THEIR WORK AND THEIR ORGANIZATIONS. >> THANK YOU FIRST OF ALL FOR THE ORGANIZERS FOR INVITING ME TO THIS PANEL SESSION TO SPEAK TO Y'ALL ABOUT WHAT (INAUDIBLE) WHAT OUR MISSION IS. I'M COMMANDS ERICATHY CAI, IT'S MY HONOR TO SERVE FOR ASIAN PACIFIC AMERICAN ORGANIZING COMMITTEE. APAOC. TODAY WHAT I SAY IS MY PERSONAL VIEW AND DOES NOT REFLECT NIH MY EMPLOYER. SO THE MISSION IS TO IMPROVE (INAUDIBLE) PUBLIC HEALTH OF THE UNITED STATES BY SERVING AS -- ON ASIA AMERICA -- (INAUDIBLE) COUNCIL. THIS COUNCIL IS MADE UP OF MEMBERS FROM THE MINORITY ADVISORY GROUP, SO (INAUDIBLE) HISPANIC GROUP, AFRICAN AMERICAN GROUP, SUPPORTING CAREER ADVANCEMENT AND ENHANCEING (INAUDIBLE). >> INTRODUCTION IS GOOD. >> MY NAME IS FRANCISCO SY PRESIDENTS OF APAO, WE HAVE AN EXTRAMURAL PROGRAM FOR THEIR NEEDS THERE AND ALSO PRESIDENT OF THE ASIA-PACIFIC AMERICAN ORGANIZATION NIH LAST DECEMBER AND THE PURPOSE OF THE APAO IS TO PROMOTE HEALTH, ADVANCE CAREER OF EMPLOYEES AT NIH. ASIAN PACIFIC AMERICA WE HAVE NETWORKS FOR NON-API (INAUDIBLE) WE WANT MENTORING AND CAREER DEVELOPMENT OF OUR EMPLOYEES REGARDLESS OF THEIR HERITAGE, BACKGROUND SO IT'S REALLY CAREER DEVELOPMENT, ONE OF THE LEAD (INAUDIBLE) OF APAO. >> HI, MY NAME IS JIAN YANG, SCIENTIFIC -- FROM NIH. JUST ACTUALLY A COUPLE OF YEARS AGO I MET TYRA BANKS IN APAO MEETING. WE TALKED AND (INAUDIBLE) NIH REALLY INSPIRED ME, WE TALKED A LOT, AND -- COMMITTEE SET UP BY -- WE WORK TOGETHER TO DEVELOP A LOT OF PROGRAMS TO HELP (INAUDIBLE) COMMUNITY, TO REACH CAREER GOALS. SO WE ARE ESTABLISHED NIH CHAPTER FOR FAPAC THIS YEAR, -- THE FIRST TIME WE HOSTED -- IN THE HISTORY OF -- IT'S A GREAT -- ACTUALLY CHALLENGING CAUSE BUT WE'RE GLAD -- (INAUDIBLE) SO GO OVER IN THIS CHAPTER BASICALLY -- NATIONAL GOALS. ONE IMPORTANT GOAL IS TO INCENT GOVERNMENTS HERE NIH, IN PROMOTING WELLNESS. WE HAVE NATIONAL LEADERSHIP TRAINING PROGRAM EVERY YEAR. (INAUDIBLE) WE PROMOTE THAT (INAUDIBLE). TRAINING WORKSHOPS AND TRAINING CONFERENCES TO ACTUALLY TRAIN (INAUDIBLE) NIH I USED TO BE A (INAUDIBLE) FOR THE OFFICE IN APAO POSITION. THANK YOU VERY MUCH. >> SO PRIOR TO THE FORUM OUR PANELISTS HELPED TO IDENTIFY THE FOLLOWING MAJOR AAPI CHALLENGES WHICH WE'RE GOING TO FOCUS THE PANEL DISCUSSION THIS HOUR. THE FIRST IS SLOW RATE OF CAREER ADVANCEMENT AND PROMOTION. ESPECIALLY UNDERREPRESENTATION SEEN IN GS-15 AND ABOVE, THE MANAGERIAL AND LEADERSHIP POSITIONS. SECOND IS CULTURAL QUALITIES WHICH HINDER THE AAPI FEDERAL WORK FORCE. THE THIRD ENGAGEMENT, THE FOURTH UNCONSCIOUS BIAS. THE MAIN OBJECTIVE FOR THIS PANEL IS TO FIND EFFECTIVE SOLUTIONS AND WHICH THE AAPI FEDERAL WORK FORCE COMMUNITY OR ORGANIZATION CAN HELP TO YEAR COME THESE CHALLENGES. THIS INCLUDES IDENTIFYING THE TYPES OF PROGRAM AS ACTIVITIES, WE SHOULD BE ADVOCATING FOR TO HELP ADDRESS THE CHALLENGES. AS WELL AS HOW WE CAN WORK WITH THE HHS AND OUR AGENCIES TO OVERCOME IDENTIFIED CHALLENGES. SO I THINK THAT THE AUDIENCE PARTICIPATION HAS BEEN GREAT. THE DIALOGUE, THE QUESTIONS, THE COMMENTS HAVE BEEN VERY HELPFUL. SO I WOULD LIKE TO CONTINUE THAT. WE'RE GOING TO GO THROUGH EACH CHALLENGE AND I THINK AFTER THE PANEL DISCUSSIONS WE SHOULD HAVE TIME FOR TWO OR THREE COMMENCE OR QUESTIONS FROM THE AUDIENCE TO ALSO GETS YOUR FEEDBACK ON THESE CHALLENGES. THEN WE'LL MOVE TO THE NEXT AFTER THAT. FIRST ONE WITH REGARD TO THE SLOW RATE OF CAREER ADVANCEMENT AND PROMOTION, WHAT TYPES OF INITIATIVES DO YOU THINK CAN ACTUALLY OVERCOME THIS BOTTLENECK? SEEMS LIKE AAPIs HAVE THE LARGEST POOL OF GS-14 AMONG THE OTHER UNDER-REPRESENTED RACIAL ETHNIC GROUPS WITHIN DHHS. BUT HAVEN'T BEEN AS SUCCESSFUL IN ADVANCEMENT. I WANT TO -- WITH DR.'S YANG AND DR. CAI, BOTH ORGANIZATIONS HAVE MADE EFFORTS TO TRY TO HAVE PROGRAMS TO HELP WITH THIS CHALLENGE. >> THANK YOU, TRINH. YOU'RE RIGHT. I WORK ACTUALLY ON NIH COMMITTEE, WE STUDY HISTORICAL DATA, MANY YEARS, 10 YEARS, WE KNOW AATI ACTUALLY -- -- YOU CAN SEE A SHARP DECREASE, I -- THE DATA SPEAKS TO EVERYTHING. AND SO JS-15 SHARP DECREASE. JS-14 IS THE PEAK ACTUALLY JS-14 AND JS 15 DROP HALF, FDA ANOTHER HALF. 42 OTHER POSITIONS PROBABLY LESS REPRESENTED. AND THIS IS A MAJOR OBJECTIVE OF THE FAPAC MLU IN 2014 BY DIFFERENT (INAUDIBLE) FAPAC PRESIDENT KIM WONING. THAT DESPITE NIH CHAPTER, TO HAVE NIH ESPECIALLY DIFFERENT GROUPS TO TACKLE THIS PROBLEM, -- DEVELOP NEW PROGRAMS TO ASSESS WHAT BARRIERS AND OPTIONS WE HAVE. SO THAT LISTS THE -- FOR THE NEWLY ESTABLISHED NIH FAPAC CHAPTER, WE BASICALLY WORK WITH -- GROUP AND OTHER WORK OF THE NIH COMMITTEE, WE ENCOURAGE ALL ATIs TO ATTEMPT THE ANNUAL NATIONAL DATA TRAINING PROGRAM. THIS IS ACTUALLY (INAUDIBLE) A LOT OF -- CONFERENCE SIGHT. I ATTENDED IT LAST YEAR AND REALLY LEARNED A LOT. WE WORK IN THE LABORATORY, WHEN SUDDENLY SHIFT DISTINCTIVE -- TO MINISTRY SCIENCE MANAGEMENT, THERE'S QUITE A DIFFERENCE. AND SO -- NIH TO ATTEMPT THAT TRAINING PROGRAM, SECOND OF ALL, FAPAC HAD VERY GOOD CAREER DEVELOPMENT PROGRAM AND PROBABLY COUPLE OF YEARS AGO, LAST YEAR I WAS SELECTED AS A MENTOR. I WENT AND TALKED TO A LOT AND I -- IT'S A GREAT OPPORTUNITY TO ADD (INAUDIBLE) PARTICIPANTS AS MENTOR OR MEN TEE YOU WILL BENEFIT FROM THAT. (INAUDIBLE) MY MAIN MESSAGE FOR YOU IS TO -- YOU ARE IN CHARGE OF YOUR CAREER. SO YOU HAVE TO BE YOUR OWN CHAMPION. I MADE THAT STATEMENT LAST WEEK TO THE APAO, WE MEET THE THIRD OF EACH MONTH. SINCE 2003, ACTUALLY IN MY CAREER EXAMPLE, 15 YEARS IN ACADEMIA AND 16 YEARS AT FEDERAL GOVERNMENT, NOW AT THE CDC, I WAS WORKING WITH AGE PREVENTION EVALUATION AND (INAUDIBLE) MARCH MARCH 2003 A THOUGHT OCCURRED HONG KONG AND CHINA AND THE FIRST THING DIRECTOR OF CDC SENT EMAIL OF EVERYBODY SAYING SOME ASIAN LANGUAGE AND -- EPIDEMIOLOGY SPECIALTY, WE NEED TO USE, SO I SENT MY INTEREST -- THEY (INAUDIBLE) AS WELL VIETNAM, CHINA, HONG KONG AND (INAUDIBLE) AND AT THAT TIME, MY WORK HIV AIDS DOING A LOT OF WORK, IN A LOT OF ASIAN COMMUNITIES IN THE U.S.. WHAT'S HAPPENING IN THE U.S., LIKE WHAT HAPPENED TO EBOLA. THE ASIAN COMMUNITY WAS DISCRIMINATED AGAINST AND STIGMATIZED. IF YOU LOOK AT ASIA WITH THE SARS, SO I TOLD MY DIRECTOR I PREFER TO WORK WITHIN THE U.S. AND THEN ABLE TO -- ASIA TO HELP ME TRANSLATE INTO (INAUDIBLE) POST-DOC IN THE WEBSITE. SO I FOUND OUT WE DON'T EVEN HAVE ASIAN ORGANIZATION AT THAT TIME, WE HAVE LATINO, BUT NO API SO I FORMED AN API ORGANIZATION THERE IN CDC AND THEN WE LOOK AT THE HR DATA AND FOUND ASIA HAS THE HIGHEST EDUCATIONAL LEVEL, HOWEVER IN TERMS OF PROMOTION RATE THERE'S FLOW SO (INAUDIBLE) 12, 13, 14, 15, TITLE 42 SES. SO WE MET WITH THE CDC DIRECTOR AND TALK ABOUT IT AND BASICALLY WHAT SHE TOLD US IS MAKE SURE YOUR NUMBERS TO REALIZE THEY'RE IN CHARGE OF THEIR CAREER AND THEY NEED (INAUDIBLE) PROVIDER. THEY NEED MORE TRAINING IN TERMS OF POSITION TRAINING, REQUEST FOR IT. IN OTHER WORDS, (INAUDIBLE) AND USING (INAUDIBLE) AS AN EXAMPLE I TOOK A LOT OF SUPERLATORY COURSES EVEN WITHIN TRANSFER TO NIH YOU HAVE ADDITIONAL COURSES AND MOVE THE CAREER. IT'S VERY IMPORTANT TO REALIZE WHERE YOU ARE IN YOUR CAREER AND REALIZE YOU'RE IN CHARGE. IF YOU WANT TO MOVE UP, NOT ONLY KNOWLEDGE, YOU MENTIONED COMMUNICATION SKILLS, LEADERSHIP SKILLS ARE IMPORTANT. SO ALL OF THAT ARE VERY IMPORTANT TO MOVE YOUR CAREER FORWARD. YOU'LL GET TO BE IN CHARGE BUT YOU NEED TO ALSO HAVE APPLICANT FOR YOUR ORGANIZATION, EVERY ORGANIZATION HAS A CULTURE THAT'S -- LET YOUR SUPERVISOR KNOW YOU'RE INTERESTED IN MOVING UP IN YOUR CAREER AND TAKE AS MUCH COURSE YOU WANT, VOLUNTEER, VOLUNTEER, DON'T BE AFRAID OF WORK. DO YOUR GOOD JOB. >> I AGREE WITH THE PANELISTS SO FAR IN TERMS OF MANAGING YOUR CAREER YOU HAVE TO REACH OUT AND DO EXTRACURRICULAR ACTIVITIES BESIDES YOUR 9 TO 5 JOB TO GET PROMOTED AND TO GET RECOGNIZED AND MOVE AHEAD. I THINK THAT SOMETHING -- HEALTH SERVICE AND DOD UNIFORM SERVICES ARE DOING TO HELP IN TERMS OF CONNECTION, NETWORKING AND BEING AVAILABLE OUT THERE, BESIDES DOING YOUR JOB IN YOUR LAB OR WHAT OFFICE YOU MAYBE WORKING AT. SO I AGREE WITH MONITORING ACTIVITIES IF YOU CAN, IF YOU HAVE THE TIME, I UNDERSTAND EVERY HAS A FAMILY AND OTHER COMMITMENTS BUT BEING AVAILABLE AND NETWORKING WITH OTHER PEOPLE IS VERY IMPORTANT FOR YOUR CAREER. >> DO YOU HAVE ANY ADDITIONAL COMMENTS? OKAY. SO I THINK THAT FROM THIS MORNING WE AT THE NIH ARE VERY FORTUNATE TO HAVE THE OFFICE OF EQUITY DIVISION AND INCLUSION WORK WITH US DIRECTLY. TO LOOK AT BARRIERS, PROVIDE SOME FEEDBACK AND TO REALLY SEE IF THERE'S ANYTHING THAT OUR AGENCY CAN DO TO HELP. WITH THESE CAREER DEVELOPMENT ACTIVITIES AND WHERE THE GAPS ARE AND REALLY HAVE A TARGETED STRATEGY FOR THE AAPI COMMUNITY. SO MS. WHITE, FOR OUR OTHER COLLEAGUES IN OTHER AGENCY, WHO SHOULD THEY CONTACT OR WHO SHOULD THEY TALK TO? IN ORDER TO GET ALSO COLLABORATIVE WORKING RELATIONSHIP? >> THANK YOU VERY MUCH. PLEASURE TO BE HERE,TY THANK YOU FOR THE INVITATION. IN REFERENCE TO THE QUESTION I WOULD LIKE TO FIRST GIVE AL LITTLE BACKGROUND ABOUT WHAT THE DEPARTMENTAL OFFICE OF DIVERSITY AND INCLUSION IS ABOUT. IF YOU DON'T MIND. I WAS INTERESTED SOMEONE EARLIER, BACK IN 2006, THIS WAS BEFORE -- THE DEPARTMENT ESTABLISHED THE OFFICE OF DIVERSITY MANAGEMENT AND EEO. WE HAD THREE COMPONENTS ORIGINALLY. THE EEO PROGRAM, WHICH I HEAD, THE DIVERSITY AND INCLUSION CALLED DIVERSITY AND MANAGEMENT, DIVERSITY MANAGEMENT DIVISION AT THAT TIME. AND WE ALSO HAD PROGRAM POLICY AND EVALUATION WHICH (INAUDIBLE) AT THAT TIME. AND THEN LATER WE ADDED A FOURTH WHICH WAS ACTUALLY THE OPERATIONAL OFFICE FOR THE OFFICE OF THE SECRETARY. SO WE HAVE FOUR COMPONENTS UNDER OFFICE OF DIVERSE MANAGEMENT AND -- (INAUDIBLE). IN NOVEMBER OF 2010, THERE WAS A DECISION THAT THE OFFICE OF DIVERSITY MANAGEMENT ANDEEO RISK MANAGEMENT AND COMPONENTS RELATED TO DIVERSITY AND INCLUSION, WAS THEN COMING UNDER OFFICE OF -- THAT DECISION WAS MADE BECAUSE OF THE LEASE -- BELIEVE THAT WE WERE ALL BASICALLY DEPENDENTS UPON EVERYTHING THAT THE OFFICE OF HUMAN RESOURCES WAS RESPONSIBLE FOR. AND IN ORDER TO MAKE IT THE DREAM BECOME REALITY, WE NEEDED TO WORK WITHIN THAT FRAMEWORK. THE DATA ANALYTICS REPORTING PART THAT HAD BEEN UNDER DIVERSITY MANAGEMENT, WAS SEPARATED. THAT'S HOW IT BECAME DIRECT ANALYTICAL DATA REPORT. SO IN NOVEMBER OF 2014, WAS WHEN THE OFFICE OF DIVERSITY AND INCLUSION WAS ESTABLISHED UNDER MY LEADERSHIP. IF YOU'RE FOLLOWING WHAT I'M SAYING, I'M GOING SOMEWHERE WITH THIS. ONE THING THAT'S BEEN THE CASE DEPARTMENT LEVELS FOR QUITE SOME TIME IS WE HAVE NOT HAD INDIVIDUALS WHO HAVE BEEN SERVING THE DISTINCT DISCRETE SPECIAL EMPHASIS PROGRAM. WE HAVE HAD THE DIVERSITY AND INCLUSION DIVISION AS AN OFFICE THAT HAS THE RESPONSIBILITY FOR HANDLING EVERY SPECIAL EMPHASIS PROGRAM IN THE GENERAL WAY, DO NOT HAVE BUDGET OR THE STAFF PEOPLE INTRODUCING A POINT (INAUDIBLE) PROGRAM MANAGEMENT. YOU'RE ABSOLUTELY RIGHT, INCREASING THE HEALTH (INAUDIBLE) IS VERY FORTUNATENA THAT REGARD. BECAUSE FOR ALL OTHER OPERATING DIVISIONS, WHICH IS GENERALLY DIVERSITY AND INCLUSION PROGRAM MANAGEMENT. THEIR RESPONSIBILITIES IS TO TRY TO GIVE EQUAL TIME AND EQUAL EFFORT TO PARTICULAR SPECIALIST PROGRAM. SO WHAT HAPPENS IN THE OPERATING DIVISION, WHICH DON'T HAVE SEPARATE PROGRAM MANAGEMENT, WE HAVE A DIVERSITY AND INCLUSION MANAGEMENT PRACTICE AND WE MEET ON A REGULAR BASIS USUALLY MONTHLY. IF THERE ARE QUESTIONS ABOUT SPECIFIC PROGRAM, THEN THE INDIVIDUALS WHO HAVE THOSE QUESTIONS REALLY SHOULD BE DIRECTED TO EITHER DIVERSITY AND INCLUSION PROGRAM MANAGER IN THE OPERATING DIVISION OR THE EEO DIRECTOR IF THAT DIVERSITY AND INCLUSION PROGRAM IS UNDER THE EO OFFICE AND CDC OF COURSE EEO OFFICE AND DIVERSITY INCLUSION PROGRAM ARE SEPARATE. SO IN THE DEPARTMENT OF HEALTH AND HUMAN SERVICES WE HAVE SO MANY VARIATIONS AS TO HOW THINGS ARE STRUCTURED, BUT IN THE GENERAL WAY, AS I SAID, PEOPLE HAVE CONCERNS, I THINK THE FIRST LINE OF INPUT WE CAN GO TO IS DEPARTMENT -- THE OPERATING DIVISION EEO DIRECTOR OF OPERATING DIVISION DIVERSITY AND INCLUSION MANAGER. OTHER THING I WILL SAY ABOUT CONCERNS GENERALLY, I DON'T KNOW IF YOU'RE AWARE OF THIS BUT AFTER 22 YEARS IN THE DEPARTMENT OF E,O DIRECTOR I WAS FORTUNATE ENOUGH TO BE ABLE TO STAND UP THE EMPLOYED RESOURCE PROGRAM, IN THE DEPARTMENT OF HEALTH AND HUMAN SERVICES, AS FAR AS I KNOW THE FIRST ONE IN FEDERAL GOVERNMENT. THERE'S MENTY OF ERG. PLENTY OF EMPLOYEE PROGRAMS BUT WE DIDN'T HAVE INSTRUCTIONS SO THAT THERE WAS A PROGRAM MANAGER AT PARTNER LEVEL. SO I HAD THE OPPORTUNITY TO WORK WITH QUITE A FEW OF YOU IN CONNECTION WITH TRG PROGRAM, WHEN I BECAME DIRECTOR OF ERG INCLUSION THE PROGRAM WAS PLAYING UNDER DIVERSITY AND INCLUSION. MY POINT ABOUT THE ERG PROGRAM, IS THAT THAT IS ANOTHER MEANS BY WHICH INDIVIDUALS CAN RAISE QUESTIONS, CAN RAISE CONCERNS, AND CAN HAVE THEM ADDRESS. FOR SOME OF THAT ERG, WHO HAVE BEEN MORE ACTIVE THAN OTHERS, WE HAVE BEEN ABLE TO SET UP MEETINGS WITH THE ASSISTANT SECRETARY FOR ADMINISTRATION FOR MEETINGS WITH DEPUTY SECRETARY. TO DISCUSS VERY SPECIFIC CONCERNS. I'M AT YOUR DISPOSAL. I DON'T HAVE A FIVE MONTH EXPIRATION DATE, I THINK WE'LL WITH AROUND A LITTLE WHILE. SO FEEL FREE TO REACH OUT TO ME ABOUT ANY CONCERNS THAT YOU MAY HAVE BECAUSE IN FACT THAT IS PART OF WHAT MY JOB IS SUPPOSED TO ENTAIL. SO YOU CAN HELP ME TO DO MY JOB BY REACHING OUT TO ME IF YOU LIKE. >> THANK YOU. SO I THINK WE HAVE TIME FOR ONE QUESTION OR COMMENT. WITH REGARD TO THIS. >> OKAY. THANK YOU. FOR THE PANELISTS. I BRING WITH ME THE EMPLOYEE -- THE VIEWPOINT SURVEY, THAT CAME OUT A COUPLE OF WEEKS AGO FROM THE FOOD AND DRUG ADMINISTRATION WHERE I WORK. I LOOK THROUGH THE RESULTS AND QUITE AMAZING TO ME, THAT THERE ARE FEW SOME KEY ISSUES THAT REALLY I THINK NEED TO BE IMPROVED. AND I AM AWARE THAT THIS SURVEY HAS BEEN DONE FOR THE PAST SEVERAL YEARS, I WONDER HOW CAN YOU DETERMINE IN TERMS OF IMPROVEMENT, I DON'T KNOW THE QUESTION THE SAME EVERY YEAR OR NOT. BUT I ASSUME PROBABLY SIMILAR KIND OF QUESTIONS. IS THERE ANYONE IN THE DEPARTMENT TO LOOK AT THE RESULT OVERALL? BECAUSE ONE I HAVE PRINTED OUT ONLY THE KEY ISSUE TO ADDRESS, THEY LOOK AT THE OVERALL PARTICIPATION OF EMPLOYEE WHO SUBMIT THE SURVEY. IT LOOK LIKE APPROXIMATELY 50%. ALSO THE BREAKDOWN IN TERMS OF WHAT THE FDA EMPLOYEE RESPOND TO THAT PARTICULAR QUESTION. MY CONCERN IS SEEM LIKE WE HAVE LIKE THIS EVERY YEAR, AND WHAT IMPROVEMENT WE LOOK AT, IN EARLIES THE OF THE PROGRAM THAT -- THE DEPARTMENT OR THE AGENCY HAS BEEN DEVELOPED -- DOING FOR A NUMBER OF YEARS, IF YOU DON'T SEE ANY -- SOME KIND OF CHANGES, IT SEEM TO ME PROBABLY WE NEED TO THINK SOMETHING ELSE. THAT'S SOMETHING TO LOOK AT IN TERMS OF ACCOUNTABILITY IN TERMS OF WHAT AGENCY HAS BEEN DOING AND ALSO AT THE DEPARTMENT LEVEL OVERALL, FOR EXAMPLE, YOU MENTION PROMOTION. THIS IS A NUMBER THAT STRIKE ME. ONE QUESTION IS PROMOTION IN MY WORK UNIT APPEARS ON MERIT. 'S VERY IMPORTANT. PEOPLE AGREE ONLY 40%. PEOPLE WILL NOT AGREE AND NEW TO IT PROBABLY NOT SO SURE IS PROBABLY 60%. SO I DON'T KNOW WHEN YOU LOOK AT THIS KIND OF DATA, IF YOU ARE MANAGER IN THE AGENCY, IS THERE SOME NEED TO IMPROVE OR SOME KIND OF ACCEPTABLE ALREADY? THEY SOME OTHER ISSUE BUT BECAUSE YOU TALK ABOUT PROMOTION THAT'S WHY I WANTS TO BRING IT UP. I DON'T KNOW IF ANYONE MAY BE -- I DON'T WANT TO POINT. I DON'T KNOW DR. YU, YOU WANT IN PART OF THE AGENCY, IF YOU SEE THIS KIND OF DATA, WHAT REACTION IN TERMS OF IF YOU ARE IN THE MANAGEMENT LEVEL. SO WHAT KIND OF PRACTICE OR IMPROVEMENT THAT YOU THINK NEED TO BE DONE. THIS PICTURE IN THE FDA. THANK YOU. >> PEOPLE WANT YOU -- I'M NOT TRYING TO HOG THE MIC. I HAPPEN TO HAVE A COPY -- >> I THINK HOLLY BONITA, IT'S UP TO I DON'T RECOLLECT IT'S PROBABLY QUITE WHY UP, YOU MIGHT HAVE SOME IDEA WHEN YOU LOOK THIS DATA MY BACKGROUND, I'M DEALING WITH NUMBERS. THAT'S WHY I WANT TO SEE MY OPINION, I THINK IT'S A LITTLE LOW. AND NEED TO BE I'M SORRY -- IMPROVED. IT'S NOT ON TECHNICAL MERIT AND THAT'S A KEY ISSUE IN HERE. >> IN OFFICE OF HUMAN RESOURCES AND WITHIN THE HUMAN RESOURCES DIVISION, THERE IS INDIVIDUAL ACTUALLY WORK FULL TIME JUST ON THE FEDERAL EMPLOYEE -- I HAVE A FULL COPY FROM 2015. THOSE RESULTS ARE BROKEN OUT BY OPERATING DIVISION, BROKEN OUT BY RACE, ETHNIC GROUPS, ANY BREAK OUT THAT YOU CAN THINK OF F GRADE LEVEL RESPONSE, SO FORTH. IT JUST SO HAPPENED, IF YOU'RE INTERESTED, ON WEDNESDAY JULY THE -- IS THAT THE 18th OR 20th? IT'S THAT WEDNESDAY IN JULY, WE'RE DOING SPECIAL SESSION ON THE FEDERAL VIEWPOINT SURVEY. THE PRESENTATION JIAN'S EFFORTS ARE WHO HAVE BEEN INSTRUMENTAL EVERY YEAR AND BRIEFING EVERYONE ABOUT IT. IN THE LAST COUPLE OF YEARS WE HAVE GOTTEN TOGETHER WITH THIS DATA AND DEVELOPED STRATEGIC PLAN ON EXACTLY WHAT WE ARE GOING TO DO, BECAUSE THE EMPLOYEE ENGAGEMENT PIECE AS RELATES TO THE FEDERAL EMPLOYEE POINT SURVEY, HAS BECOME A REAL PRIORITY OF THE SECRETARY OFFICE. SO THERE ARE A NUMBER OF PLANS IN PLACE TO RECTIFY SOME OF THE STATISTICAL INFORMATION THAT YOU SEE BUT I DO HAVE COPIES AND WAY THAT YOU CAN DETERMINE WHETHER THERE'S BEEN IMPROVEMENT, FOR EXAMPLE, IN ONE OF THE REPORTS THAT WE GET, WE GET AN OPPORTUNITY TO SEE ALL THE RESPONSES AND RESULTS FOR PAST FIVE YEARS. THAT IS HOW WE SEE WHAT THE PROGRESS HAS BEEN. >> SOME COMMENT. PAY ATTENTION TO -- SO I WANT TO THANK LACI GAMBETTA, SERVING THE FRAME -- NOT GETTING THE RESULTS BACK UNTIL MARCH OR APRIL BUT LAST YEAR, WE HAD A MODEL YEAR AND 2015 WE GOT LIKE A NOVEMBER, DECEMBER, TIME FRAME, THAT WAS VERY HELPFUL. SO WHEN YOU TALK ABOUT -- YOU LOOK AT FDA OR CDER MAY NOT BE MEANINGFUL BECAUSE TOO MANY DIVERSITY. SO AS WE ARE IN THE OFFICE OF PHARMACEUTICAL -- WE SEND RESULTS TO A SUBOFFICE WHICH IS SUBOFFICE -- 450 PEOPLE AND MORE LIKE 70 PEOPLE, WHICH LEADS TO THE MANAGING LEVEL, BECAUSE OF OFFICE OF -- EARLIER THIS YEAR, WE ASK EACH OFFICE, MY SUBOFFICE, TO SPECIFICALLY HAVE AN ACTION PLAN, IN TERMS OF -- WE SHOULD BE WORKING ON. AND SO IN GENERAL AT CDER WE GET THE SCORE, I DON'T WANT TO SAY MUCH HIGHER BUT HIGHER THAN DHHS AND HIGH THAN FEDERAL GOVERNMENT BUT SOME AREA WE IMPROVE UPON FOR EXAMPLE WE'RE TAKING ACTION TO (INAUDIBLE) THAT'S THE QUESTION WE GET MOST COMMON AND 40% I REMEMBER. SO SOME AREA, ALSO WE'RE DRAGGING, 2015, 2016, COMPARED TO 2014, WHAT'S THE TRENDS AND OUR MANAGER OFFICE DIRECTOR SPECIFICALLY TAKE ACTION MAKE SURE IF YOU -- THE TRENDS GO DOWN TO REVERSE THE ACTION. SO I WANT TO ENCOURAGE EVERY TO ACTIVELY PARTICIPATE IN THE SURVEY BECAUSE WE DID TAKE A LOOK AT IT VERY SERIOUSLY, OFFICE DID TAKE ACTION ON IT. SO I WANT TO STRESS ACTIVELY PARTICIPATE BECAUSE THERE'S ACTION OUT OF IT. IN FACT, THIS IS IN OUR LEAD EFFORTS PMAP, HOW ARE YOU DOING, HOW YOU MANAGE EACH OFFICE. THIS YEAR ANOTHER THING KEY PERFORMANCE INDICATOR. SO LOOK AT THE ORGANIZATION COMPARED TO -- OFFICE, OFFICE COMPARED TO PREVIOUS OFFICE HOW YOU'RE PERFORMING OVERALL IN THE BIG PICTURE IN TERMS OF OUR MISSION THAT PROTECT AND PROMOTES PUBLIC HEALTH. SO WE INVESTIGATE LEADERSHIP HAD A DISCUSSION, EACH HAS AN ACTION PLAN TO -- (INAUDIBLE) THANK YOU. >> ONE OF THE QUESTION YOU ASK IS WHETHER THEY ARE THE SAME QUESTIONS EVERY YEAR? THEY ARE NOT ALWAYS, ALL THE SAME BUT THEY DON'T CHANGE 100% OF THE QUESTION. YOU MIGHT HAVE LIKE FOUR OR FIVE NEW QUESTIONS THAT ARE ADDED INCREMENTALLY. AND WHAT HAPPENS IS THEY COME TO THE PROGRAM OFFICES AND WE ARE ABLE TO PROVIDE INPUT HOW WE THINK SOME OF THE QUESTIONS SHOULD BE REPHRASED. THAT HAPPENS RESENTENCELY IN CONNECTION WITH DIVERSITY AND INCLUSION QUESTIONS IN THE SURVEY. >> I BELIEVE THERE'S SOME QUESTION PROBABLY NEED TO BE MAINTAINED OTHER WISE YOU CANNOT COMPARE PREVIOUS YEAR WITH THE CURRENT YEAR. SO YOU CANNOT HAVE ANY GAUGING -- IN TERMS OF WHETHER THERE'S IMPROVEMENT OR NOT. I A AGREE SOME QUESTION MIGHT BE NEW QUESTION BUT SOME BASIC QUESTION SHOULD BE MAINTAIN SO THAT WAY YOU CAN DO A PROJECTED -- GOING TO BE IMPROVE ENOUGH BECAUSE YOU DEPARTMENT AND AGENCY TRY TO -- YOU DON'T DEVELOP AN IMPROVE THE SITUATION. YOU DON'T HAVE THE DATA TO COMPARE, YOU CANNOT REALLY SAY THE EFFORT AND THE RESOURCES THAT PUT IN HAD TURN OUT TO BE SOME KIND OF SIGNIFICANT IMPROVEMENT AND SATISFACTION IN THE -- INTO THE EMPLOYEE OR NOT. FROMS SO THAT'S THE KIND OF THING WE LOOK FOR TO SEE SOME KIND OF DATA TO. COMPARE IN TERMS OF SURVEY IN THE FUTURE. TO PROJECT WHAT ITS LOOK LIKE, WHAT THE TREND WOULD BE, I THINK THAT WOULD BE PROBABLY A GOOD INFORMATION FOR THE MANAGEMENT TO LOOK INTO IT AND TRY TO TAILOR THE PROGRAM IN SUCH A WAY THAT REFLECT THE IMPROVEMENT THAT SHOW IN THE DATA. THANK YOU. >> WE HAVE TIME FOR ONE QUICK COMMENT OR QUESTION, WE HAVE OTHER CHALLENGES WE HAVE TO GET THROUGH TOO. >> I WANT TO ADDRESS THE QUESTION, YES, I HAVE -- PREVIOUS TWO YEARS COMPARED TO -- (INAUDIBLE) BY 6/11 EACH QUESTION, THIS YEAR GOAL 2016, 2014, 2015 SCORE AND CDER AND FEDERAL FDA AND FEDERAL AGENCY. SO I'M (INAUDIBLE) SCORE EACH OFFICE COMPARE YOURSELF THE PREVIOUS TWO YEARS, COMPARE TO THE (INAUDIBLE) OFFICE AND COMPARE TO CDER, FDA AND FEDERAL GOVERNMENT. WE HAVE THE REPORT. AND I KNOW (INAUDIBLE) EACH PROGRAM, MY OFFICE SCORED LOWER THAN -- MUCH LOWER THAN OTHERS FOR EXAMPLE WHEN TREND GOES DOWN MUCH LOW THEY WERE OTHER PROGRAMS OR BE A I HUER ITEM. WE SPECIFICALLY TALKED WITH THE LEADSER SHIP TO TAKE ACTION FOR IMPROVEN -- TO IMPROVE UPON. I DO NOT KNOW OVERALL HHS, I KNOW THAT HAPPEN IN CDER AT LEAST IN MY OFFICE. AND ALL RESULTS IS TRANSPARENT. SO IF YOU WANT TO KNOW HOW YOUR OFFICE IS DOING, HOW YOUR OFFICE COMPARES PREVIOUS TWO YEARS, COMPARED TO OTHER OFFICES, CDER, OTHER GOVERNMENT, HHS, (INAUDIBLE), IF YOU WANT COPY ESPECIALLY IN CDER WILL SEN IT TO YOU, BUT (INAUDIBLE) INTERESTING (INAUDIBLE). THANK YOU. >> ONE QUICK COMMENT. I THINK EVERYBODY KNOW THERE'S A GAP BETWEEN SENIOR MANAGEMENT POSITION PACIFIC AMERICA. WE HAVE SEEN A LOT OF STATISTICS ALREADY BUT THERE'S A GAP SO HOW CAN WE FILL THE GAP? I THINK ONE THING WE HAVE TO CONSIDER IN RECENT DATA WHICH I WOULD LIKE TO SEE OTHER PEOPLE WOULD LIKE TO SEE, PERSONALLY MY SITUATION HAS NO PROBLEM TO KEEP TRAINING IN SOME OTHER ASIAN AMERICAN TRAINING. BUT I HURT BECAUSE I JOINED AAPI SOME EEO COMMITTEE AND I HEARD SOME OTHER EC MEMBERS, TALKING ABOUT NIH SENIOR LEADERSHIP TRAINING, LEADERSHIP TRAINING AND BECAUSE THE POSITION OPPORTUNITIES ARE VERY LIMITED, SOMEHOW THE OTHER INSTITUTES I HEARD SOME MEMBERS COMPLAIN THEY DON'T GET FAIR TRAINING OPPORTUNITY SO I THINK MAYBE IN THE FUTURE, WE ALSO NEED TO THINK ABOUT WHO IS GAINING THE TRAINING. BECAUSE I THINK I BENEFIT FOR SENIOR LEADERSHIP TRAINING, ONCE I FINISH I LEARN SO MUCH. PASSION MAYBE MOVE FORWARD. THIS IS ALSO MISSING DATA. MAYBE POSSIBLY IDENTIFYING IN THE FUTURE. NOT JUST SAY WE HAVE A GAP BUT HOW CAN WE DO THAT IN TERMS OF HELP CLOTHES THE P GAY. OKAY. THANK YOU. >> I GUESS QUESTION IS IT POSSIBLE TO HAVE FAIR TRADING OPPORTUNITIES AND DOES ANYBODY LOOK AT THAT AT THE SES LEVEL? WHETHER THE TRAINING OPPORTUNITIES WHICH ARE VERY LIMITED ARE FAIR. AND IF THERE IS AN ISSUE FIGURE HOW TO OPEN THAT TO THE UNDER-REPRESENTED GROUPS IF THERE IS AN ISSUE IDENTIFIED. >> TWO WAYS, NUMBER ONE IS -- (INAUDIBLE) PROVIDE -- NUMBER TWO INITIATE FROM YOUR OWN (INAUDIBLE) YOU HAVE P MAP, PERFORMANCE YOU HAVE (INAUDIBLE). AND WE HAVE TRAINING FOR LEADERS, BRANCH CHIEFS, DIVISION OFFICE DIRECTORS, HOW DO WE BECOME BRANCH CHIEF, HOW TO BECOME -- WHAT IS EXPECTATION THAT IF IT'S A REQUIREMENT IN TERMS OF DIVISION DIRECTORS AND ONCE WE GET -- SENIOR EXECUTIVE LEADERS HERE. SO THOSE OPPORTUNITIES ARE AVAILABLE, YOU WILL BE PURSUING THAT, MEANWHILE ABUSING THOSE OPPORTUNITIES YOUR AGENCY DID NOT PROVIDE TO YOU, YOU (INAUDIBLE) SUPERVISORS, TO SEE IF YOU'RE SPEAKING OUT OTHER OFFICERS WE'RE HERE H (INAUDIBLE) WASHINGTON D.C. AREA, WE HAVE MANY (INAUDIBLE) MANY COURSES AVAILABLE FOR US. OF COURSE WHETHER YOU GET APPROXIMATE OPPORTUNITY OR NOT DEPENDS ON THE BUDGET SITUATION AND SUPERVISOR REPORT BUT WHAT I CAN SEE IS WE DO HAVE OPPORTUNITIES, WE HAVE THE RESULTS, WE HAVE SEVEN LEADERSHIP -- WE DON'T HAVE ENOUGH (INAUDIBLE) PEOPLE ARE NOT PREPARED FOR THAT AND WHEN THE DIVISION DIRECTORS OR BRANCH CHIEF, YOU THINK I'M SPEAKING -- I SHOULD PICK IT UP, SORRY, (INAUDIBLE) PAY FOR THAT SO MANY CASES I THINK FOR AAPI AND I CANNOT EMPHASIZE ENOUGH BECAUSE I HAVE A LOT OF ASIAN AMERICA AND I DON'T KNOW HOW MANY, I HAVE AT LEAST A THOUSAND (INAUDIBLE) AMONG THEM COMMUNICATION IS A SIGNIFICANT BARRIER FOR THE ADVANCEMENT OF YOUR CAREER. AND BRANCH CHIEF, COMMUNICATION POTENTIAL, COMMUNICATION IS NOT -- (INAUDIBLE) HOW TO SPEAK SPEAK ENGLISH THAT'S NOTS SUFFICIENT BECAUSE WHEN YOU CAN MATCH DIFFERENT WAYS TO SPEAK, IT'S SO CRITICAL, AS MANAGERS, YOU (INAUDIBLE) DIFFERENT WAYS, YOU'RE KNOWLEDGE THOUGH EXACTLY THE SAME (INAUDIBLE) THAT'S WHY I CANNOT EMPHASIZE THE CRITICAL IMPORTANCE OF DEVELOPING YOUR OWN COMMUNICATIONS STYLE IS CRITICAL SUCCESS OF LEADERSHIP. OTHERS LEADERSHIP TRAINING, THERE'S ALL KINDS OF -- INVOLVED BUT I THINK IN (INAUDIBLE) TWO WAYS, THE ORGANIZATION PROVIDES TO YOU, YOU DO NOT BELIEVE MEET YOUR NEEDS, YOU NEED TO ACTIVELY PURSUE IT. AT THE END OF THE DAY MAYBE YOUR SUPERVISOR SAY WE DON'T HAVE ENOUGH BUDGET, BUT GIVE IT A TRY. IT WILL NEVER HURT UNLESS -- YOU'LL NEVER GET IT UNLESS YOU ASK FOR IT. SO I WANT TO EMPHASIZE THAT, THANK YOU. >> WE HAVE 20 MINUTES LEFT AND I WOULD LIKE TO TOUCH ON ENGAGEMENT BECAUSE IT'S A CHALLENGE THAT EACH OF THE ORGANIZATIONS HAVE BEEN STRUGGLING WITH. IT'S A UNIQUE CHALLENGE TO THE, AAPI COMMUNITY. I WOULD LIKE TO START WITH COMMANDER CAI AS THIS IS ONE OF THE THINGS THAT -- ONE OF THE CHALLENGES THAT YOUR ORGANIZATION HAS BEEN TRYING TO WORK THROUGH. >> I'M SORRY, CAN YOU REPEAT THE CHALLENGE AGAIN? >> ENGAGEMENT. >> YES. SO OBVIOUSLY PUBLIC HEALTH SERVICE ENTITY, OUR FIRST MISSION, FIRST AND MOST IMPORTANT MISSION IS TO IMPROVE AND PROTECT PUBLIC HEALTH FOR THE AMERICAN PEOPLE. AND APAOC COMMITTEE OUR FOCUS HAS BEEN AN ASIAN PACIFIC AMERICAN PEOPLE. SO JUST WANT TO GIVE SOME BACKGROUND ABOUT APAG IN TERMS OF MEMBERS WE HAVE AND DIVERSITY TO UNDERSTAND WHY THIS IS A CHALLENGE. SO OBVIOUSLY, AS I MENTIONED EARLIER, OUR MISSION IS TO IMPROVE AND PROTECT PUBLIC HEALTH. AND IN ORDER TO DO THAT, TO ADVISE GENERAL ISSUES WE NEED TO HAVE ADEQUATE UNDERSTANDING OF THE BROADER APA ISSUES WE ENCOUNTER ACROSS THE COUNTRY AND NOT JUST LIMITED TO THE DC AREA. SO CURRENTLY WE HAVE ABOUT 200 APOC MEMBERS, MOST ARE ACTUALLY STATIONED IN THIS AREA, OR WORKING THIS AREA, BECAUSE A LOT OF AGENCIES AROUND HERE. BOTH ARE FROM THE FDA. THIS COMMISSION CORE OFFICERS, WE HAVE HANDFUL OF CIVILIANS IN APAOC. WE ARE DOING A GOOD JOB, WE COLLABORATE WITH THE HEALTH CLINICS, CHURCH, THE COMMUNITY SERVICE CENTERS, TO PROVIDE TRANSLATION OR PHARMACISTS (INAUDIBLE) MEDICATIONS TO PEOPLE WHO DON'T SPEAK ENGLISH SO WE DO WELL IN THE D.C. AREA. HOWEVER, OUR CHALLENGE HAS BEEN NOT BEING ABLE TO EXPAND OUR ACTIVITIES OUTSIDE THE AREA, THE REASON FOR THAT IS BECAUSE WE DON'T HAVE THAT MANY MEMBERS FROM OUTSIDE IN THIS AREA. AND AS WELL WE HAVE BEEN ABLE TO PARTNER WITH OTHER APA GROUPS IN TERMS OF APA GROUPS OUTSIDE THE D. CM AREA TO CONNECT US TO THOSE COMMUNITIES TO PROVIDE THE NEEDS THEY MAY NEED. SO I THINK IN ORDER TO OVERCOME THOSE CHALLENGES, WE NEEDS TO INCREASE AND EXPANDS MEMBERSHIP TO INCLUDES MEMBERS FROM DIFFERENT GEOGRAPHIC LOCATIONS, DIFFERENT PROFESSIONS, DIFFERENT AGENCIES AS WELL AS HAVING A BROADER GENDER MINORITY REPRESENTATION. HAVING A DIVERSE MEMBERSHIP CAN OBVIOUSLY PROVIDE MORE INTEREST CONCERN AND RESPONSIBILITY FOR US AND PARTNERSHIP IS EQUALLY IMPORTANT TO ESTABLISH GOALS AN OBJECTIVES TO THE ARRANGESPA COMMUNITY, DEFINITELY AN EFFECTIVE WAY TO ACHIEVE ADDITIONAL GRAPH AND IMPACT IN SERVING AS A MULTIPLIER FOR OUTREACH ACTIVITIES AND WE WANT TO HELP THE UNDERSERVED POPULATIONS AND OTHER PARTS OF THE COUNTRY. >> WE THINK ENGAGEMENT IS VERY IMPORTANT. AND AS MENTIONED EARLY EARLIER, IT'S IMPORTANT TO FORM PARTNERSHIPS AND A THE INITIATIVE ON API TO PARTNER AND DETAIL WORKING WITH ASSISTANT SECRETARY FOR HEALTH, WE WORK WITH THEM CLOSELY, SO I WANT TO SHARE WITH YOU AN INCIDENT LAST MAY -- LAST WEEK, WHEN I WAS INVITED TO THE OFFICE OF (INAUDIBLE) FOR HEALTH. SO THE PRESIDENTIAL COMMISSION ON API WAS MEETING LAST WEEK IN D.C. FOR HEALTH TO DISCUSS TWO ISSUES. AFFECTING OUR COMMUNITY, ONE IS DISSEMINATION OF DATA, TWO IS SCIENTIFIC WORK FORCE DIVERSITY. IN TERMS OF THAT INTEGRATION DATA IF YOU REMEMBER IN 1997, THERE WAS -- REQUEST THAT TO MAKE SURE AAPO DATA ARE SEPARATE FOR ASIAN AMERICAN AND PACIFIC ISLANDER. THAT'S IMPORTANT ALREADY. SO HOWEVER OUR COMMUNITY IS ASKING WE SHOULD HAVE MORE GRANULARITY IN TERMS OF OUR DATA COLLECTION. THE DIFFERENT SUBGROUPS SO YOU CAN SEE DIVERSITY OF CHINESE, JAPANESE, INDIAN, KOREANS, ET CETERA. RIGHT NOW IF YOU LOOK AT THE NATIONAL SCIENCE FOUNDATION, THEY SAY ASIAN IS NOT -- BIOMEDICAL WORK FORCE. SOMEBODY AT NIH ADOPTED THAT. BUT WE NEED A HIGH POSITION. SO I THINK -- THE ISSUE THERE IS IF YOU'RE NOT CONSIDERED UNDER -- 100%, LOOK AT DIVERSITY OF OUR POPULATION, YOU CAN SEE JUST IN THIS ROOM WE HAVE A LOT OF CHINESE AMERICAS OR JAPANESE AMERICAN OR KOREAN. BE YOU DON'T SEE THE AMONG OR THE PHILIPPINOS. ONLY THE EMPLOYMENT ASIAN (INAUDIBLE) IDENTIFY THE SUBGROUP (INAUDIBLE) YOU CAN SEE WHICH UNDER-REPRESENTED SO THE DAY AFTER OUR MEETING WITH THE WHITE HOUSE INITIATIVE AND THE PRESIDENT COMMISSION, I WAS IN A MEETING AND THERE WAS A -- OFFICE OF BEHAVIORAL SCIENCE RESEARCH AT NIH. AND ONE OF THE SPEAKER WAS ALREADY FROM BUREAU OF CENSUS, SHE WAS TALKING THE MODELING OF THE NIH WORK FORCE. ONE SLIDE LIKE WHAT SHE SAID SHOWS THE DIFFERENT ETHNIC GROUP WITHIN NIH THAT ARE REPRESENTED, ALL IN THE ASIAN BAR SO HIGH, SO I ASK HER WHY IS ASIAN NUMBER SO HIGH. I INCLUDED THE NON-U.S. CITIZENS. SO IN HER MODEL SHE ONLY INCLUDE THAT ASIAN AMERICAN (INAUDIBLE) FELLOWS TRAINING HERE. SO THAT WHEN YOU INCREASE THE NUMBER, IF YOU BASE YOUR POLICY ON THAT, SO I ADVISE IN THE FUTURE MAKE SURE YOU EXCLUDE THE (INAUDIBLE) USUALLY YOU ONLY INCLUDE THOSE WHO ARE IN YOUR DATA, QUALIFY MODEL BASED WHICH INCLUDES NON-U.S. CITIZENS, INCLUDING CHINESE OR OTHER ASIAN FELLOWS THAT ARE HERE. SO ANOTHER -- CHALLENGE FACING US IS THE ISSUE OF -- UNDER-REPRESENTED, MORE DATA TO MAKE SURE THAT (INAUDIBLE) ASIAN AMERICAN, ONS BENEATH THAT SUBPOPULATION CHINESE, JAPANESE INDIAN, KOREAN, PAKISTANI, BANGLADESH AND OTHER SUBGROUPS THAT ARE LISTED. HOPEFULLY THAT HR CAN BE INCLUDED IN TERMS OF RECRUITMENT OF THE DIFFERENT POPULATIONS THAT ARE IN OUR ORGANIZATION. >> UNFORTUNATELY WE ARE OUT OF TIME. AND WE DIDN'T GET TO ADDRESS OUR TWO OTHER CHALLENGES BUT THERE WAS A LOT OF GOOD DISCUSSION. AND IT WOULD PROBABLY TAKE ANOTHER HOUR TO GO THROUGH THE OTHER TWO CHALLENGES. I WANT TO THANK OUR PANELISTS FOR YOUR INSIGHT AND ALSO THE AUDIENCE FOR YOUR COMMENTS AND QUESTIONS. THANK YOU VERY MUCH. [APPLAUSE] >> THANK YOU, TRINH. THANK YOU FOR OUR DISTINGUISHED PANELISTS. AGAIN LET'S GIVE THEM ANOTHER ROUND OF APPLAUSE. [APPLAUSE] >> SO SEEMS LIKES WE ARE QUITE ON TIME. DO ANYBODY HAVE ANY QUESTIONS FOR THE PANEL DISCUSSIONS? OTHERWISE WE WILL HAVE -- OKAY. GEORGE. PLEASE. >> I WANTED TO MAKE A COMMENT. IT IS UNFORTUNATE THAT WE HAVE NOT COVERED THE OTHER TWO AREAS BUT I WANT TO SHARE SOME OF OUR OBSERVATION. I TALK ABOUT IN GENERAL PICTURE, NOT ONLY FEDERAL GOVERNMENT. WE TALK ABOUT COMMUNITY FOCUS GROUPS. MANY OF OUR AAGEN FOLKS GROUP SOMETIME WE NOTICE THE PRESTONS 10, 20 YEARS THAT'S AN ISSUE. BUT I ACTUALLY TELL THE STAFF THAT THERE'S PROBABLY SOME PATIENT DEDICATION. BUT WE'RE LOOKING -- LEADERSHIP, WE'RE LETTING THE DELEGATION PROCESS OR SUCCESSION PLAN, THAT'S SOMETHING I THINK ONLY SPECIAL INTEREST GROUP FOCUS GROUP THAT WE NEED TO CONSIDER. WE SOMETIME HAVE TO SEE BIG PICTURE. EVERYBODY WANT TO DO THINGS PERFECT. WE UNDERSTAND THAT, BUT HOW TO GET THE NEW GENERATION OR NEW INDIVIDUAL WITH PASSION OR WORK TOGETHER, THAT'S VERY CRITICAL. SO I WANT TO SHARE THAT THOUGHT WITH EVERYONE BECAUSE I DO UNDERSTAND. ONE SINGLE ORGANIZATION, SOMETIME HAVE A MODIFIED GROUP, THEY SERVE THE SAME PURPOSE BUT PEOPLE SPIN OFF SOMEHOW THE LEADERSHIP WAS THE ISSUE OR SOME OTHER ISSUE. I WANT TO SHARE THAT WITH EVERYBODY. THANK YOU. [APPLAUSE] >> THANK YOU FOR THIS WONDERFUL COMMENT. REALLY TRUE LEADERSHIP, VERY, VERY IMPORTANT. I THINK TODAY THERE'S SO MANY PEOPLE THAT SIGNED ON THE -- FOR THIS EVENT AS WELL AS SO MANY AUDIENCE, SO EVERYBODY HAS A GOAL TO BE A LEADER. SO WE REALLY, PLANNING ANY HAS WORKED HARD TO TRY TO ENSURE THAT HOE WAVE EXPECTATIONS, BUT LEAVE HERE TODAY WITH A LOT OF IDEAS, A LOT OF CONNECTIONS. FOR HOW TO BECOME A LEADER. SO I THINK WE HAVE SOMETIMES THIS AFTERNOON TIME IS VERY -- WE HAVE TIME FOR BREAK SO I SUGGEST WE HAVE TEN MINUTES BREAK INSTEAD OF 15 MINUTES SO IF EVERYBODY CAN COME BACK AT ABOUT 2:30. AT 2:45 SHARP BECAUSE WE WILL HAVE ANOTHER THREE SPEAKERS GIVING WONDERFUL TALKS AND ALSO HAVE A PANEL DISCUSSION. SO PLEASE COME BACK WITHIN 15 MINUTES. GOOD AFTERNOON, AGAIN. WITH MY GREAT PLEASURE I WOULD LIKE TO INVITE OUR NEXT SPEAKER, DR. SALLY HU. SALLY A SENIOR LICENSING PATENTING MANAGER AT NATIONAL INSTITUTE OF DENTAL AND CRANIOFACIAL RESEARCH NIH PRIOR TO THAT, SHE SERVED AS THE OFFICE OF TECHNOLOGY TRANSFER OF NIH. SHE HAS COMPLETED MORE THAN 100 LICENSE AGREEMENTS WITH THE COMPANIES ORGANIZATIONS FROM THE UNITED STATES AS WELL AS MANY OTHER COUNTRIES INCLUDING CHINA AND INDIA. ONE OF THE LICENSE AGREEMENTS LED TO THE -- THE FIRST FDA APPROVED ANTI-AIDS OR DRUG RESISTANT PATIENTS RESULTING WHICH RESULTING IN SAVING LIVES, ONE WORD AND BRINGING ABOUT 280 MILLION U.S. DOLLARS TO THE NIH SO FAR. SO SONY WILL TALK ABOUT HOW TO TRAIN TOMORROW'S LEADERS AND SHE'S GOING TO TALK ABOUT THE PROGRAM. SALLY. SPONSORED FOR ASIAN AMERICAN GOVERNMENT EXECUTIVES NETWORK. AND ACTUALLY SALLY HERSELF IS GRADUATE WITH HONOR OF THIS PROGRAM AS WELL. SO LET'S WELCOME SALLY. [APPLAUSE] >> THANK YOU, EVERYONE. WORKING? THANK YOU. NEXT DR. JIM BALL FOR FOR THE NICE INTRODUCTION. AND I WOULD LIKE TO THANK YOU FOR THE OPPORTUNITY TO SERVE OUR COMMUNITY. AND OF COURSE THANKS FOR YOU, THE AUDIENCE HERE, TO TAKE YOUR PRECIOUS TIME TO COME IN PERSON, ALSO FOR THE PEOPLE ON THE WEBSITE, REMOTE, AREA, TO LISTEN. I WOULD LIKE TO TAKE THIS OPPORTUNITY, TO FOCUS ON THE INVOLVEMENT LEADERSHIP TRAINING RESOURCES, SUCH AS NETWORKING THROUGH A VERY NICE PROGRAM. THE TITLE OF MY PRESENTATION IS A ROAD TO SENIOR EXACTIVE SERVICE. THE SENIOR EXECUTIVE SERVICE DEVELOPMENT PROGRAM ALSO CALLED SES DEVELOPMENT PROGRAM, OF ASIAN AMERICAN GOVERNMENT EXECUTIVE NETWORK. ALSO CALLED AAGEN. SO WE'LL TALK ABOUT AAGEN AND THE FOLLOWING ABOUT AAGEN, DEVELOPMENT PROGRAM SUCH AS THE CLASSES, THE CURRICULUM AND THE PROGRAMS, FINALLY THE SUCCESS STORIES AND THE BENEFIT OF THE AAGEN SES DEVELOPMENT PROGRAM. I WOULD APPRECIATE IF YOU CAN HOLD YOUR QUESTIONS UNTIL THE END. THANKS FOR YOUR COOPERATION. SO AAGEN IS THE NON-PROFIT NON-PARTISAN ORGANIZATION AND IT WAS FOUND IN 1993 AAGEN MEMBERS INCLUDE THE HIGHEST RANKING ASIAN PACIFIC AMERICAN CAREER AND APPOINTED EXACTTIVES AAGEN IS A HIGH LEVEL VOICE AND A REPRESENTATION FOR AAPI IN GOVERNMENT. MORE SPECIFICALLY AAGEN HELPS MEMBERS TO ACHIEVE THEIR CAREER GOALS, ESPECIALLY IN BREAK THE BAMBOO CEILING TODAY. LEADERSHIP TALENT PIPELINE FOR TOMORROW. AAGEN MISSION IS TO PROMOTE, EXPAND AND SUPPORT AAPI LEADERSHIP IN GOVERNMENT. AGAIN AAGEN'S MISSION IS TO PROMOTE, EXPAND AND SUPPORT AAPI LEADERSHIP IN GOVERNMENT. YOU CANSOMA YOURTY OF AAGEN MEMBERS ARE SEE THE MAJORITY OF AAGEN MEMBERS ARE CF-15 AND ACTIVE MEMBERSHIP HAS BEEN ON STEADY INCREASE IN RECENT YEARS. I'M OOH A LIFETIME MEMBER OF AAGEN. THERE ARE TWO TYPES OF MEMBERSHIP, REGULAR MEMBERSHIP FOR GS 16 AND ABOVE, ASSOCIATE MEMBERSHIP FOR GS 14 AND BELOW. ONCE YOU BECOME A MEMBER YOU COULD BE ABLE TO ACCESS THE DATABASE OF ALL AAGEN MEMBERS SUCH AS THEIR CONTACT INFORMATION, JOB TITLE, AND AGENCIES. I STRONGLY ENCOURAGE YOU TO CHECK OUT AAGEN'S WEBSITE FOR MORE INFORMATION. OKAY. THE NEXT QUESTION IS THE WHAT IS THE AAGEN SES DEVELOPMENT PROGRAM? THE SES PROGRAM PROVIDES CORE LEADERSHIP, TRAINING, FOR FREE. ONCE AGAIN, FOR FREE, COMPARING WITH THE SIMILAR PROGRAMS WHICH CAUSE AT LEAST $15,000 PER PERSON. THE SES PROGRAM LAST ONE YEAR, LOCATION IS IN WASHINGTON D.C. METRO AREA. IN ADDITION AAGEN LEADS TRAINING WITH THE PATIENT FROM WHITE HOUSE INITIATIVE ON A PI OPM, OFFICE PERSONNEL MANAGEMENT AND THE EEOC EQUAL EMPLOYMENT OPPORTUNITIES COMMISSION. FINALLY THE S E S DEVELOPMENT PROGRAM FOCUS ON LEADERSHIP DEVELOPMENT THROUGH PROGRAMS THAT WE WILL DISCUSS IN DETAIL LATER. SO FAR WE HAVE FIVE SES CLASSES. THE FIRST IS TWO DAY IN CLASS TRAINING IS HELD IN JUNE AND THE LAST TWO DAYS IN CLASS TRAINING IS HELD IN APRIL OF THE FOLLOWING YEAR. (INAUDIBLE) FROM THE FOURTH CLASS. THAT IS -- [APPLAUSE] >> (INAUDIBLE) LAST YEAR FROM OUR CIGNA CLASS. IN ADDITION, OUR EMCEE DR. JIM BAO, WHERE IS JIM BAO, ARE BOTH SELECTED IN CURRENT CLASS, CONGRATULATIONINGS. -- CONGRATULATIONS. [APPLAUSE] THE AAGEN SES DEVELOPMENT PROGRAM OPENS TO EVERYBODY WHO IS GS 15, GOVERNMENT OR O-6 EQUIVALENT AND EVERYBODY REGARDING HERITAGE BACKGROUND REGARDLESS PROFESSIONAL BACKGROUND. IN ADDITION TWO SEATS ARE RESERVED FROM APPLICANTS OF ANY PRIVATE SECTION. NORMALLY THEY ARE AROUND 70 APPLICANTS FROM AROUND 20 AGENCIES. ONLY AROUND 20 ARE SELECTED. THEY ARE THREE SELECTION PANELS WITH DIFFERENT SELECTION CRITERIA. PANEL ONE FOCUS ON ELIGIBILITY OF GS 16 GOVERNMENT OR O-6 EQUIVALENT, WRITING ABILITY, PILESIVE RIGHTS SURVEY EXPERIENCE. PACKAGED COMPLETENESS, PANEL 2 FOCUS ON RESUME AND ECQs, ACCORDING TO OPM GUIDELINE, THE ECQs ARE CORE QUALIFICATIONS. NORMALLY THERE'S FIVE QUESTIONS. THEY ARE ADDRESSED AND LEADING CHANGES, MEETING PEOPLE, RESULTS DRIVEN, BUSINESS ACUMEN, AND COALITION. THERE ARE 8 IN CLASS TRAINING SECTIONS EACH TRAINING SECTION LASTS ONE DAY AN TWO SECTIONS FOR EACH QUARTER, JUNE, SEPTEMBER, FEBRUARY AND APRIL. THE MAJOR TOPIC IS COVER BY THESE EIGHT SECTIONS ARE HUMAN CAPITAL MANAGEMENT AND LEADERSHIP, HOW TO BUILD YOUR TEAM, NETWORK ANALYSIS, ECQs, S ES PANEL DISCUSSION, BUILDING TRUST, AND POLITICAL MAPPING. MEDIA COMMUNICATION AND PRESENTATION PRACTICE AND NEGOTIATION ANIMAL. I WOULD LIKE TO TAKE MORE TIME TO DISCUSS THREE MAJOR PROGRAMS. FIRST, THE MENTORING PROGRAM, WHICH IS A YEAR LONG AND INTENSIVE ONE ON ONE COMMITMENT. MENTORS AT (INAUDIBLE) OR OFFICERS, MENTEE WHO ARE THE AAGEN SES DEVELOPMENT PROGRAM CANDIDATES, AND MENTEE TO HIS/HER TOP THREE MENTORS, AFTER READING THE BIOS OF ALL MENTOR. AAGEN MENTORING COMMITTEE PILES MENTORS AN MENTEES BASED ON MENTEE'S PREFERENCE GEOGRAPHIC FUNCTIONAL ALIGNMENT, COMPONENT APE LINEMENT, THE MOCK INTERVIEW IS ANOTHER IMPORTANT PROGRAM WHICH IS HELD IN FEBRUARY. THE STRUCTURED INTERVIEW WITH THE PANEL OF CURRENT OR FORMER S E S MEMBERS SO WE COULD KNOW HOW TO INTERVIEW FOR SES POSITION ESPECIALLY WHAT KIND OF QUESTIONS PANEL WOULD LIKE TO ASK US. THE MOST IMPORTANT FEEDBACK PROVIDED IMMEDIATELY AFTER INTERVIEW SO THAT WE COULD KNOW WHERE TO IMPROVE RIGHT AWAY. LAST BUT NOT LEAST, THE COACHING PROGRAM. THE COACHING SERVICE OFFERS TO EVERYONE WHO ATTEND THE ONE DAY CONFERENCE IN JUNE THAT LOOK NEXT MONTH. SINCE IT IS PART OF THE CONFERENCE AND IS ALREADY INCLUDED IN THE CONFERENCE IN THE (INAUDIBLE). LAST YEAR WE HAD 33 SENIOR EXECUTIVES ACROSS THE US GOVERNMENT WHO OFFER TO OVER 150 ONE ON ONE COACHING SLOTS, 30 MINUTES PER SLOT, TO ALL CONFERENCE ATTENDEES. IT WAS GREAT OPPORTUNITY TO OBTAIN CAREER AND PROFESSIONAL ADVISE FROM THE EXECUTIVES. I HIGHLY ENCOURAGE THAT YOU SIGN UP FOR COACHING SERVICE IF YOU DECIDE TO ATTEND AAGEN ONE DAY CONFERENCE IN JUNE, THAT'S NEXT MONTH. THE SUCCESS RATE OF AAGEN SES DEVELOPMENT PROGRAM IS AROUND 25%, WHICH MAKING THE AAGEN SES DEVELOPMENT PROGRAM TESTIMONY PATH COMPARED WITH SIMILAR SES PROGRAMS. I LIKE TO TELL FOUR SUCCESS STORIES, ONE FROM EACH CLASS. MARLA FROM OUR FIRST CLASS IS THE FIRST ONE TO OBTAIN SES POSITION. HER CURRENT TITLE AND AGENCY ARE LISTED ON THE BOTTOM OF THE SLIDE. MARLA SAID, AAGEN SES DEVELOPMENT PROGRAM PROVIDES THE SUPPORT SYSTEM TO SENIOR FEDERAL EMPLOYEES WHO ARE TRYING TO ACHIEVE THEIR CAREER GOALS. DR. CHEN FROM OUR CIGNA CLASS. HE SAID THE SES PROGRAM PROVIDES A NETWORK, SKILL SET AND TOOLS TO BE SUCCESSFUL IN THE SES AS WELL AS THE KEYS TO BECOMING SES. THE ECQs RESUME, THE MOCK INTERVIEWS PLUS FRIENDS FOR LIFE. FRIENDS FOR LIFE. THAT'S VERY POWERFUL. I LIKE TO POINT OUT THAT DR. CHEN IS THE CO-INSTRUCTOR FOR CURRENT AAGEN SES DEVELOPMENT PROGRAMS. MARLA GRADUATE HERE AND YOU CAN SEE THAT SHE'S NOT ASIAN. YOU MAY REMEMBER THAT (INAUDIBLE) BEFORE THAT AAGEN SES DEVELOPMENT PROGRAM OFFERS TO ALL GROUPS AND EVERYONE WHO ARE HE WILL JILL. AS YOU CAN SEE, THE CANDIDATE T OF THE PROGRAM COME FROM VERY DIVERSE BACKGROUNDS. MARROW SAID THE SES DEVELOP PROGRAM PROVIDES NETWORKING OPPORTUNITIES AND A VIEW IN TO WHAT EXACTLY WE'RE COACHING AND THE LEADERS MUST KNOW AND UNDERSTAND TO BE SUCCESSFUL ELIGIBLE. BOB WAS MY CLASSMATE AND WE GRADUATE -- BOB SAID AAGEN PLAYED A HUGE ROLE IN HELPING ME THROUGH THE PROCESS TO GET A SELECTED AND EVENTUALLY APPROVED AS A NEW SES. I'M NOT SURPRISED IF WE ADD ONE MORE SUCCESS STORY FROM CURRENT CLASS IN THE NEAR FUTURE. IN SUMMARY AAGEN SES DEVELOPMENT PROGRAM HAS SUCCESSFULLY OFFERED EXACTLY WHAT YOU HAVE MENTIONED IT CAUSES, COACHING IN MOCK INTERVIEWS, INDIVIDUAL MENTOR MENTORING, CAREER COUNSELING FOR CANDIDATES TO GAIN THE SCALE TO EFFECTIVELY COMPETE FOR SES POSITIONS, SES APPLICATION PREPARATION, PUBLIC SPEAKING, TRAINING, LEADERSHIP TRAINING, MENTORSHIP, NETWORKING OPPORTUNITIES. NETWORKING OPPORTUNITIES. THAT'S DEE. -- DEE. KEY. I WOULD LIKE TO TAKE THIS OPPORTUNITY TO RECOGNIZE THE AAGEN SES DEVELOPMENT PROGRAM TEAM FOR THEIR OUTSTANDING LEADERSHIP. DHOW TAU SRIS CHAIR, STACY FONG, YOUR DANA GET. EXECUTIVE DIRECTOR STAN FOTY. SES DEVELOPMENT DIRECTORS DR. CHEN AND DR. DAVIE CHEN, SES AND MENTORING PROGRAM DR. FONG, AAGEN PROGRAM COMMITTEE CHAIR HONG FONG AND DR. MING HU. VOLUNTEERS MYSELF AND MARINA MILTON. I ALSO THANKS TO ALL PEOPLE DIRECTLY OR INDIRECTLY SUPPORT AAGEN SES DEVELOP PROGRAM, THOSE PEOPLE WHO MAKE AAGEN SES DEVELOPMENT PROGRAM A BIG SUCCESS. HERE IS THE CONTACT INFORMATION. AGAIN, PLEASE VISIT THE AAGEN WEBSITE FOR MORE INFORMATION, ESPECIALLY THE ONE DAY LEADERSHIP CONFERENCE NEXT MONTH. IF YOU PLAN TO ATTEND THE CONFERENCE, PLEASE SIGN IN THE COACHING SECTION. FINALLY, PLEASE BE AAGEN MEMBER. AAGEN, IF YOU ARE NOT YET 16, NO PROBLEM YOU CAN BE ASSOCIATE MEMBER. AND YOU WILL BE ABLE TO ACCESS -- TO THE AAGEN MEMBER DATABASE, WHICH IS GREAT RESOURCE FOR YOUR CAREER DEVELOPMENT. I STOP HERE AND LIKE TO TAKE QUESTIONS IF THERE'S ANY. [APPLAUSE] >> SO WE DO HAVE TIME FOR ONE OR TWO QUESTIONS. ANYBODY HAVE A QUESTION IN THE AUDIENCE? >> THANK YOU. I KNOW YOU MENTIONED THAT AAGEN SENIOR EXECUTIVE SERVICE DEVELOPMENT PROGRAM IS IN THE WASHINGTON D.C. METRO AREA. DO DOES THE SPONSORING AGENCY THAT EMPLOYS FROM PAY TRAVEL? IS THIS SOMETHING WHERE THEY DO IN CONJUNCTION WITH THEIR CURRENT JOB? >> GREAT, IF YOUR AGENCY WANTED TO PAY THE TRAVEL, NO B PRO. WE SELECTED PEOPLE FROM THE OUTSIDE OF WASHINGTON D.C. METRO AREA. MOSTLY MAJORITY OF CANDIDATES IS FROM LOCAL SO THEIR AGENCIES DON'T HAVE BURDEN TO PAY ANY TRAVEL COSTS. BUT WE DO HAVE PEEP FROM OUTSIDE. >> IT'S FULL TIME PROGRAM SO BASICALLY YOU'RE DOING THIS RATHER THAN BEING IN THE OFFICE. OR IT'S IN CONJUNCTION WITH. >> NO, IT'S A YEAR ROUND PROGRAM, IT'S A TWO DAY TRAINING IN CLASS QUARTER SO TOTAL IS 8 IN CLASS TRAINING. UNDER MAJOR THINGS IS THE MENTOR PROGRAM. WHAT YOU HAVE MENTOR YOU CAN CONNECT (INAUDIBLE). >> THANK YOU. >> YOU'RE WELCOME. >> DO YOU WORK IN SES NEXT MONTH, RIGHT? >> YES. >> ALSO -- [APPLAUSE] >> SO MY COMMENT HOPEFULLY YOU CAN SHARE YOUR EXPERIENCE TO HELP US CONTINUE IN YOUR SUCCESSFUL MANNER. THANK YOU. >> SO YOU ASKED ME TO SHARE ANY MY EXPERIENCE? WHAT IS YOUR QUESTION? >> DO YOU HAVE QUESTION OR JUST CONGRATULATIONS? YOU WANT SALLY TO SHARE HER SUCCESS STORIES? >> THANK YOU. MY -- I JUST SHARE MY EXPERIENCE I THINK A LOT OF PEOPLE -- I DONE A LOT OF PEOPLE AROUND ME, THOSE PEOPLE SHARE ME. ONE THING I FOUND OUT VERY USEFUL IS BE OBSERVE, TO LEARN TO OBSERVE THE PEOPLE YOU WANT TO BE REGARDLESS THEIR TITLE, WHAT THEY ARE RANKED. AND LEARN FROM THEM. DR. CHEN, I HAVE LEARNED A LOT FROM HER. EVEN JUST OBSERVE, HOW SHE FOUND A PROBLEM, HOW SHE DEAL WITH PEOPLE, HOW SHE COMMUNICATION DELIVER MESSAGE AND SOMETIMES ONE THING I LEARNED FROM MY MENTOR IS SOMETIMES YOU HAVE TO BE PREPARED TO BE SACRIFICED. AND ALWAYS GAVE FIRST. TAKE SECOND. OR EVEN YOU DON'T EXPECT SOMETHING IN RETURN. SO I OWN -- I THINK I'M IN DEBT IN TO ALL KIND OF PEOPLE. MAJOR THINGS I TRY TO LEARN FROM PEOPLE, AT THE SAME TIME TRYING TO BRING THE GOOD THINGS OUT OF YOU. AND SAME TIME TRY TO WORK TO BRING THE GOOD THINGS OUT OF PEOPLE AROUND YOU. ONCE YOU HAVE SUCCESS TOGETHER, YOURSELF WILL BE SUCCESS AFTER. >> TIME FOR QUESTIONS? I THINK I HAVE READ ABOUT SES FOR QUITE SOME TIME. YOU ARE DEALING WITH A DIFFERENT ORGANIZATION OF THE API. FOR THE LAST 6, 7 YEARS. I THINK ONE OF THE MY THINKING IS, YOU KNOW, SOMETIME PEOPLE I THINK IN THE TRAINING -- I ORGANIZE LEADERS TRAINING FOR (INAUDIBLE) IN 2013 AND 14. I DON'T WANT TO MENTION A NAME BUT ONE OF THE ATTEND DEE ASK ME AND TOLD ME THIS STORY. THAT HE HAS BEEN A CANDIDATE AT SES AMONG FIVE PEOPLE IN HIS AGENCY, NOT THROUGH AGENT, THROUGH HIS AGENCY. AND HE WAS DISAPPOINTED THAT HE WAS THE ONLY ONE NOT OFFERED A JOB. AND HE IS THE ONLY ASIAN AMERICAN IN THAT GROUP. THAT'S TRYING IN A WAY TO COMFORT HIM, SAYING WELL, WHY YOU WANT TO BE SES? YOU GOT TO ASK YOURSELF, YOU HAVE HIGH LEVEL LOT OF RESPONSIBILITY, HOW MANY -- SOME PEOPLE JUST LIKE PEOPLE WANT TO GET I DON'T KNOW WHAT THE REASON. I ASK HIM IF YOU WANT TO GO THAT LEVEL FOR MONEY OR FOR SOMETHING ELSE. IF YOU WANT MONEY YOU DON'T NEED -- TO BE HONEST YOU THINK MAKE EXTRA MONEY BY DOING SOMETHING, YOU DON'T NEED TO GET PROMOTED TO BE SES. THAT'S THE KIND OF THING T I WANT YOU TO COMMENT ABOUT, WHY MOST PEOPLE WANT TO BE SES, WHAT KIND OF CAREER GOALS THEY WANT, THEY WANT TO MAKE A DIFFERENCE OR WANT MAKE EXTHAT MONEY EXTRA MONEY BOND SES IS DIFFERENT THAN G S SCALE. I THINK PROBABLY HIGHER BUT IT'S PROBABLY 10, 20% EXTRA IN 2015. WE INVEST IN MAJOR RESPONSIBILITIES. SOME PEOPLE MAY NOT LIKE IT. THAT'S THE KIND OF THING I THOUGHT WELL EVEN IF WE HAVE ASIAN AMERICANS WHO CLAIM THAT WELL, (INAUDIBLE) BUT I USED TO ASK PEOPLE HOW MANY PEOPLE IN THE POOL IN THE CANDIDATE WHO ARE AAPI. IF YOU DON'T HAVE A LOT OF PEOPLE, TO BE SELECTED TO BEGIN WITH, GOING TO SEE A LOT OF PEOPLE. WHO ARE IN THAT POOL AS AAPI TO BE SELECTED. (INAUDIBLE) TO CHECK SES I THINK THAT'S THE KIND OF THING A LOT OF THOUGHT ABOUT IT BECAUSE SOME PEOPLE MAY NOT WANT TO BE AT THAT LEVEL. YOU HAVE TO MAKE YOUR OWN CHOICE. HOWEVER YOU WANT TO GO AND ALSO A LOT OF RESPONSIBILITY COMING IN SOME KIND OF SACK FACE BECAUSE A LOOT OF WORKABLE -- SACRIFICE BECAUSE I LOT OF WORK WENT IN. I WANT YOU TO COMMENT ABOUT THAT, WHAT YOU THINK WHY YOU WANT SES AND WHY SOME PEOPLE DON'T WANT. THANKS. >> THANK YOU. I AGREE WITH YOU, SES IS NOT FOR EVERYBODY. I SPEAK FOR MYSELF. I DO THINK IT MAKES ME HAPPY, I'M HAPPY TO CONTRIBUTE POSITIVELY, POSITIVELY TO OTHER PEOPLE'S CAREER GOALS. SO I THOUGHT SES IS A -- QUITE A RIGHT FOR THAT, IF I -- SO I CAN GIVE MORE ADVICE IMPACT MORE PEOPLE'S CAREER GROWTH. SO THAT'S MY -- MYSELF. I CANNOT SPEAK FOR OTHER PEOPLE. WHETHER THEY ARE -- WHAT THEIR MOLT MOTIVATION TO BE SES. BUT ONE THING MONEY IS NOT A REASON, BECAUSE IF YOU WANT TO MAKE A MORE MONEY, MOST PEOPLE THEY ARE NOT STATE GOVERNMENT, IT'S INDUSTRY. SO PEOPLE HAVE A MOTIVATION HOWEVER SOMETIMES THEY GO TO AAGEN SES PROGRAM, FIND OUT WHAT THEY WANT SO YOU CAN SPEND TIME AND ENERGY ON THINGSSTHEY WANT TO DO. SO NORMALLY MY PERSONAL (INAUDIBLE) MAYBE HELP -- HAPPY, AND DO WELL. >> I WANT TO MAKE TWO SIMPLE COMMENTS. SES PROGRAM, FAPAC ALSO DOES. THEY ARE VERY EFFECTIVE PROGRAM. WHOLE THING IS TRY TO MENTOR PEOPLE TO UNDERSTAND THREE THINGS. PEOPLE, THE PROCESS, AND THE POLITICS. IN ADDITION TO THAT, UNDERSTAND HOW TO NETWORK. HOW TO DELIVER YOURSELF. THAT'S WHAT I LEARNED. I'M NOT A CANDIDATE AT ALL. I VOLUNTEER FOR THE PREVIOUS PROGRAM. I ACTUALLY LEARN EVERYTHING BECAUSE I BRING SODA OR FOOD SO I SHOULD LEARN EVERYTHING. THAT'S WHAT I WANT TO TELL YOU BUT MY COMMENTS IS THIS. THOSE TWO PROGRAMS IS TRYING TO HELP OUT MENTOR PEOPLE. EVERYONE'S CAREER SOMETIME IN YOUR CAREER, SOMEBODY TOLD US ONE WORD. SOMEBODY TOLD US ONE SENTENCE, SOMEBODY TOLD US ONE PHRASE, SOMEBODY GAVE US SOME CONCEPT. THAT'S WHY I'M HERE TODAY. I WANT TO CHALLENGE EVERYONE BECAUSE YOU MAYBE THE MENTOR, SOMEBODY NEAR YOU, YOU MIGHT BE CONTRIBUTING TO THAT PERSON'S CAREER BECAUSE YOU SAY ONE WORDS. YOU MAYBE GIVE A PHRASE, YOU NIGHT GIVE A SENTENCE OR SIMPLY A CONCEPT SO THOSE ARE THINGS TO SHARE WITH YOU. MY FIRST COMMENT. THE SECOND COMMENT IS SOME OF YOU WENT THROUGH SES PROGRAM. YOU ARE A CLASSMATE. IN MANY YEARS COUNTING DOWN THERE'S MANY CLASSES. IN THE FEDERAL GOVERNMENT ANOTHER PROGRAM EVERYBODY KNOWS CALLED EXCELLENCE IN GOVERNOR. THOSE INDIVIDUALS SPEND THEIR TIME QUELL TRAINED. THIS IS A VERY IMPORTANT RESOURCE FOR THE FEDERAL GOVERNMENT FOR ANY SINGLE AGENCY OR EVEN THE FOCUS GROUP. PULLING TOGETHER, BEING A VERY IMPORTANT NETWORK HELPING FUTURE YOUNGER GENERATION, THAT'S VERY IMPORTANT THING. DON'T THINK ABOUT BY YOURSELF, YOU SHOULD WORK TOGETHER AS A GROUP. THANK YOU. >> THANKS FOR YOUR COMMENTS. AND THANKS AGAIN FOR YOUR TIME. AND FOR HAVING ME HERE. >> GEORGE HAD A VERY IMPORTANT COMMENT. THANK YOU FOR YOUR IMPORTANT INSPIRATIONAL COMMENT. FINALLY I WANT TO THANK YOU AGAIN FOR SHARING WITH US THIS WONDERFUL PROGRAMS. YOU SHOULD PUT YOUR OWN PICTURE AMONG SUCCESS STORIES, BUT CONGRATULATIONS. AND I KNOW HOW BUSY YOU ARE. THANK YOU FOR COMING TO THIS EVENT AND SHARE WITH US ABOUT THIS. SO LET'S THANK SALLY AGAIN. [APPLAUSE] >> SO WE HAVE THE LAST TWO SPEAKERS BUT NOT THE LEAST, THE TWO OF THEM ARE COMING FROM NRC. FOR THOSE WHO ARE NOT REALLY KNOW WHAT'S STANDS FOR NRC, IT STANDS FOR NATIONAL NUCLEAR REGULATION, COMMISSION. AND THE FIRST SPEAKER WILL BE CAPTAIN ANTHONY BARNES. HE IS A NATIVE OF SELENA, RIGHT? I DON'T KNOW WHETHER I PRONOUNCE CORRECTLY, FROM GEORGIA. HE GRADUATED FROM THE UNITED STATES NAVY ACADEMY IN 1981 AND DESIGNATED AS A NAVY FIGHT OFFICER IN APRIL 1983. PRETTY IMPRESSIVE. HE IS THE TEAM ORIENTED PROFESSIONAL WITH OVER 40 YEARS OF OPERATIONAL LEADERSHIP. EXPERIENCING A WIDE RANGE OF RESULT ORIENTED PROGRAMS. AFTER 31 YEAR CAREER IN THE NAVY, HIS FINAL MILITARY ASSIGNMENT WAS TO SERVE AS THE CHIEF DIVERSITY OFFICER OF THE STAFF OF THE SUPERINTENDENT OF THE U.S. NAVY ACADEMY. THE CURRENT SERVES AS THE PROGRAM MANAGER, AND EMPLOYMENT AT DIVERSITY MANAGEMENT AS -- AT THE NRC. HIS PRESENTATION WILL BE AND I SAY ONE OF THE BEST PRACTICE TO WORKPLACE TO WORK, SORRY, IN THE FEDERAL GOVERNMENT. THAT'S -- LET'S WELCOME ANTHONY. THANK YOU. [APPLAUSE] >> THANK YOU VERY MUCH. I'M A ROAMER SO I HATE TO STAND MIND THE PODIUM. BUT I GUESS WE CHANGED SLIDES WITH THIS THING? COUPLE OF ACKNOWLEDGMENTS. I LOVE WHEN DR. -- COMMANDSER CAI EARLIER, THIS IS NOT RETRIBUTION TO NRC. I TEND TO SAY SCARY THINGS SOMETIMES SO I DON'T WANT PEOPLE TO THINK THAT'S OUR AGENCY POINT OF VIEW. SOMETIMES IT'S ONLY MINE. SO SHE DID A VERY GOOD JOB OF TOKER MALI SAYING THAT IT'S HER OWN THOUGHT. THESE ARE MY THOUGHTS. I ALSO WANT TO ACKNOWLEDGE MY COLLEAGUE MAY MA WITH ME TODAY. UNFORTUNATELY DONALD CHOPPING AS VERY IMPORTANT PEOPLE GET CALLED OUT FOR OTHER IMPORTANT THINGS SO DR. CHUNG IS NOT WITH US TODAY. BUT MAY MA AND DR. CHUNG ARE THE CHAIR AND DECLARE OF THE NATIVE AMERICAN ADVISORY COMMITTEE. I DO NEED TO GIVE ACKNOWLEDGMENT TO MY COLLEAGUE BONITA WHITE. I HAVE BEEN AT SO MANY PRESENTATIONS AND YOU GUYS ARE SO FORTUNATE AT HHS TO HAVE HER AND HER MANY YEARS OF EXPERIENCE, I WILL TELL YOU MY PREVIOUS BOSS MS. BARBARA WILLIAMS, THESE LADIES FOUGHT IN THE TRENCHES BACK WHEN THINGS WEREN'T SO GOOD IN THE CIVIL RIGHTS ARENA AND BEING INVOLVED IN EEO WAS NOT SOMETHING NECESSARILY PLEASANT ALL THE TIME. I I'M A HIGH ENERGY GUY. LET'S START OFF WITH A GOOD AFTERNOON. BETTER THAN THAT. GOOD AFTERNOON. >> GOOD AFTERNOON. >> I KNOW YOU HAVE BEEN SITTING ON YOUR BRAIN BUTTONS A WHILE AFTER LUNCH BUT THERE'S A CERTAIN RESPONSIBILITY WITH BEING THE LAST TWO BRIEFS TO HAVE DAY. I GET TO PICK YOU UP. ALSO ACKNOWLEDGE THOSE ON THE VIDEO CAMERAS OR PHONE IN, ET CETERA, THIS IS A WONDERFUL EVENT AND I FEEL HONORED WE WERE ASKED TO COME DOWN THE STREET FROM TWO MILES DOWN THE ROAD IN ROCKVILLE TO DELIVER THIS PRESENTATION. I HAVE GIVEN THIS PRESENTATION A LOT OF VERSIONS. THERE'S SLIDES I WANT TO GO THROUGH QUICKLY AND MAY HAS SOME SLIDES BUT THE REAL MEAT IS YOUR QUESTIONS, WHAT YOU'RE MOST INTERESTED IN IS WHAT I'M MOST INTERESTED IN, WHAT I TELL MOST PEOPLE WHAT INTERESTS MY BOSS, FASCINATES ME. YES, IT'S OKAY TO CHUCKLE EVERY NOW AND THEN. SO GOING THROUGH THE SLIDES. I WANT TO TALK ABOUT WHAT I THIS I IS SOME OF THE REASONS WHY WE ARE ONE OF THE MOST WONDERFUL PLACES TO WORK IN THE FEDERAL GOVERNMENT. THE MOST POPULAR PLACE THESE DAYS LAST SEVERAL YEARS HAVE BEEN NASA. SO I APPRECIATE YOU DIDN'T INVITE NASA, YOU INVITED US BUT PEOPLE ASK ALL TIME WHAT MAKES NASA SO GOOD? ONE NAME FOR YOU, HIS NAME IS CHARLIE BOLDEN. CHARLIE BOLDEN IS THE ADMINISTRATOR OF NASA. ONE OF MY MENTOR WHENCE I GRADUATEED FROM THE ACADEMY, HE'S THE CLASS OF 1967 GRADUATE. RETIRES IN TWO STAR MARINE AVIATOR, AND THREE OR FOUR SPACE MISSIONS. HE IS O THE CHIEF DIVERSITY OFFICER OF NASA. CAN YOU GET YOUR ADMINISTRATOR TO MAKE THAT SAME CLAIM? IT STARTS AT THE TOP. THAT'S SOMETHING THAT MAKES US ONE OF THE BEST PLACES TO WORK. EVERY TIME WE HAVE A SPECIAL EVENTS PROGRAM, A LUNCHEON OR DINNER, OUR HEAD COMMISSIONER IS AT THAT EVENT. IF HE'S IN TOWN. IT TAKES A PERSONAL COMMITMENT FROM LEADERSHIP TO MAKE A DIFFERENCE. AND I CONSIDER MYSELF TO BE A GAME CHANGER, I HAVE BEEN TO THE OPM MASTER GAME CHANGER COURSE SO I WILL TELL YOU ABOUT THE NEW INCLUSION QUOTIENT. SOMEBODY ASKED ABOUT THE FEDS, THERE'S 20 QUESTIONS ON THE FEVS WE UTILIZE TO MEASURE INCLUSION QUOTIENT OF ANY AGENCY. VARIANT IN MY BRIEF I'LL FLIP QUICKLY THROUGH THOSE 20 QUESTIONS. BUT WHEN YOU TAKE A TREND YOUR INCLUSION QUOTIENT YOU START TO FIGURE OUT NOT WHAT SOMEBODY SAYS ABOUT YOUR AGENCY BUT WHAT YOUR OWN PEOPLE SAYS ABOUT THE AGENCY, THAT MAKES THE EMPLOYMENT VIEWPOINT SURVEY IMPORTANT. WE GET 70% PARTICIPATION RATE ON OUR EMPLOYMENT VIEWPOINT SURVEY OVER THE LAST SEVERAL YEARS. WHY? BECAUSE WE SHOW PEOPLE VISIBLY CHANGES WE MAKE BASED ON WHAT THEY SAID ON THE VIEWPOINT SURVEY. OTHERWISE IT'S AN ANNUAL SOMETHING YOU SPEND 20 MINUTES FILLING OUT, COMES THIS TIME OF YEAR EVERY YEAR. PEOPLE DON'T SEE CHANGE. IF PEOPLE DON'T SEE SOMETHING HAPPENING, BECAUSE THEY SPENT THAT 20 MINUTES THEY WILL STOP DOING IT. YOU'RE 50% IS NOT BAD. I WILL TELL YOU, 35% RESPONSE RATE IS CONSIDERED TO BE A VALID SURVEY BUT WHEN YOU'RE DOWN IN THE 30s, WHO'S FILLING OUT THE SURVEY? THE COMPLAINER, THE DISENFRANCHISED THAT GOT SOMETHING TO SAY. WHEN YOU GET A MORE BALANCED VIEW AT A LARGER PARTICIPATION RATE YOU GOT A MUCH BETTER DEAL HERE. MUCH BETTERED INFORMATION. SO THE YU IQ IS INCLUSION QUOTIENT BECAUSE IT'S THE SMARTER WAY WE DO THINGS TOGETHER, THAT'S THE KEY, TOGETHER. WE ARE SMARTER THAN ME. THE RESEARCH IS THERE, FOLKS. I FEEL INADEQUATE TALKING TO SUCH AN UNCREDIBLY SMART HIGHLY EDUCATED GROUP OF FOLKS. BECAUSE YOU UNDERSTAND THIS STUFF. MY ENGINEERS AND SCIENTISTS AT MYOGEN SY THEY UNDERSTAND IT. THEY GET IT. THE RESEARCH IS THERE, TO SAY A GROUP OF PEOPLE WILL ALWAYS OUTPERFORM ANY SINGER PERSON NO MATTER HOW MUCH THAT EXPERT THAT SINGLE INDIVIDUAL IS. SO THESE ARE THE WONDERFUL THINGS THAT RESULT WHEN YOU HAVE THIS INCLUSION QUOTIENT GAUGEMENT, COLLABORATION, RETENTION, PRODUCTIVITY, TEAM WORK, ALL THESE THINGS ARE ENHANCED WHEN PEOPLE FEEL THAT WE DID THIS TOGETHER ADS A TEAM. I WANT TO WARN YOU, IF YOU PEER A SIMILAR ALL THINKING GROUP OF FOLKS THEN YOU THINK WE NAILED THAT QUESTION. WE ALL AGREE IT WAS A WONDERFUL OUTCOME, WE TORE IT UP. IN MANY A DIVERSE GROUP OF PEOPLE, WHAT HAPPEN? WE COULDN'T AGREE ON ANYTHING. I'M NOT SURE WE GOT EVEN CLOSE TO THE RIGHT ANSWER. WITH DIVERSITY COMES CONFUSION. WITH DIVERSITY COMES DISAGREEMENT, YOU HAVE TO FIGHT THROUGH THE DISAGREEMENTS TO GET TO WHERE THE SWEET SPOT IS. SO OUT WITH THAT OLD IQ. EVERYBODY KNOW WHAT IS THE OLD IQ IS. MENT INTELLIGENCE QUOTIENT. THIS IS MY 137 AND I HAVE A 165 AND LOOK AT MY DEGREE AND HOW SMART I AM. OUT WITH THE OLD WAY OF THINKING. IN IF WITH GROUP SMARTS. GROUP SMARTS WILL ALWAYS OUTPERFORM A SINGLE INDIVIDUAL. I SAID IT AGAIN. BECAUSE THIS NEW IQ IS ABOUT INCLUSION QUOTIENT, IT'S COLLECTIVE INTELLIGENCE, IT'S INTENTIONAL DELIBERATE AND PROACTIVE WAYS TO INCREASE THE OVERALL WORK GROUP PERFORMANCE BY MAKING PEOPLE FEEL WHAT? THEY BELONG AND ARE UNIQUELY VALUED TO WHAT THEY BRING TO THE TABLE. THAT IS YOUR GOAL, THIS IS WHAT YOU WANT TO HEAR PEOPLE SAY WHEN THEY LEAVE WORK EVERY DAY, IT'S LIKE BEING AT HOME WHEN COME TO WORK. I'M ABLE TO BRING MY WHOLE SELF TO WORK. WHAT DEMOGRAPHIC IS THAT? THAT'S THE LGBT COMMUNITY. THEY'RE NOT BRINGING THEIR WHOLE SELF-TO WORK IF THE ENVIRONMENT IS NOT SAFE. I FEEL THAT MY UNIQUE CONTRIBUTION WAS VALUED, MY PERSPECTIVE WAS CONSIDERED. I GOT A SAY IN WHAT HAPPENS. THIS IS WHAT YOU HAVE WHEN YOU BUILD INCLUSIVE ENVIRONMENT AMONG A DIVERSE GROUP OF INDIVIDUALS. SO WE'RE SMARTER LIKE THIS, RIGHT? YOU CAN MAKE THESE INDIVIDUAL CONNECTIONS POSITIVE SUM GAME RESULT BECAUSE YOU'RE INTERACTIVE AND YOU CAN GO ANYWHERE IN THE SPHERE AND MAKE CONNECTIONS AND LEARN FROM SOMEBODY. REGARDLESS OF GRADES, RANKS, RACE, GENERAL ETHNICITY. WE'RE LESS SMART LIKE THIS. WE BUILD INDIVIDUAL SILOS, WE'RE THE GREEN CAN'T TALK TO BLUE AND RED CAN'T TALK TO THE ORANGE. WE'RE LIMITED IN HOW FAR WE CAN SHARE OUR EXPERIENCE, WE EVEN LESS MORE THAN THIS, I'M GS 15, I'M SORRY, I JUST DON'T COMMISERATE WITH 13 AND 14, THAT'S BENEATH ME. WE CAN'T DO DATE LIKE THIS. WE INCREASE THE HIRE ASH KY AND MAKE IT I FEEL -- HIERARCHY TO COMMUNICATE UP OR LEAD UP, ANYBODY READ THE BOOK MANAGING YOUR BOSS? VERY EFFECTIVE. WHETHER ENYOU UNDERSTAND WHAT MAKES MY BOSS INTERESTED MAKES ME FASCINATED. RIGHT? I FEEL WOEFULLY INADEQUATE TO TALK ABOUT THE SOCIOLOGY OF THE BRAIN TO A BUNCH OF MEDICAL PROFESSIONALS. CAPTAIN BUT, I JUST, I WANT TO DO MY BEST, NON-TECHNICAL AVIATOR FROM THE NAVAL ACADEMY, I'M GOING TO TELL YOU ABOUT THE PHYSIOLOGY OF THE BRAIN. HERE IS HARD, WHO. STARTING FROM THE BOTTOM. THAT'S CT SCAN ACTIVITY SOCIAL PAIN, PHYSICAL PAIN, I GOT SMACKED IN THE MOUTH. THAT'S THE ACTIVITY, WHERE IT HAPPENS. WHAT DO YOU NOTICE ABOUT THE SOCIAL PAIN UP TOP? IT'S THE SAME THING. I WASN'T ASKED TO CONTRIBUTE ON THAT PROJECT. I GOT LET LEFT OUT MEETING. I HEARD THIS FROM A YOUNG Ph.D. HISPANIC INDIVIDUAL FROM ANOTHER AGENCY THE OTHER DAY. THEY BROUGHT ME ON BOARD FROM DIVERSITY AND SAT ME IN THE CORNER AND DIDN'T ASK MY OPINION. WHAT A WASTE OF TALENT IS THAT. BOTTOM LINE IS, IT AFFECT IT IS HUMAN BEING THE SAME WAY. SOCIAL DISGRACE VERSUS PHYSICAL PAIN, DON'T WORRY ABOUT SOCIALLY DISRESPECTING SOMEBODY, SMACK THEM IN THE MOUTH. YOU WILL GET THE SAME RESULT. RIGHT? I DON'T RECOMMEND THAT. BUT THE RESULT IS THE SAME. THIS IS THE BANNER I WANT TO HANG UP AROUND EVERY GOVERNMENT AGENCY ACROSS THE NATION. INCLUSIVE INTELLIGENCE, INTENSAL DELIBERATE PROACTIVE ASSET INCREASE WORK GROUPS INTELLIGENCE BY MAKING THEM FEEL THEY BELONG, OR UNIQUELY VALUED, EVERYBODY HAS VALUE FOR YOUR UNIQUENESS NO MATTER WHAT IT IS. EDUCATION LEVEL. WHAT PART OF THE COUNTRY YOU GROW UP IN, RELIGIOUS BELIEF, YOUR SEXUAL ORIENTATION. YOUR EDUCATION LEVEL, GRADE LEVEL, ALL THESE DIFFERENCE. SOMEBODY MENTIONED EARLIER ABOUT DIVERSITY THAT EXISTS WITHIN THE ASIAN CULTURE. WE VALUE THAT. EVERY YEAR THIS TIME OF YEAR, ASIA-PACIFIC AMERICA MONTH, THE COMMITTEE HAS CELEBRATED ONE DIFFERENT ASPECT OF THEIR DIVERSITY WITHIN THEIR OWN CULTURE. THIS YEAR WE'RE DOING A HAWAIIAN THEME. LAST YEAR IT WAS PACIFIC RIM THEME. THEY'LL DO KOREAN THEME ONE YEAR, IT'S ALL DIVERSITY OF YOUR CULTURE. BY THE WAY, YOU DON'T HAVE THE MARKET CORNERED ON THAT, HISPANIC COMMITTEE DOES THE SAME THING. MEXICAN AMERICAN, PUERTO RICAN. GUATEMALAN. ALL THESE HISPANICS ALL WITHIN THE SAME CULTURE, IT'S TO BE CELEBRATED, VALUED. APPRECIATED. RESPECTED. THIS IS THE BANNER, I WANT TO MAKE AS BIG AS A FLAG AND HANG ACROSS THE ENTIRE BUILDING BECAUSE THIS IS THE FACT. IF YOU DON'T INTENTIONALLY DELIBERATELY AND PROACTIVELY INCLUDE THEN YOU WILL UNINTENTIONALLY EXCLUDE. FACT OF LIFE. YOU HAVE TO TRY. THIS DOES NOT COME NATURALLY TO PEOPLE. TO BE INCLUSIVE. YOU HAVE TO MAKE IT YOUR MANTRA. YOU HAVE TO DEMAND IT FROM YOUR SUBORDINATES AND YOU HAVE TO DEMAND IT FROM YOUR SUPERIORS. IF YOU ARE A SUPERVISOR MANAGER, I HATE THE TERMS BOTH OF THEM, TO ME, MY BACKGROUND 31 YEARS IN THE NAVY I KNOW LEADERSHIP. I KNOW A LITTLE BIT ABOUT LEADERSHIP. I KNOW THIS, IF YOU DON'T VALUE APPRECIATE AND RESPECT PEOPLE THEY WON'T VALUE APPRECIATE AND RESPECT YOU. IF YOU ARE LEADER SUPERVISOR MANAGER IN THIS ROOM AND YOU TOLERATE, YOU ALLOW DISRESPECT AND DISCRIMINATION TO HAPPEN, UNDER YOUR CHARGE, YOU'RE VIOLATING THAT YOU RAISE YOUR RIGHT HAND AND YOU TOOK AN OATH. YOU SAID I WILL PROTECT AND DEFEND THE CONSTITUTION OF THE UNITED STATES AND YOU'RE GOING TO PROTECT THOSE PEOPLE THAT YOU HAVE THE PLEASURE, THE BENEFIT, TO TAKE CARE OF AND BE IN CHARGE OF. IF YOU DON'T INTENTIONALLY DO THESE THINGS, YOU WILL UNINTENTIONALLY EXCLUDE. HERE ARE THOSE FOXY QUESTIONS, FIVE HABITS OF INCLUSIVE LEADERSHIP. FOCSE. FAIRNESS. THOSE ARE THE FIVE QUESTIONS THAT HAVE BEEN ON EVERY TEST -- EVERY EMPLOYMENT VIEWPOINT SURVEY SINCE 2008. VICE PRESIDENT CHANGED. WE CAN TRACK THEM CHART THEM, I DO THIS FOR EVERY OFFICE IN THE NRC, FIVE THIS YEARS, SIX YEARS OF THE F HOW HAVE YOU CHAINED FAIRNESS WISE. BECAUSE I DONE TELL THEM, I DON'T KNOW WHY THE VECTOR CHANGED BUT I KNOW THIS, I KNOW THAT YOU KNOW THE REASON WHY, IF YOU'RE AN EFFECTIVE LEADER. WE CHANGE DIVISION DIRECTORS THAT'S WHY THE DIVISION CHANGED, HE WAS A BELOVED VISION DIRECTOR. THERE'S OPENNESS, THERE ARE FOUR QUESTIONS ASSOCIATED WITH IT. THIS BRIEF BELONGS TO YOU GUYS WE CAN KEEP AND USE AND PRINT ALL YOU WANT YOU WANT. THERE'S COOPERATIVENESS, TWO QUESTIONS DEFINE IT, SUPPORTIVENESS, FIVE QUESTIONS FOR SUPPORTIVENESS AND EMPOWER. THESE ARE FIVE HABITS OF INCLUSIVE LEADERSHIP, THEY NEED TO BECOME HABITS. LIKE ANY OTHER HABIT YOU HAVE SHOULD BE HARD TO BREAK. I SHOULDN'T HAVE TO WORK HARD TO BE FAIR. THAT'S WHO I AM, THAT'S WHAT I DO. I SHOULDN'T HAVE THE WORKETH I WHEN IT BECOMES A HABIT, IT'S THERE, JUST LIKE YOU TURN ON YOUR TURN SIGNAL WHEN YOU MAKE A TURN. FIVE MINUTES LATER YOU DON'T REMEMBER DOING IT BUT YOU DID IT, YOU KNOW YOU DID IT. I WILL END THERE BECAUSE I WANT MAY MA TO COME DO HEARSE, THEN WE'LL ENTERTAIN QUESTIONS TOGETHER. THANK YOU FOR YOUR ATTENTIVENESS, MORE THAN I DESERVE. THANK YOU. [APPLAUSE] >> NEXT SPEAKER IS MR. MAY MA, SHE IS DIVISION DIRECTOR OFFICE OF ADMINISTRATION IN THE NRC. A STUDY MENTIONED MAY MA IS GRADUATE FROM 2013 AND 14 AAGEN SES CANDIDATE DEVELOP PROGRAM. SHE'S ALSO WILL BE SHARING HER EXPERIENCE WORKING AT THE NIC AS THE BEST PLACE FOR FEDERAL GOVERNMENT. LET'S WELCOME MAY, PLEASE. [APPLAUSE] PLEASE. >> GOOD AFTERNOON, MY NAME IS MAY MA, I'M FROM THE NUCLEAR REGULATORY COMMISSION. I'M CURRENT CO-CHAIR FROM NRC ASIAN PACIFIC AMERICAN ADVISORY COMMITTEE, IN SHORT ALSO CALL OURSELVES APAC. DR. TON WHO ALSO IS CURRENT CHAIR OF AAGEN HAD TO HOST A TECHNICAL MEETING TODAY AND WON'T BE ABLE TO BE HERE WITH US SO DR. CHAN AND CHANGE -- DR. CHANG -- BUILD LEGACIES. FOR TODAY'S PRESENTATION I WOULD LIKE TO INTRODUCE TO OUR HHS PARTNERS AND NRC ASIAN PACIFIC AMERICAN ADVISORY COMMITTEE, WE CALL AAGEN, AGAIN, WHO WE ARE, AND WHAT WE DO. AT NRC. NEXT SLIDE. APAAC. AT THE U.S. NUCLEAR REGULATORY COMMISSION DIVERSITY MANAGEMENT DIVERSITY COMMITTEE WITH WAS PROGRAM MANAGER REPRESENT IT IS COLLECTIVE VOICE OF NINE VOLUNTEER GROUPS, I'M SORRY. ONE SECOND. OKAY. IT AUTOMATICALLY PLAYED SOMEHOW. SO APAAC IS ONE OF THE NINE EEO ADVERSARY COMMITTEES. NRC APAAC HAS A FULL MEMBERSHIP OF 15 PEOPLE AND A GROWING WAITING LIST. WE ALSO HAVE FIVE SES ADVISORS ARE SERVING AS MENTORS AND COACHES. I'M SORRY. THIS IS SOMEHOW PROGRAMMED AUTOMATICALLY. AS AN ORGANIZATION APAAC ESTABLISHES A CLEAR MISSION THAT HAVE BEEN DEVELOPED AND SPORED BY ALL MEMBERS. WE HAVE THREE SPECIFIC GOALS AND ACHIEVABLE. WE HAVE THREE SPECIFIC AND ACHIEVABLE GOALS. SO LET LOOK AT VISION MISSION AND GOALS. THERE IS NOT MY SLIDES ANY MORE. DISEASE PROGRAMMED. TIMED. SO THIS IS A MISSION AND ALL THREE ACHIEVABLE GOALS. SO THIS IS A TYPICAL AGENDA WHAT NRC APAAC DOES IN A YEAR. HOST ANNUAL APAAC CULTURAL EVENS IN MONTH OF MAY WILL PROMOTE SES DP PROGRAM WHICH DR. HU JUST TALKED ABOUT. WE FACILITATE PROFESSIONAL DEVELOPMENT ACTIVITY AND ALSO HOST LUNCH AND LEARN TECHNICAL WORKSHOP. WE'RE WE WILL TALK MORE ABOUT THIS AS I SHOW YOU SOME PICTURES WHICH YOU HAVE ALREADY SEEN TAKEN FROM THOSE FUN MEANINGFUL EVENTS. THE NEXT TWO SLIDES ARE PICTURES TAKEN IN 2013 AND 2014. FROM ANNUAL APAC CULTURE EVENT IN MONTH OF MAY WHEN WE CELEBRATED ASIAN AMERICA PACIFIC ISLANDER HERITAGE AS WE WERE HERE TODAY. IN 2013 NRC APAAC FOCUSED ON THE KOREAN CULTURE. THE ANNUAL APAAC CULTURE EVENT IS VERY POPULAR ACTIVITY IN NRC. AS TONY MENTIONED. NRC SENIOR MANAGEMENT INCLUDING THE GERMAN COMMISSIONERS AND OFFICE DIRECTORS NORMALLY PARTICIPATE IN THOSE EVENTS. THIS IS ALWAYS A GREAT, GREAT OPPORTUNITY FOR US APAAC TO REACH OUT TO PROMOTE ASIAN PACIFIC ISLANDER CULTURE TO BROADCAST MESSAGES IN SUPPORT OF DIVERSITY AND INCLUSION. AND ADVOCATE FOR APAAC VISION, MISSION AND GOALS. SO IN 2014, (INAUDIBLE) WAS AN IMMEDIATE HIT DURING THE ANNUAL EVENT TO CELEBRATE PACIFIC ISLANDER CULTURE. SO THIS SLIDE -- X THIS OUT. THANK YOU BACK THERE. OKAY. SO WE'RE TALKING ABOUT THE SES DP PROGRAM AGAIN. ONE OF THE THREE GOALS IN APAAC IS TO DEVELOP THE AGENCY FUTURE LEADERS THROUGH PROFESSIONAL DEVELOPMENT. APAAC HAS DONE A VERY SUCCESSFUL JOB TO INFLUENCE NRC TO SUPPORT S E S DEVELOPMENT PROGRAM. THIS IS A PICTURE OF ME AS 2014 GRADUATION INDUCTIONS CEREMONY. THE WOMEN IN THE MIDDLE, HER NAME IS MANA, OUR DIRECTOR OF OFFICE OF SMALL BUSINESS AND CIVIL RIGHTS. SHE'S ALSO MY MENTOR. THIS YEAR 2016, MANA AND NEWLY APONTED OFFICE DIRECTOR FOR OFFICE OF SMALL BUSINESS AND CIVIL RIGHTS ATTENDED THE SES DP INDUCTIONS CEREMONY. AGAIN, THE TONE IS FROM THE TOP. SO FAR NRC HAS FOUR GRADUATES FOR THE DP PROGRAM AND THREE NRC MANAGERS INVOLVED IN THE CURRENT PROGRAM. IN 2015 WE CELEBRATED THE INDIAN CULTURE. WE INVITED DISTINGUISHED GUESTS, REAR ADMIRAL JOHN HEEL AS SHOWN IN THE PICTURE TO THE LEFT. JOHN IS A PROGRAM EXECUTIVE OFFICER OF INTEGRATED WARFARE SYSTEM OF THE U.S. NAVY. HE WAS KEYNOTE SPEAKER AT 2015 CULTURE EVENT. APAAC PROMOTES AND LEADS EFFECTIVE COLLABORATION WITH OTHER EEO COMMITTEES IN NRC, THIS IS A PICTURE OF DR. SWAN TONY AND ME PARTICIPATING IN THE ANNUAL INITIATIVE OF FEEDING THE HOMELESS AT THE -- KITCHEN, HELPED BY THE HIS MANIC PROGRAM ADVISORY COMMITTEE. T NRC APAAC AND OTHER E,O COMMITTEES ARE WELL SUPPORTED BY THE SMALL BUSINESS AND CIVIL RIGHTS OFFICE. TONY IS THE PROGRAM MANAGER IN THIS OFFICE, TONY SUPPORT US IN MANY, MANY WAYS. HE'S ADVISOR, CHEERLEADER, OUR MENTOR, AND OUR COACH AND OUR FRIEND. SMALL BUSINESS CIVIL RIGHTS OFFICE SET TONE FOR NRC DIVERSITY INCLUSION PROGRAM, YES THANKFUL WE HAVE THIS STRONG RELIABLE SUPPORT AT NRC. PPAAC PARTICIPATE IN OTHER MEANINGFUL FOND EVENTS OUTSIDE OF NRC. SO DR. SWAN IS AVID RUN IRAND ME HAS COMPLETED OVER 50 MARE RON ON THISES, MARATHONS AS CHAIR OF APAAC SO NATURALLY HE BECOMES THE LEADER OF NRC'S RUNNING GROUP. INFLUENCED BY DR. TRINH, I MYSELF ALSO RUN THE 10-K PIKES PEAK LAST MONTH WITH MORE THAN 50 NRC RUNNERS. AGAIN, SOME OF US AT THE WALK AND RIDE COMPETITION. THIS IS A PICTURE OF APAAC MENTORS LEADING THE WORKSHOP, THE NEXT ONE WILL HAPPEN NEXT MONTH. COMMITTING TO APAAC GOAL ENHANCING MANAGEMENT AND LEADERSHIP SKILLS OF, AP,AC MEMBERS AN SUPPORTERS, APAAC FACILITATED MANY PROFESSIONAL DEVELOPMENT ACTIVITIES SUCH AS FLASH MENTORING HOW TO WRITE INDIVIDUAL DEVELOPMENT PLAN AND HOW TO AVOID DISASTROUS INTERVIEWS. IN ADDITION MOST APAAC MEMBERS ARE NUCLEAR ENGINEERS, WE NORMALLY WOULD HOST TWO TO THREE LUNCH AND LEARN TECHNICAL WORKSHOPS SUCH AS WORKING AT THE INTERNATIONAL ATOMIC ENERGY AGENCY, IAE, A. I WANTED TO EMPHASIZE THAT APAAC HOSTED ACTIVITIES ARE OPEN TO ALL NRC EMPLOYEES AND MANAGERS. THIS IS THE LAST SLIDE. DR. SWAN PROVIDED THIS PICTURE OF (INAUDIBLE) AND HAPPY OCTOPUS. IN APAAC WE WORK COLLABORATIVELY AND HAPPILY AS ONE TEAM. AND WE REACH OUT IN MULTIPLE DIRECTIONS TO KEEP ENGAGED AND INVOLVED IN MANY ACTIVITIES TO SUPPORT OUR MISSION TO SUPPORT NRC DIVERSITY AN INCLUSION GOAL AND DEVELOP THE AGENCY FUTURE LEADERS THROUGH PROFESSIONAL DEVELOPMENT, NETWORKING AND RECRUITMENT INITIATIVES. FINALLY WE LOOK FORWARD TO COLLABORATING WITH OUR HHS PARTNERS. THANK YOU. [APPLAUSE] >> THANK YOU FOR THE WONDERFUL PRESENTATION. (INAUDIBLE). WE ARE CONVINCED NRC IS A WONDERFUL PLACE, A FUN PLACE TO WORK, RIGHT? SO I THINK WE DO HAVE -- WE ARE DOING VERY WELL THIS AFTERNOON. IN TERMS OF TIMING AND WE HAVE QUESTIONS AND ANSWERS THEN GEORGE WILL GIVE US SOME CLOSING REMARKS. SO I HOPE WE CAN (INAUDIBLE). >> WORKING NOW? OKAY. I HAD TO MENTION THAT EVERYONE AT NRC IS REQUIRED TO GET TRAINING. THAT'S CORRECT? I HEARD YOU MENTION ALL THE EMPLOYEE AND MANAGER -- GET SOME KIND OF TRAINING. I THINK -- I DON'T KNOW -- DO IT SOMEHOW, BY THE WAY, HOW BIG IN TERMS OF AGENCY INTERNAL NUMBER PLOY -- IN TERMS OF NUMBER OF EMPLOYEES AT THE NRC? >> WE USED TO BE 3900, FOUR OR FIVE YEARS AGO. WE'RE DOWN TO 2900 BY CONGRESS DIRECTION BY 2020. SO WE'RE AN AGENCY IN DECLINE WHICH IS WHAT MAKES EMPLOYEE ENGAGEMENTS SO, SO VERY IMPORTANT RIGHT NOW. >> RIGHT. I AGREE. THAT'S THE KIND OF THING -- SO BASED ON WHAT YOU SEE, IN TERMS OF SURVEY, IN COMPARING WITH THE SPEAKER DEPARTMENT LIKE HHS, YOU HAVE 80,000, I DON'T KNOW IN TERMS OF SMALL AGENCY A LITTLE BIT MORE SOME QUICKLY ADAPT UNTIL THE CHANGES COMPARE WITH SPEAKER AGENCIES LIKE THE CONCEPT SMALLER GOVERNMENT PROBABLY MUCH EASIER TO HANDLE COMPARE WITH THE (INAUDIBLE) GARMENT. THAT'S THE KIND OF THING THAT I THOUGHT WELL, THE MODEL FOR THE SMALL AGENCY HOW CAN YOU PROJECT TO WORK OUT WITH THE LARGER AGENCY, ANY COMMENTS? >> ABSOLUTELY. AS I LOOKED DURING THE BREAK AT RESULTS YOU HAD THERE, LOOK AT THE FIVE QUESTIONS THAT MAKE UP THE FAIRNESS HABIT OF LEADERSHIP, IF YOU GO TO JUST ABOUT EVERY AGENCY IN THE ENTIRE FEDERAL GOVERNMENT, F IS THE LOWEST OF THE FIVE HABITS. THE FAIRNESS, IT'S KIND OF ASSOCIATED WITH THOSE QUESTIONS. 23 AND 24, THOSE ARE USUALLY THE LOWEST TWO POSITIVELY RESPONDED TO QUESTIONS. IN MY WORK UNIT, THOSE WHO WILL NOT PERFORM ARE DEALT WITH. THERE'S A LOW POSITIVE. THERE'S A RELATIVELY HIGH NEUTRAL BECAUSE PEOPLE DON'T KNOW WHAT HAPPENS TO LOW PERFORMERS. WE DON'T ADVERTISE. WE READ OUT THE MARRIOTT NORTH BETHESDA FOR THE ANNUAL MERITORIOUS AWARDS CEREMONY AND WE MARRED THE >> PROKERS I CROSS -- THE PERFORMERS ACROSS THE STAGE AND CELEBRATE. WE DON'T TALK ABOUT THE LOW PERFORMERS AND ADVOCATING THEM. I'M NOT ADVOCATING THAT WE DO BUT MOST AGENCIES THE LEAST PEOPLE KNOW ABOUT IS WHAT HAPPENS TO SOME OF THE PEOPLE WHO PARENT QUITE MEETING -- WHO AREN'T QUITE MEETING THE MARK. THAT'S O CONSISTENT ACROSS NEARLY NEVER AGENCY. THE OTHER IN MY NEARLY EVERY AGENCY, GREAT PERFORMANCE IS RECOGNIZED IN A MEANINGFUL WAY. THAT'S ANOTHER TOUGH ONE. BECAUSE THERE'S A COUPLE OF WAYS WE RECOGNIZE PERFORMANCE. IT'S USUALLY A CERTIFICATE YOU HANG ON YOUR WALL, YOU GOT SOME PEOPLE WITH PERFORMANCE AWARDS, WALLPAPERED ON THEIR CUBICLE. THAT LOVE THAT PAPER THAT SAID I DID GOOD. OTHER PEOPLE THEY WANT MONEY. THEY RUN OUT OF MONEY BEFORE MONTH SO $500 GOES A LONG WAY AS A RECOGNITION AWARD. OR THE MOST OTHER ONE IS TIME OFF AWARDS. WHAT HE WE DO AND WE KNOW THROUGH SURVEY, IF MAY MA NEEDS TIME OFF TO SEE HER SON PLAY SOCCER, SHE GETS THE PIECE OF PAPER. IF BONITA NEEDS THE MONEY, SHE GETS THE TIME OFF. SO WE MISMATCH WHAT THE MEANINGFUL WAY PIECE IS SO WE HAVE AN EFFORT TO GO OFFICE BY OFFICE AND TRY AND SUBSURVEY TO FIND OUT MEANINGFUL RECOGNITION TO YOU SO WE HAVE A BETTER CHANCE TO GET IT RIGHT. WE SEE THAT ANSWER GOO UP A LITTLE BIT. -- GO UP A LITTLE BIT. >> THE PEOPLE WHO SUBMIT THE SURVEY WOULD NOT FULLY UNDERSTAND WHAT THE MEANING. AND WOULD IT BE POSSIBLE THE AGENCY PROVIDE SOME KIND OF HINT, FOR EXAMPLE YOU REPORT THAT YOU ARE QUITE HAPPY, 50% OF THE TIME. SOMETHING LIKE THAT. SO GIVE SOME GUIDANCE, SO STREAMLINE IN TERMS OF THE RESPONSE, ACCORDING TO SOME KIND OF EXAMPLE YOU SAY NEUTRAL IT MEANS PROBABLY YOU ARE HAPPY THE WAY WITH YOU ARE. -- THE WAY YOU ARE. AND ONLY NEGATIVE BECAUSE YOU'RE NOT HAPPY THE WAY YOU ARE. AND THOSE KIND OF THINGS YOU MIGHT REALLY GIVE SOME KIND OF INPUT MORE MEANINGFUL IN TERMS OF RESPONSE TO THE SURVEY. PEOPLE CAN READ THE QUESTION AND INTERPRET IT IN DIFFERENT WAYS. BECAUSE SOUNDSES LIKE IF THE DATA DOESN'T REFLECT THE REAL SITUATION OR WAY THEY'RE THINKING THAT THE AGENCY UNDERSTAND PROBABLY THE RESULT PROBABLY WOULD NOT BE ANY SOME KIND OF VERY USEFUL IN A WAY TO MAKE ANY CORRECTIVE ACTION TO IMPROVE THE SITUATION. THAT'S THE KIND OF THING I THOUGHT PROBABLY WOULD BE SOMETHING THAT'S A THING -- TO THINK ABOUT. >> I BROUGHT THAT POINT UP IN ONE OF OUR DIVERSITY AND INCLUSION OPM MEETINGS THAT WE HAVE ONCE A QUARTERS OR SO. THAT'S SOMETIMES I DON'T THINK THE PEOPLE UNDERSTAND THE QUESTION SO IT'S HARD TO ANSWER. SUCH AS MY MANAGEMENT. ARE YOU TALKING ABOUT YOUR FRONT LINE MANAGERS, BRANCH CHIEF? DO YOU MEAN DIVISION DIRECTOR, MEAN OFFICE DIRECTOR, DO YOU MEAN SENIOR LEADSER SHIP? SO THERE'S MORE DEFINITION WHEN I SAY SENIOR LEADERSHIP BUT THERE'S CONFUSION WHEN YOU SAY YOUR LEADSER SHIP TEAM, THAT COULD BE ONE OF THREE OFFER FOUR DIFFERENT PEOPLE. SO THAT ON BOARDS CORRECT -- BOARD CORRECTLY L. WE -- WE NEED A BETTER WAY TO ADDRESS THE QUESTION THAT PEOPLE ARE ASKING. >> I THOUGHT FOR EXAMPLE MY AGENCY, WE HAVE A LOT OF SECURITY PEOPLE, I DON'T KNOW WHY HAVE SECURITY PERSONNEL. SOMETIME I SAY KIDDING TO MY COHORT, FEEL LIKE I'M IN JAIL BECAUSE I HAVE TO BE WATCHED BY A LOT OF PEOPLE. THAT'S THE KIND OF THING SOMETIME I GET LIKE THE SURVEY BASED ON THE FACILITY, IT PROVIDE INPUT FROM THAT SEEMS TO ME QUITE A LITTLE BIT WASTEFUL IN A WAY. THAT WE HAVE SECURITY PEOPLE, YOU KNOW, TOO MANY OF THEM, THAT ARE SMALL BUILDING, I DON'T KNOW HOW CAN YOU JUSTIFY WITH THAT BECAUSE WE MIGHT CARE ABOUT SAFETY MORE THAN ANYTHING ELSE, THAT'S WHY WE PUT EMPHASIS ON THAT. IT SEEM TO BE TINY THING BUT SEEMS TO ME I FEEL A LITTLE BIT -- WE CAN SAVE SOME MONEY -- LOOK FORWARD FOR THE SURVEY BUT DON'T HAVE IT ON SURVEY. >> SURVEY FATIGUE. WE'RE TAKING THE FEDS EVERY YEAR, EVERY THIRD YEAR WE HAVE AN AGENCY WE CALL THE INTERAGENCY SAFETY CULTURE SURVEY THAT'S JUST WITHIN THE NRC. AND SOME OFFICES HAVE SUBSURVEYS TO THAT. BUT I WILL STICK WITH THIS. NO MATTER HOW MANY SURVEYS YOU DO, WHEN PEOPLE SEE POSITIVE RESULTS OR ACTION THAT RESULTED FROM THEIR PARTICIPATION IN A SURVEY THEY WILL CONTINUE TO TAKE THAT SURVEY. >> OKAY. THANK YOU. DUE TO INTEREST OF TIME, WE CAN HAVE LAST QUESTION IF YOU HAVE SOME QUESTIONS. QUICK QUESTION AND ANSWER. OKAY? >> JUST REAL QUICK, I WORK IN DIVERSITY AND INCLUSION AND SOMETHING I HAVE OBSERVED OVER TIME IS THAT BECAUSE WE ARE DIVERSITY INCLUSION PROFESSIONALS, BECAUSE THAT'S WHAT OUR FOCUS IS, WE THINK WE KNOW IT AND WE THINK WE HAVE IT AND IT'S NOT EVEN REFLECTED IN OUR OWN WORKPLACES. DO YOU HAVE ANY SUGGESTIONS AS TO HOW THAT CAN BE ADDRESSED OR HOW THAT DISCUSSION CAN BE HAD? WITHIN THAT OFFICE >> EXCELLENT QUESTION. I WISH I HAD THE RIGHT ANSWER. JUST LIKE YOU, WE SOMETIMES THINK WE KNOW IT ALL. I'LL PUT IT THIS WAY, I THINK RIGHT ANSWER IS DON'T GET COMPLACENT. IF YOU DIVERSITY INCLUSION PRACTITIONER, I LEARN SOMETHING EVERY DAY THAT I DIDN'T KNOW THE PREVIOUS DAY. BECAUSE I TRY TO READ AND READ AND READ AND LEARN AND HANG OUT WITH EPIPOO L LIKE MS. BONITA AND WE HAVE A MENTOR OF OURS NAME, BRUCE STEWART WHO ALWAYS COMES UP WITH SOMETHING NEW AND THIS NEW IQ GENERATED A FEW YEARS AGO. THEN I JUST GOT AN EMAIL FROM BROWS ON -- MUST BE OVER THE WEEKEND OR FRIDAY, THAT'S GOT A LINK TO THE LADY THAT WAS HIS MENTOR. JULIET, SHE'S WRITTEN A BOOK WE SAY TWO HEADS ARE BETTER THAN ONE, WHICH TWO HEADS ARE BETTER THAN ONE, IT'S A GREAT BOOK. SO YOU HAVE TO KEEP LEARNING AND DON'T GET COMPLACENT THINKING YOU KNOW IT ALL BECAUSE THERE'S MORE GOODN 'T AROUND THE CORNER IN THE NEXT PIECE OF LITERATURE YOU READ. >> I ALSO ASK TO ENGAGE IN ACTIVITIES -- >> MICROPHONE PLEASE. >> TO ACTIVELY ENGAGE IN THE ACTIVITIES OF TEACHERS LIKE TONY ATTENDED OUR MEETINGS OF THE EIGHT COMMITTEE MEETINGS THE, THE EVENTS TO KNOW WHAT WE'RE PLANNING WHAT WE WANT TO DO, TO PROVIDE ADVICE TO US AND WE ALSO GIVE SUGGESTIONS, RECOMMENDATIONS HOW TO COLLABORATE ACROSS THE COMMITTEES. >> I MANAGE NINE COMMITTEES. LIKE MS. BONITA DESCRIBED, I'M SPECIAL PROGRAM EVANS MANAGER FOR ALL COMMITTEES AN ERGs, I GO TO EVERY MEETING AND WE MEET ON THE MONTHLY BASIS, NINE MEET EVERY MONTH BUT THAT'S WHAT I DO. >> >> IF YOU NEED HELP LET ME KNOW. I'M COME WORK WITH THE NRC AND HELP YOU OUT. >> CAREFUL WHAT YOU ASK FOR. YOU MIGHT GET IT. THANK YOU SO MUCH, DR. BAO. >> OKAY. THANK YOU. PAUSE PLUS [APPLAUSE] >> NOW WE ARE RIGHT ON TIME. THE LAST PROGRAM OF THE AFTERNOON WILL BE THE CLOSING REMARKS FROM GEORGE. SO I'M SORRY. (OFF MIC) >> I WANT TO TAKE THESE TWO MINUTES TO CONGRATULATE FAPAC ON WHAT YOU HAVE DONE. ONE OF THE -- YES. THAT'S AN APPLAUSE. [APPLAUSE] >> ONE OF THE QUESTIONS THAT WE HAD FROM DR. LEE THIS AFTERNOON FOR OUR PANEL THAT WE DIDN'T GET TO, ONE QUESTION WAS HOW WOULD WORKING TOGETHER MAKE MORE SIGNIFICANT IMPACT? HOW CAN WE BEST ENGAGE AAPI AND DHHS WORK FORCE IN ACTIVITIES, WHAT LESSONS CAN BE LEARNED BY FAPAC OR THE AAPI COMMUNITY FROM OTHER ETHICAL MINORITY ORGANIZATIONS. I WANT TO LET FAPAC KNOW THAT IN CASE YOU DON'T REALIZE IT, YOU HAVE BEEN A LEADER. YOU HAVE BEEN PIONEERS, PARTICULARLY IN THE AREA OF YOUR MENTORING PROGRAM. SO OTHER MINORITY GROUPS ARE LOOKING AT YOU. FOR THE LEADERSHIP THAT YOU HAVE PROVIDED. I'M NOT JUST SAYING THAT BECAUSE I HAVE JUST 214 MENTOR OF THE -- 2014 MENTOR OF THE YEAR. BUT YOU DO HAVE AN EXCELLENT PROGRAM THAT I SHARED WITH MANY OTHER ORGANIZATIONS SO THEY WILL BE ABLE TO COME TO YOU AND WHAT YOU CAN DO IN RETURN IS AS YOU HAVE BEEN DOING, MAKE SURE THAT THAT MENTORING PROGRAM IS OPEN TO EVERYONE TO PARTICIPATE. I WAS REALLY HONORED AND THRILLED. MY MEN TEE IS HERE. STANDS UP. [APPLAUSE] I WAS REALLY HONORED AND THRILLED TO HAVE BEEN A PART OF IT. AND TO FIND OUT HOW DIVERSE YOUR MENTOR PROGRAM WAS JUST AS AN EXAMPLE. SO I WOULD SUGGEST THAT ONE OF THE THINGS THAT YOU CAN DO IS OUTREACH TO OTHER ORGANIZATIONS. AND HELP THEM WITH MODELING THINGS LIKE THE MENTORING PROGRAM, AND IN EXCHANGE MAYBE THEY HAVE SOME PROGRAM THAT THEY CAN OPEN UP AND ALLOW YOU AND SO YOU CAN HAVE A RECIPROCAL RELATIONSHIP. THE OTHER THING I WOULD REALLY STRONGLY RECOMMEND IS THAT THERE BE MORE ACTIVE PARTICIPATION IN THE EMPLOYEE RESOURCE GROUP AND THAT YOU AS FAPAC AND OTHER AAPI ORGANIZATIONS IN THE DEPARTMENT, INTERACT TO COME TO SOME AGREEMENT ABOUT ALL YOUR COMMON GROUNDS AND HOW YOU CAN BE UNIFIED TO WORK TOGETHER GOING FORWARD. THANK YOU ALL SO MUCH. [APPLAUSE] Q. THANK YOU VERY MUCH. WONDERFUL SUGGESTIONS WE WILL MAKE SURE TO FOLLOW YOUR SUGGESTIONS AND THE DISCUSSION. VERY USEFUL POINT. NOW I WILL SAY A FEW WORDS ABOUT GEORGE, THAT MOST OF YOU MIGHT HAVE ALREADY KNOWN GEORGE, DON'T HAVE TO SAY ANYTHING MORE BUT HE IS KNOWN REALLY AS ONE OF THE JOINING (INAUDIBLE) FOR THIS FORUM, NOT JUST THIS FORUM BUT FOR THE PREVIOUS SEVERAL WORKSHOPS, MANY PEOPLE HAVE (INAUDIBLE) DIRECTIVES INCLUDING MYSELF. DURING THE DAY HE'S A REVIEWER, ACTUALLY HE MAKES SURE EVERY DRUG APPROVED BY FDA IS SAFE TO PATIENTS. BUT IN THE EVENING AND WEEKENDS, HOLIDAYS HE WILL BE WORKING FOR THE ASIAN AMERICAN COMMUNITY. LET'S WELCOME HIM TO GIVE US THE FINAL CLOSING REMARKS FOR TODAY'S FORUM. [APPLAUSE] >> THANK YOU. GOOD AFTERNOON. I WAS NOT SUPPOSED TO BE STANDING HERE, BUT SOMEBODY SAID GEORGE YOU NEED TO SPEAK SOMETHING. THIS WORKSHOP CANNOT HAPPEN WITHOUT LOTS OF FOLK. YOU ALREADY KNOW THIS. MS. BONITA WHITE. DR. JING YANG, I PUSH HIM, EVERY TIME WE STRUGGLE HE HELP US MAKE OUR WORK. NO IS THE WE HAVE AN EXCELLENT EMCEES TODAY. DR. TRINH LY AND DR. JING BAO. THERE'S ONE INDIVIDUAL ASK MANY QUESTIONS, GIVE MANY COMMENTS, DR. RONNIE PROSER FROM (INDISCERNIBLE) SAFETY IN APPLIED NUTRITION, SHE ACTUALLY HAS BEEN THE DRIVING FORCE IN THE LAST QUITE A FEW YEARS, FAPAC LEADERSHIP TRAINING. I HAVE TO TELL YOU I GIVE YOU SOME OF ANY COMMENTS. WE LEARN CHALLENGES THROUGH THOSE DATA. WE LEARN ACHIEVEMENT THROUGH THOSE BIG ACHIEVER, LEADING THE PROGRAM WITHIN OUR AGENCIES. WE ALSO LEARN FROM NRC. ONE OF THE BEST PLACE TO WORK. THEY MENTION NASA. REALITY, NASA PREVIOUS YIELD DIRECTOR NOW IS DIRECTOR OF DID I HAVE VERSETY INCLUSION IN OPM. THEY MENTION LEADERSHIP REALLY SUPPORT FULLY SUPPORT COMMITTEE DIVERSITY AND YIELD SUCCESSFUL, THAT'S THE KEY FOR EMPLOYMENT SATISFACTION OPERATION AND UNDERSTANDING. WE ARE FACING MANY DIFFERENT CHALLENGES THROUGH OUR DIFFERENT AGENCY MISSIONS. BUT I THINK TO MAKE PEOPLE REALLY LOVE TO WORK WITHIN OUR AGENCY, IS OUR KEY FOR THE MENTAL SUCCESS THAT WE SHOULD WORK TOGETHER I LIKE TO GIVE MANY OF YOU -- (INAUDIBLE) A FEW OF MY THINGS THAT I LEARN. BEFORE I GIVE THAT I REALLY WANT TO THANK MANY OF YOU COME, SOME CAME FROM (INAUDIBLE) FROM CMS TO HELP US TO -- HELP US, EVERYBODY TO LEARN AND ALSO LEARN FOR THEIR AGENCY. REMEMBER THREE WORDS, AABC, YOU ALWAYS BE ADAPTIVE, ALWAYS BE PREPARED. YOU ALWAYS COMMITTED. THAT'S THE WAY TO SUCCESS FOR AN INDIVIDUAL OR AS AN ORGANIZATION. THE OTHER THING I WANT TO SHARE IS A VERY CRITICAL C. C START FROM CHARACTER. LEADERSHIP CHARACTER. PROFESSIONAL COMPETENCE. COMPETENCE. COMMITMENT JUST LIKE ANY ONE OF YOU SITTING HERE, YOU COMMITTED YOURSELF CAREER AND COMMITTED FOR YOU AGENCY. YOUR UNIT. THE LAST ONE IS MORE CRITICAL. HOW DO YOU FOLD IN ASIAN PACIFIC HERITAGE PROFESSIONAL, COMMUNICATION. SO I'M GOING TO GIVE YOU FOUR Cs. CHARACTER, COMPETENCY, COMMITMENT AND COMMUNICATION. AND I GIVE YOU A, B, C. BE ADAPTIVE ALL THE TIME. PREPARE ALL THE TIME. AND COMMIT ALL THE TIME. LAST YEAR SEPTEMBER 21st WAS MR. TYRELL BANKS HELP AND MS. -- MS.TY BRA WHICH YOU, WE HAD VERY SUCCESSFUL EVENT CALLED COMMUNICATION FOR SUCCESS, YOU CAN FIND FROM NIH RECORDING THE SAME WEBSITE THAT LISTEN IN TODAY. SEPTEMBER 25th, YOU WILL LEARN MANY THINGS. SO WITHOUT FURTHER COMMENTS, I WISH YOU HAVE A GOOD DAY, GOOD CAREER, ONE DAY YOU MAY BE ABLE TO HELP OTHERS BY STANDING HERE. GIVE ADVICE. DON'T FORGET YOUR FEEDBACK MATERIAL, GIVE (INAUDIBLE) MONIQUE. RAISE YOUR HAND, WE NEED YOUR FEEDBACK. THE FINAL THING I WANT TO SAY, BECAUSE WE LEARN SO MANY THINGS, PEOPLE ARE REALLY LOOKING FOR LEADERSHIP TRAINING. PARTICULARLY FOR SES. HOPEFULLY WE CAN HAVE ONE SESSION THIS YEAR'S TRAINING SESSION, OPEN TO EVERYONE. IN HERE. WHEN I SAY EVERYONE, MEANS IN THE WHOLE SPAN, IF YOU'RE INTERESTED YOU'RE WELCOME TO COME. TEN YEARS AGO I HAVE HAD ONE SESSION IN DIFFERENT -- THAT CAN HOLD 700 -- IN THAT BUILDING, IT CAN HOLD 700 PEOPLE, IT WAS HELD BY HISPANIC FOLK FOCUS GROUP, I WAS ONE BECAUSE THEY WELL DOCUMENT EVERYONE. I TELL YOU, THE WHOLE ROOM IS FULL. NOT ONLY THERE, THEY HAVE 200 TO 400 PEOPLE IN THE (INAUDIBLE) ROOM. I HOPE THE FUTURE ASIAN PROFESSIONAL CAN UNDERSTAND. THE CRITICALITY OF SOFT SKILL POWER SKILL NETWORK, MENTOR SHIP, MENTEEE SELECTION IS CRITICAL FOR OUR CAREER. WITHOUT FURTHER ADIEU, HAVE A GOOD EVENING. THANK YOU, EVERYBODY. LET'S THANK ONCE AGAIN ALL THE SPEAKERS, LET'S GIVE THEM A ROUND OF APPLAUSE. [APPLAUSE] >> HAVE A GOOD WEEK.