>> WELCOME THANK YOU FOR JOINING I'M MARIE BERNARD AND I'M DELIGHTED TO KICK OFF THE TWO-DAY EVENT. WE'RE GOING TO COVER COHORT RECRUITMENT PROGRAMS WITHIN THE BROADER CONTEXT OF THE SCIENTIFIC ENDEAVOR AND DELVE INTO THE SCIENCE INTO THEIR EFFECTIVENESS. COHORT RECRUITMENT OR CLUSTER HIRES CAN TAKE DIFFERENT FORMS THE TERM IS FACULTY IN MULTIPLE DEPARTMENT TO ENHANCE DIVERSITY AND PROMOTE INSTITUTIONAL CULTURE CHANGE. EVIDENCE FROM ACADEMIC SETTINGS SUGGEST SUCH PROGRAMS CAN MAKE SCIENCE AND MEDICINE MORE INCLUSIVE BY FOSTERING COLLABORATIVE SUPPORTIVE WORKING ENVIRONMENTS. A GREAT EXAMPLE HAS BEEN THE SUCCESS OF THE NIH DISTINGUISHED SCHOLARS PROGRAM. THIS IS A PROGRAM BUILT ON TWO COHORT RECRUITMENT PROGRAMS GROUPS OF SCIENTISTS INVITED TO BUT FORWARD THEIR BEST SCIENCE AND MATCHED WITH THE CENTER THAT BEST MEETS THEIR NEEDS AND THAT PROGRAM HAS BEEN SUCCESSFUL IN INCREASING DIVERSITY IN THE TENURE TRACK OF INTRAMURAL SCIENTISTS AT NIH BUT WITH THE ADDITION OF THE SCHOLARS COMPONENT ALLOWING THE BEST OF THE INDIVIDUALS TO APPLY TO BECOME A SCHOLAR AND IF SELECTED BECOME A SELF-REINFORCING COMMUNITY AND MEET ON A REGULAR BASIS AND GET EXTRA MENTORING AND THERE'S ATTENTION TO THE CLIMATE AND THE SUPPORT THAT'S PROVIDED IN GENERAL. THAT'S BEEN ASSOCIATED WITH EXPONENTIAL INCREASE IN THE DIVERSITY OF SCIENTISTS IN THE INTRAMURAL TENURE TRACK PROGRAM AT NIH. SO MUCH SO THAT NIH CHOSE TO REPLICATE THIS FOR OUTSIDE INSTITUTIONS AND OFFERING THE FACULTY INSTITUTIONAL RECRUITMENT FOR SUSTAINABLE TRANSFORMATION FUNDING OPPORTUNITY. IT WAS RELEASED IN FISCAL YEAR '21. THE SECOND FOR '22 AND THE '23 COMPETITION WAS JUST ANNOUNCED. THERE'S ALSO INSTITUTIONAL RESEARCH AND ACADEMIC CAREER DEVELOPMENT AWARD PROGRAM AND THE MAXIMIZING OPPORTUNITIES FOR SCIENTIFIC AND ACADEMIC INDEPENDENT CAREERS PROGRAM, MOSAIC. SO REGARDLESS OF WHAT TYPE OF PROGRAM YOU'RE INTERESTED IN WE THINK THERE'LL BE SOMETHING FOR YOU TO SCOMPLOEFR. EXPLORE. WE'RE PRIVILEGED TO HAVE A GROUP OF SCHOLARS EXPLORING HOW YOU ADOPT AND DEM DISSEMINATE THE APPROACH AND MY HOPE IS IT THE DISCUSSIONS OVER THE NEXT FEW DAYS WILL GALVANIZE THE COMMUNITY AROUND THE SUCCESSFUL COHORT RECRUITMENT MODELS AND ALLOW TO YOU MOVE FORWARD IN USING WHAT FORM IS BEST FOR YOUR ENVIRONMENT TO ENHANCE EQUITY, DIVERSITY AND INCLUSION AND ACCESSIBILITY FOR FACULTY OR DEIA AS WE CALL IT. THIS IS PART OF YOU'RE DIVERSITY SEMINAR SERIES HOSTED BY THE OFFICE. IT RUNS FROM SEPTEMBER THROUGH MAY OF EACH YEAR. THE PURPOSE IS TO KEEP IT FRONT OF CONSCIOUSNESS THERE IS SCIENCE AND THERE EVIDENCE TO THIS AND TALK ABOUT THE LATEST RESEARCH BEING LED BY EXPERTS IN THE FIELD AND ALLOWING FOR INTERCHANGE BY PROFESSIONALS AND RESEARCHERS IN THE AREA. I REALLY ENCOURAGE YOU TO TAKE A LOOK AT OUR WEBSITE TO LEARN MORE ABOUT THIS. YOU CAN GO TO THE URL LISTED ON THE SLIDE OR I USUALLY DO EQUITY, DIVERSITY AND INCLUSION.gov AND FIND OUR LANDING PAGE AND FIND RECORDINGS AND MATERIALS FROM PREVIOUS PRESENTATIONS. WE HAD AN OFFERING IN SEPTEMBER THE TITLE IS IMPLICIT BIAS TRAINING EFFECTIVE AND IN OCTOBER WE HAD A REPORT OUT FROM THE NATIONAL ACADEMY OF SCIENCE AND ENGINEERING AND MEDICINE AND WE TALKED ABOUT THE PROS AND CONS OF COHORT RECRUITMENT. TODAY WE'LL DELVE INTO THAT. AND WE WANT YOU TO BE AWARE AND SAVE THE LATE FOR THE LAST OF 2021-2022 SERIES ON MAY 1 THE TOPIC WILL BE HOW DOES DIVERSITY IMPACT SCIENCE, MAY 17. I'M EXCITED ABOUT THIS AS WELL BECAUSE WE'RE GOING TO HAVE SEVERAL GREAT EXPERTS SHARING DATA TOP LEVEL THAT SHOWS THE IMPACT ON DIVERSITY IN SCIENCE. DR. LARRY TABAK, ACTING PRINCIPLE DIRECTOR NIH THIS MORNING AGREED TO GIVE OPENING REMARKS HE'LL INTRODUCE THE ACTING DIRECTOR FOR THE SCIENCE TECHNOLOGY AND POLICY. WE'LL HAVE DR. SAN TAN GELLO AND HAVE OPENING REMARKS FROM A SPEAKER FROM PRINCETON AND BUILDING IN Q&A AND LOOK AT TOP LEVEL DATA. THIS TAKES A VILLAGE. I'D LIKE TO START BY THANKING THE FCR PLANNING COMMITTEE WITH REPRESENTATIVES FROM NIH AND BEYOND INCLUDING ALBERT AVALA, JESSICA CONSOLA, JESSICA BADGER, ALISONGAMY, MICHAEL SEISMA AND OUR ADVISER AND THE TEAM HAS BEEN MARVELOUS IN MAKING THIS HAPPEN. I WANT TO GIVE MY SINCERE THANKS TO JULIAS PATTERSON, DR. PAM TAMEZ AND CARLY SULLIVAN AND MOLINA STEVEN. SO WHAT CAN YOU EXPECT FOR TODAY? WE'LL START WITH DR. ROBERTA DIAZ AND WE'LL HAVE TWO PANEL SESSIONS. ONE ON LEADERSHIP VIEW POINTS ON CREATING CULTURE CHANGE AND COHORT RECRUITMENT AND SUCCESSES AND CHALLENGES ON COHORT RECRUITMENT AS PART OF THE LARGER DEIA MISSION. YOU'LL HEAR PRESENTATIONS FROM EACH THE EXPERTS ON THE PANEL AND THEN WE'LL HAVE Q&A. WE WILL BE TAKING LIVE QUESTIONS FROM THE AUDIENCE AND POLLED SOME QUESTIONS YOU PRE-SUBMITTED. IF YOU'D LIKE TO SUBMIT A QUESTION LIVE, DON'T HESITATE. YOU CAN SUBMIT IT AT ANY TIME CLICK ON THE SEND LIVE FEEDBACK BUTTON. WE HAVE A BREAK FROM 2:15 TO 2:30 AND WE'RE GOING TO GIVE YOU THE GIFT OF TIME. WE'RE NOT GOING TO ASK YOU TO COME BACK AFTER THE SECOND SESSION. WE'LL END SHORTLY AFTER 4:00 TODAY. SO YOU CAN SEE THE FULL PROGRAM BY VISITING THE REGISTRATION WEBSITE. THE SECOND DAY IS STRUCTURED SIMILARLY TO THE FIRST DAY AND HEAR FROM TWO PANELS. ONE ON IDENTIFYING RESOURCE NEEDS FOR COHORT RECRUITMENT AND PROFESSIONAL DEVELOPMENT. ANOTHER ON TRACKING COHORT OUTCOMES AND COLLECTING DATA ON THE EXPERIENCES OF FACULTY MEMBERS. WE'LL ALSO HAVE OPENING REMARKS FROM THE REALLY EXTRAORDINARY DR. SHERRY TILLMAN ADVISER TO THE C CHANGE PROGRAM FROM THE AMERICAN ASSOCIATION OF THE ADVANCEMENT OF SCIENCES. I SINCERELY HOPE YOU'LL BE ABLE TO JOIN US FOR THE ENTIRETY OF THIS BUT RECOGNIZING LIFE HAPPENS AND YOU SHOULD BE AWARE THAT THERE'LL BE A RECORDING OF THE TWO HALF DAYS ON OUR WEBSITE WITHIN A FEW BUSINESS DAYS AS WELL AS PRESENTATION MATERIALS. SO BEFORE I TURN IT OVER TO DR. BRITTON, I WANTED TO THANK EVERYONE WHO PARTICIPATED IN OUR PRE-EVENT SURVEY AND IT WILL REMAINING OPEN UNTIL 2:30 EASTERN TIME AND LOOK IN YOUR E-MAIL FROM COSMIC EVENTS.gov IF YOU'RE INTERESTED IN PARTICIPATED. IT TAKES ABOUT FIVE MINUTES TO COMPLETE. WHAT WE FOUND THUS FAR IS THAT WE HAVE A MIXED AUDIENCE. ABOUT 30% OF PEOPLE ARE FROM INSTITUTIONS THAT CURRENTLY ARE IMPLEMENTING FACULTY COHORT RECRUITMENT. 33% SAY THEIR INSTITUTIONS WHERE NOT IMPLEMENTING FACULTY COHORT RECRUITMENT AND 37% ARE NOT SURE. IT'S OUR HOPE AT THEN OF THIS THAT 37% WHO ARE NOT SURE WILL BE ENERGIZED AND GO BACK TO THE INSTITUTION AND GET PEOPLE ENERGIZED AND FOR THE 33% SAY THEIR INSTITUTION NOT IMPLEMENTING FACULTY COHORT RECRUITMENT MAYBE YOU'LL COME BACK WITH DATA TO IGNITE SOME INTEREST. I HAVE RECEIVED FEEDBACK THAT IN OTHER CONTEXT THERE'S DIFFERENT PERSPECTIVES HOW COHORT RECRUITMENT IS DEFINED. I THINK THAT TOPIC WILL BE EXPLORED IN THE NEXT COUPLE DAYS AND THE TOPIC SHOULD BE HELPFUL GOING FORWARD. WE ALSO ASKED RESPONDENTS ABOUT CHALLENGES THEY ENCOUNTERED IN IMPLEMENTING COHORT RECRUITMENT AND YOU'LL SEE THE PERCENTAGES ARE MORE THAN 100% BECAUSE PEOPLE CAN CHOOSE MORE THAN ONE THING BUT BASICALLY THE TOP FIVE CHALLENGES WERE LIMITED FUNDED TO SUPPORT RECRUITMENT EFFORTS AND LIMITED STAFFING TO SUPPORT OUTREACH EVENTS AND IMPLICIT IN HIRING PANELS AND LACK OF DIVERSITY IN THE TALENT POOL AND I'D LIKE TO REFER YOU TO DIVERSITY.NIH.gov TO LOOK AT THE RECRUITMENT TOOL KIT TO LOOK AT THE DIVERSITY OF TALENT IN THE POOL. THERE ARE THOUSANDS OF QUALIFIED SCIENTISTS OUT THERE AND THE TOOL KIT HELPS IN IDENTIFYING INDIVIDUALS AND GIVES SUGGESTIONS FOR BEST PRACTICES. MORE GENERALLY, IT'S INTERESTING LACK OF INTEREST FROM SENIOR FACULTY LOOKING AT MENTORS AND SPONSORS AND LACK OF SUPPORT FROM INSTITUTIONAL LEADERSHIP WERE NOT AMONG COMMON CHALLENGES. PERHAPS IT'S SELECTION BIAS OR THE PEOPLE WOULDN'T HAVE COME TO THE MEETING BUT IT'S PROMISING SO HOPEFULLY AS YOU COMPLETE THE SEMINAR YOU'LL GO BACK WITH RENEWED FOCUS AND VIGOR AND TAKE ADVANTAGE OF THE SENIOR MENTORS AND INSTITUTIONAL LEADERS TO MOVE THINGS FORWARD FOR COHORT RECRUITMENT. IT'S NOW MY HONOR TO INTRODUCE OUR FIRST GUEST DR. ROBERTA DIAZ. HE'S AN INTERNATIONALLY REQUIRED EXPERT IN ALZHEIMER'S DISEASE AND LONG STANDING NIH FUNDED INVESTIGATOR. AMONG HER RESEARCH ACHIEVEMENTS IS THE FIRST REGENERATIVE THERAPEUTIC FOR ALZHEIMER'S DISEASE IN THE PHASE 2 CLINICAL TRIAL. SHE HAS CHAMPIONED INTERCITY POPULATIONS FROM LOS ANGELES TO THE NAVAJO NATIONS AND SHE'S BEEN RECOGNIZED WITH THE PRESIDENT'S MEDAL FOR STEM OUTREACH. I RECALL HER RECEIVED THAT AND JOINED IT AS THE DEPUTY DIRECTOR AND THAT'S THE SECOND HIGHEST RECOGNITION ONE CAN GET FROM THE PRESIDENT SO KUDOS TO HER. PROFESSOR OF PHARMACOLOGY AND NEUROSCIENCE AND NEUROLOGY AT THE ARIZONA COLLEGE OF MEDICINE AND SITS ON THE DIRECTOR'S ADVISORS COMMITTEE AND IS NOW THE CO-CHAIR OF THE ADVISORY TO THE WORKING GROUP ON DIVERSITY. I'M THRILLED AND HONORED SHE'S ABLE TO HELP KICK THINGS OFF TODAY SO NOW I'LL TURN IT OVER TO DR. BRINTON. >> I'M HONORED TO JOIN YOU IN THIS ENDEAVOR AND THRILLED TO BE ABLE TO SHARE SOME OF MY EXPERIENCES AND LESSONS LEARN ED DOING THE WORK OF PROMOTING DIVERSE VOICES, DIVERSE PERSPECTIVES. I'LL START SHARING MY SLIDES NOW. >> TO START OFF I'M PRETTY SURE I'M SINGING TO THE CHOIR THAT ALL OF YOU HAVE A STRONG COMMITMENT AND A STRONG TRACK RECORD IN DEVELOPING THE COMMUNITIES OF DIVERSE VOICES, DIVERSE EXPERTISE AND INTELLIGENCE. ONE OF THE THINGS THAT I AM QUITE COMMITTED TO IS THE ADAGE THAT NONE OF US KNOWS IT ALL BUT TOGETHER WE KNOW A LOT. THAT IS HOW I BELIEVE WE HAVE BEEN SO SUCCESSFUL BOTH IN MY SCIENCE AND ALSO IN OUR STEM OUTREACH WORK. I'LL TALK MORE ABOUT AND ASKING THE QUESTION WHY DIVERSITY. WHAT I'VE LEARNED IS THAT DIVERSE PERSPECTIVES DRIVE CREATIVITY, INNOVATION AND MOST IMPORTANTLY SOLUTIONS. AND THAT IT IS THAT DIVERSE PERSPECTIVE THAT DRIVES US TO THINK DIFFERENTLY. AND TO ASK QUESTIONS DIFFERENTLY AND ARRIVE AT SOLUTIONS THAT ARE QUITE INNOVATIVE AND FOSTERING AN INCLUSIVE, DIVERSE COMMUNITY IS AN ALL BRAINS ON DECK ENDEAVOR. IT'S REALLY IT'S REALLY IMPORTANT TO HAVE THAT DIFFERENT PERSPECTIVE, THAT DIFFERENT INTELLIGENCE, THAT DIFFERENT EXPERIENCE. AND NOT ONLY BECAUSE IT'S THE RIGHT THING TO DO, IT'S WHAT WE MUST DO. DIVERSITY IS NOT A LUXURY, IT'S A NECESSITY AND TO RESTORE AMERICAN RECOMPETITIVENESS WE MUST INVEST IN DIVERSITY. I THINK THAT IS THE FOUNDATION ON WHICH WE CAN ALL RELY. IT'S NOT A LUXURY IT IS IN FACT A NECESSITY TO SOLVE THE PROBLEMS THAT ARE PRESSING FOR US TODAY AND TOMORROW. SO IN MY OWN DOMAIN OF SCIENCE, I'VE COME TO REALIZE THAT PRE VISION MEDICINE IS REALLY DIVERSITY OF MEDICINE. THAT PRECISION MEDICINE APPROACH OF ONE SIZE WILL NOT FIT ALL IS ACTUALLY THE PERFECT METAPHOR FOR DIVERSITY. AND DIVERSITY THAT MUST COME INTO PLAY WHEN WE CAN THINK OF HOW TO ADDRESS THE HEALTH ISSUES OF OUR POPULATION AND FRANKLY THE WORLD. THERE'S A POWER OF ONE AND THE ONE PERSON CAN MAKE A TREMENDOUS DIFFERENCE AS DARNELA FRAZIER DID ALMOST TWO YEARS AGO. THE POWER OF ONE IS THE ONE PERSON WHO WILL LISTEN AND STAND UP AND FIGHT THE CAUSE AND ONE PERSON WHO ENCOURAGES THE DIFFERENT PERSPECTIVES TO ADVANCE SCIENCE. AND THAT ONE PERSON CAN LEAD A PARADIGM SHIFT AND SOMETIMES YOU'RE NOT EVEN AWARE THAT YOU ARE THAT ONE PERSON. BUT YOU HAVE THE COURAGE TO BE THAT ONE PERSON AND IT DOES TAKE COURAGE TO BE THAT ONE PERSON. AND HERE I WANT TO JUST GIVE A SHOUT OUT TO MY COLLEAGUE DR. MARIE BERNARD WHO HAS BEEN THAT ONE VOICE, THAT CONSISTENT VOICE OF LEADING THE WAY OF CHAMPIONING DIVERSITY AND SHE NOW LEADS THE NIH UNITE INITIATIVE WHICH IS LEADING THE NATION IN ACTUALLY DEVELOPING A STRATEGY TO CREATE INCLUSIVE COMMUNITY OF DIVERSE VOICES, EXPERIENCE AND INTELLIGENCE. AND IF NIH CAN PULL IT OFF IT WILL BE A SUCCESS FOR NIH AND FOR US ALL AND A ROAD MAP FOR LARGE INSTITUTIONS TO BECOME DIVERSE, COMMUNITIES. AND THE UNITE WAS TO ADDRESS STRUCTURAL RACISM IN THE GREATER SCIENTIFIC COMMUNITY THAT'S ALL OF US ON THIS ZOOM. AND THAT CREATING THIS REPRESENTATION ACROSS THE NIH INSTITUTES AND CENTERS TO CREATE A CULTURE WITHIN THE BIOMEDICAL ENTERPRISE AND REDUCE THE BARRIERS TO RACIAL EQUITY IN THE WORKFORCE AND AGAIN I COME BACK IT THAT IS A NOBLE CAUSE. IT IS ALSO AN ABSOLUTE NECESSITY IF WE'RE GOING ADDRESS THE CHALLENGE IN HEALTH AND BEYOND. THIS IS PART OF THE ART THAT HAS BEEN DEVELOPED THROUGH THE UNITE INITIATIVE AND THIS IS A QUOTE FROM DR. ANN SUMNER THAT THE NATIONAL INSTITUTES OF HEALTH HOPE AND HUMANITY ARE WELCOME IN OUR RANKS AND WHO WE SERVE AND I THOUGHT THAT WAS A BEAUTIFUL QUOTE. SO FOSTERING INCLUSIVE EXCELLENCE DOES START WITH THE GRAVE INNOVATOR. IT ALSO REQUIRES A TEAM AND THE UNITE TEAM IS PART OF WHAT DR. BERNARD DESCRIBED EARLIER. BUT FOSTERING INCLUSIVE EXCELLENCE IS ACTUALLY SUPPORTED BY DATA. THE STATISTICS SHOW THAT THE SCIENTIFIC COMMUNITY BENEFITS FROM A MORE DIVERSE AND SCIENTIFIC WORKFORCE. AND THAT THOSE BENEFITS OBVIOUSLY ARE IN THE QUESTIONS THAT ARE ASKED AND HENCE THE DISCOVERIES THAT ARE MADE AND THE STRATEGIES TO ADDRESS THOSE HEALTH ISSUES I MENTIONED BEFORE. SO SOMETHING THAT I HAVE THOUGHT A GREAT DEAL ABOUT IS HOW DO WE REBUILD COMMUNITIES THAT ARE DIVERSE. PART OF WHAT I'VE LEARNED IS THAT HAVING A COMMON MISSION AND A COMMON PURPOSE IS OFTEN TIMES THAT GALVANIZING FORCE THAT BRINGS TOGETHER DIVERSE PERSPECTIVES AND PEOPLE FROM DIVERSE COMMUNITIES. BECAUSE IT'S A COMMON MISSION. IT'S A COMMON ISSUE. IT IS A COMMON PURPOSE. NOW, PART OF THE CHALLENGE IS BUILDING A COMMUNITY OF TRUST ACROSS THAT LANDSCAPE AND CLEARLY HERE IN ARIZONA IN BEING IN RELATIONSHIP WITH TRIBAL NATIONS AND TRIBAL PEOPLES, THAT COMMUNITY OF TRUST BUILDING THAT COMMUNITY OF TRUST TAKES A GREAT DEAL OF INTENTIONALITY AND IT TAKES A GREAT DEAL OF SELF-AWARENESS OF WHAT TRUST LOOKS LIKE TO ME, TO US, AND WHAT TRUST LOOKS LIKE TO OTHERS. AND BUILDING THAT COMMUNICATION OF TRUST. I MUST GIVE A GREAT DEAL OF CREDIT TO OUR FIRST PEOPLES, NATIVE PEOPLES COMMUNITY MEMBERS WHO INTERACT WITH US AND OUR FACULTY HERE AT THE UNIVERSITY OF ARIZONA OF THEIR PATIENT GUIDANCE AROUND HOW TO BUILD THIS COMMUNITY OF TRUST. FRANKLY IT TAKES A GREAT DEAL OF TIME AND EFFORT AND HOWEVER, IT RESULTS IN GREAT ACHIEVEMENTS FOR BOTH PEOPLES OF THE NATIVE NATIONS AS WELL AS FOR SCIENCE. SO COMING BACK TO WHAT IS A VERY IMPORTANT ASPECT OF CREATING INCLUSIVE AND INCLUSIVITY IS HAVING A CLEAR VISION AND THAT CLEAR VISION TURNS OUT TO BE A UNIFYING FORCE AND CAN SERVE AS A GUIDE FOR ACTIONS AND DECISION MAKING. WITHOUT A CLEAR MISSION, THE WHAT WE'VE LEARNED IS ACTIVITIES AND PERSPECTIVES AND A LOT OF TIME BECOMES DISSIPATED. BUT THAT WHEN THERE IS A CLEAR VISION THAT CAN ALSO BE A CATALYST FOR GREATER ENGAGEMENT AND GREATER INNOVATION. AND YES, IT CAN BE VERY FOCUSSED AND THAT FOCUS ALLOWS FOR ABOUT WHAT WE'VE LEARNED IS FOCUS ON ONE POINT ENABLES THIS OFF-ROAD, IF YOU WILL, GROUP OF PEOPLE ANOTHER GROUP OF PEOPLE TO TAKE ANOTHER PATH BUT THEY'VE LEARNED HOW TO ACHIEVE THAT COMMON GOAL. BUILDING A COMMUNITY OF TRUST. PART OF THE COMMUNITY OF TRUST IS THERE'S OBVIOUSLY THE TRUST RELATIONSHIP BETWEEN YOU AND YOUR COLLEAGUES. THERE IS THEN ANOTHER TRUST RELATIONSHIP BETWEEN YOUR COMMUNITY AND THE ORGANIZATION. DIPLOMATIC AND HONORING COMMUNICATION IS CRITICALLY IMPORTANT BECAUSE FROM THIS SIDE IT MIRRORS THIS RESPECT AND HONORING AND MODELLING THE COMMUNICATION HAS BEEN VERY IMPORTANT AND MODELLING LISTENING AND THAT HAS BEEN I THINK ONE OF THE MOST IMPORTANT ASPECTS OF WORKING WITH NATIVE PEOPLES IS LISTENING AND REALIZING AND RECOGNIZING FROM THE GET GO AND THE LISTENING IS CRITIC CRITICAL TO THAT RELATIONSHIP. HOW DO WE FOSTER COLLABORATIONS? AND IT BRINGS DIVERSE PERSPECTIVES TOGETHER TO INNOVATE. IT ALSO REQUIRES THAT CONVERSATION AROUND WHAT IS IMPORTANT TO EVERYONE IN THIS COMMUNITY? NOW, IT MAY TURN OUT THAT THERE ARE THREE AREAS OF IMPORTANCE AND THEN PEOPLE CAN CHOOSE AND IT TAKES LISTENING AND THE COMMUNICATION AND THEN THE INVESTMENT IN RESOURCES AND ENABLING THOSE PROJECTS AND PART OF WHAT WE'VE LEARN ED AND HAVE CAPABILITIES THAT CAN BE DEPLOYED TO DIFFERENT PROJECTS TH THAT AND WE HAVE A SET OF ENABLING TECHNOLOGIES AND A SET OF ENABLING INTELLIGENCE THAT THEN CAN BE DEPLOYED TO MULTIPLE PROJECTS. AND THE REASON I BRING THAT UP IS IT CAN BE EXHAUSTING AND EXPENSIVE TO CONSTANTLY REPRODUCE THE SAME ENABLING CAPABILITIES. WHEN ESSENTIALLY BUILDING THIS COMMUNITY OF TRUST CAN HAVE SHARED PURPOSE AND SHARED RESOURCES. HOW DO WE DEVELOP THE LEADERS OF TOMORROW? PART OF WHAT WE'VE LEARNED OVER MANY YEARS IS THE POWER OF EXPERIENCE DEPENDENT MENTORSHIP THAT THE MOST SUCCESSFUL MENTOR OFTEN TIMES IS NOT THE PERSON WITH THE LONGEST EXPERIENCE. THE PERSON WHO LOOKS LIKE THAT MENTEE, THE PERSON WHO IS THE NEXT STEP IN THAT CAREER DEVELOPMENT, I THINK IT'S VERY IMPORTANT FOR COHORT RECRUITMENT PARTICULARLY INTO ACADEMIA AS WELL AS OTHER ENVIRONMENTS THAT HAVING, IF YOU WILL, THE DEPARTMENT CHAIR OR THE DEAN BE THE MENTOR SOMETIMES IS HELPFUL BUT WHAT OFTEN TIMES IS MORE HELPFUL IS THAT ASSOCIATE PROFESSOR WHO'S GONE THROUGH THIS PROCESS WITHIN ACADEMIA THAT THEN CAN MENTOR THAT ASSISTANT PROFESSOR. IN OUR CASE, I LEARN ED THIS MOURN MENTORSHIP LESSON -- THIS IMPORTANT MENTORSHIP LESSON IN A SCHOOL A 10 MINUTE WALK FROM A WORLD CLASS LEARNING INSTITUTION. I STOOD IN THE ROOM AND I CAN STILL SEE IT TODAY, I'M IN THE BACK OF THE ROOM AND THE HIGH SCHOOL STUDENTS ARE ESSENTIALLY STARTING OUT THIS SCIENCE EDUCATION EXPERIENCE FOR THESE ELEMENTARY SCHOOL STUDENTS AND THEY WERE MAKING IT FUN, WHICH MADE ME ENVIOUS OF SCIENCE EDUCATION THAT CAN BE FUN AND THEY WERE MORE EFFECTIVE BECAUSE THEY COULD SEE THEMSELVES AS HIGH SCHOOL STUDENTS WHERE IF I WAS IN THE FRONT OF THE ROOM, THAT WAS A BRIDGE TOO FAR WHEREAS SEEING THEIR OLDER BROTHER OR SISTER AT THE FRONT OF THE ROOM WAS, I CAN DO THIS AND VERY EMPOWERING. SO WHAT WE'VE DONE THROUGHOUT IS TO BUILD EXPERIENCE IN MENTORSHIP AND HERE IN THE CENTER AND OUR NIA PREDOCTORAL FELLOW R25 AND NAVAJO STUDENTS AND THOSE STUDENTS WILL THEN WHO ACTUALLY I'M THRILLED TO SAY ARE FIRST COHORT OF NAVAJO STUDENTS WILL BE ENNING FOR THE STUDENTS OF ARIZONA IN NEUROSCIENCE PROGRAMS GRADUATE PROGRAMS THIS FALL SO I'M VERY EXCITED ABOUT THAT. THOSE R25 NIH SCHOLARS WILL NOW MENTOR THE NEXT GENERATION OF THEMSELVES. OUR NIA ALZHEIMER'S DISEASE RESEARCH CENTER SCHOLARS, YOUNG FACULTY ARE NOW MENTORING OUR T32 STUDENTS. WE HAVE THIS EXPERIENCE DEPENDENT MENTORSHIP BUILT THROUGHOUT OUR DIVERSITY AND INCLUSION EFFORTS. SO WHAT ARE THE LESSONS THAT I'VE LEARNED? DO THE EXPERIMENT, TEST THE HYPOTHESIS AND COLLECT THE DATA. THIS IS NOT DIFFERENT THAN THE SCIENCE THAT WE CONDUCT AT THE BENCH. PART OF WHAT DOING WHAT I CALL DOING THE EXPERIMENT IS BEING VERY INTENTIONAL ABOUT WHAT THE EXPERIMENT IS AND HOW YOU'RE GOING COLLECT THE DATA, WHAT IS THE OUTCOME THAT YOUR HOPING TO ACHIEVE, COLLECT THE DATA AND RINSE AND REPEAT. ESSENTIALLY THE DATA WILL TELL YOU WHETHER THERE'S BEEN SUCCESS OR NOT. AND WILL ALSO TELL YOU WHERE THINGS DIDN'T GO AS PLANNED AND SOMETIMES THAT'S A GREAT THING BECAUSE YOU LEARN A GREAT DEAL AN PROOF OF CONCEPT AND GOING OUT AND DOING THE BROAD EXPERIMENT ALL AT ONCE IS FAR TOO COMPLICATED WHEREAS IF A SMALL PART OF THAT BIG PICTURE IS EXECUTED THEN YOU CAN LEARN FROM THAT AND BUILD AND BUILD AND BUILD. THE OTHER IS THE POWER OF A MISSION AND WITH A MISSION, YOU AUTOMATICALLY HAVE PEOPLE DRAWN TO THE ISSUE YOU'RE ADDRESSING. AND YOU HAVE CLEAR METRICS OF SUCCESS AND THE METRICS OF SUCCESS ARE ACTUALIZED INCREMENTAL STEPS TO ACHIEVE THE GOAL AND TRUST, TRUST, TRUST AT EACH LEVEL. SO WITH THAT, I SEE THAT DR. BERNARD HAS JOINED ME AND I WILL END WITH THE LESSON LEARNED THAT ONE CAN ALWAYS LEARN AND I AM SO GRATEFUL TO BE LEARNING FROM DR. BERNARD. THANK YOU. >> THANK YOU SO MUCH, DR. BRINTON. REALLY LOVELY. I REALLY APPRECIATE SETTING THE FRAMEWORK FOR US. AND I NEED TO MAKE A CORRECTION IN WHAT I SAID EARLIER I'M SO EXCITED ABOUT THE SHERIRLEYS INVOLVED AND I GAVE SHIRLEY MALCOLM THE WRONG LAST NAME AND WILL GIVE COMMENTS TOMORROW AND DR. BRINTON KNOW EACH OTHER AND, THUSHGS I REALLY APPRECIATE IT. NOW, I'M PLEASED TO INTRODUCE OUR FIRST PANELIST SPEAKERS PROVIDING LEADERSHIP PERSPECTIVES ON LEADERSHIP CHANGE THROUGH COHORT RECRUITMENT AND JOINED BY AN ESTEEMED GROUP OF LEADERS, DR. JOAN REEDE, DR. HEILIG AND DR. ACOSTA. IN THE INTEREST OF OPTIMIZING TIME FOR DISCUSSION I'LL BE TIMING EACH PRESENTATION AND GIVING AN AUDIO CUE WHICH HOPEFULLY YOU'LL BE ABLE TO HEAR. I'LL START WITH DR. JOAN REEDE. SHE SERVING AS THE DEAN FOR DIVERSITY AND COMMUNITY PARTNERSHIP AND PROFESSOR OF MEDICINE AT HARVARD MEDICAL SCHOOL AS WELL AS THE PROFESSOR OF SOCIETY, HUMAN DEVELOPMENT AND HEALTH AT THE HARVARD TH CHAN SCHOOL OF PUBLIC HEALTH. DR. REEDE HAS A LIFE LONG PASSION FOR MENTORING AND PROVIDING DIVERSITY IN BIO SCIENCES AND IS RESPONSIBLE FOR THE MANAGEMENT OF THE PROGRAM TO INCREASE THE RECRUITMENT OF DIVERSITY. >> THANK YOU FOR THAT INTRODUCTION, DR. BERNARD AND FOR THE OPPORTUNITY TO SHARE. I'LL BE TALKING ABOUT A COHORT HIRING PROCESS AT HARVARD MEDDLE SCHOOL AND HOW DO WE CONTINUE TO MOVE FORWARD BUT THINKING DIFFERENTLY. AND WORK BEGINS WITH SOMETHING THAT WAS ALREADY MENTIONED BY DR. BRINTON IN TERMS OF STARTING WITH MISSION AND VALUES AND THE HARVARD MEDICAL SCHOOL MISSION AND THIS DIVERSITY AND INCLUSION ARE EMBEDDED WITHIN THE MISSION OF THE SCHOOL. WITHIN OUR COMMUNITY, VALUES OUR ISSUES OF DIVERSITY AND RESPECT AND PROMOTING EQUITY AND SOCIAL JUSTICE AND THERE'S A TASK FORCE FROM OUR BOARD STEAK A TASK FORCE THAT HAD REPRESENTATION FROM FACULTY AND STUDENTS AND TRAINEES AND STAFF FROM ACROSS OUR ENTIRE SYSTEM THAT MET FOR ALMOST TWO YEARS ALMOST DIFFERENT 50 MEETINGS AND TYPES OF GATHERINGS AND PLAN WITH OUR MEDICAL SCHOOL GOING FORWARD AND GO TOGETHER BETTER TOGETHER AND DEVELOPING PEOPLE IN INFRASTRUCTURE AND HOLDING OURSELVES ACCOUNTABLE IN KNOWLEDGE AND ALL THESE PILLARS ARE BASED ON A FOUNDATION OF INCLUSIVE EXCELLENCE AND HAVE LEADERS ACROSS OUR SYSTEM INCLUDING DEPARTMENT CHAIRS AND OTHERS WHO ARE ENTHRALLED IN THE PROCESS. AS WE MOVED FROM THAT TASK FORCE TO IN THE PAST TWO YEARS AND ALL THAT'S GONE ON OUR DEPARTMENT CHAIRS FROM OUR SOCIAL SCIENCE DEPARTMENTS CAME TOGETHER AND WANTED TO ADDRESS HIRING. HIRING DIVERSITY AND SOME OF THOSE CHAIRS WERE REPRESENTED ON THE TASK FORCE AND THE CHAIRS WITH THE DEAN AND THE SUPPORT OF THE DEAN OF MEDICINE FROM THE UNIVERSITY DETERMINED WE'D START A NEW KIND OF PROCESS FOR OUR RECRUITMENT AND IT'S IMPORTANT THAT THIS COMES FROM THE LEADERSHIP AND SUPPORT FROM THE DEAN'S OFFICE AND PRESIDENT'S OFFICE AND PROVOST ALL OUR SOCIAL SCIENCE DEPARTMENT CHAIRS AND FORM COMMITTEES AND ALSO PARTS OF THE DEAN'S OFFICE THE OFFICE OF ACADEMIC AFFAIRS, THE DEAN OF FACULTY AFFAIRS AS WELL AS MY OFFICE, THE OFFICE OF DIVERSITY, INCLUSION AND COMMUNITY PARTNERSHIP AND WITH FELLOW INSTITUTIONS. SO LEADERSHIP WAS ON BOARD FROM THE START. THE CHAIRS SPENT A GOOD AMOUNT OF TIME IN BEING CLEAR WHAT THEY WANTED TO ACCOMPLISH, THE VALUES THEY WANTED TO PUT FORWARD AND HOW ARE THE VALUES CONSISTENT WITH THE MISSION AND VALUES OF THIS SCHOOL AND THE BETTER TOGETHER PLAN. AND THE PRINCIPLES AND THE INTENTIONALITY OF OUR EFFORTS TO WALK INTO NEW WAYS OF DOING THINGS AND WITH THE HOPE YOU COME UP WITH A DIFFERENT OUTCOME AND A PROCESS THAT INVOLVES SPECIFIC DATA AND DISCIPLINES AND RECRUITING FOR THAT TO ONE THAT WAS NOT AS PRE-DEFINED AS A DEPARTMENT OF DISCIPLINE AND TRUST FINDINGS AND HIRING AND EMBRACING THIS CONCEPT OF INCLUSIVE EXCELLENCE AND RECRUITING IN A VERY DIFFERENT WAY IS THAT INVOLVED OUR FACULTY AND TRAINEES ACROSS MULTIPLE DEPARTMENTS WHICH WASN'T JUST A CHAIR ONLY EFFORT BUT A CROSS EFFORT IMPORTANT FOR THE COMMUNITY TO BE ENGAGED IN THIS. THE COMMUNITY HAD A CLEAR UNDERSTANDING OF WHAT WE WERE TRYING TO ACCOMPLISH. AS WE GO THROUGH THE PROCESS WE END UP TAPPING DIFFERENT KINDS OF NETWORK. OFTEN TIMES PROCESSES AND DR. BERNARD HAS TALKED ABOUT THE TOOL KIT NIH HAS AVAILABLE ONLINE. AND WE'LL ALONGAL SCHOLARSHIP AND TEACHING AND LOOKING FOR EXCELLENCE SO THE CHAIRS CAME TOGETHER AND REVIEWED ALL THIS FIRST. THE CHAIRS WERE ALSO JOINED BY MYSELF, REPRESENTING THE UNIVERSITY IN PARTNERSHIP AND THE LEADERSHIP FROM THE OFFICE OF CLINICAL AND ACADEMIC AFFAIRS WERE BOTH INVOLVED. DIVERSITY STATEMENT PUT FORWARD AND STATEMENTS THAT WOULD INDICATE IN WHICH THE PAST ACTIONS AND GOALS AND PRACTICES AND WHAT THEY WANTED TO DO IN THE FUTURE WAS CONSISTENT WITH THE COMMISSION OF OUR SCHOOL. AS WE WENT THROUGH THIS PROCESS THERE WERE OTHER ELEMENTS OF UNCONSCIOUS BIAS TRAINING AND IT WAS A PROCESS WITHIN AN INITIAL REVIEW BY THE CHAIRS AND THEN FROM THOSE CANDIDATES IT WENT ON TO DEPARTMENT DEPENDING ON THE AREA OF FOCUS ON THE APPLICANTS AND ALL THE DEPARTMENTAL COMMITTEES AND ALL THE FACULTY RECEIVED UNCONSCIOUS BIAS TRAINING. YOU SEE WE HAD A SEARCH GOING FORWARD FOR A CLUSTER HIRE OF FOUR AT THE SOCIETY PROFESSOR LEVEL AN REVIEWED BY ALL THE CHAIRS AND THE OFFICE OF DICP AND 30 APPLICANTS WERE SELECTED FOR DEPARTMENTS AND THIS WAS BASED ON AREA OF EXPERTISE OF INTEREST OF THE APPLICANT SOMETIMES REVIEWED BY MORE THAN ONE DEPARTMENT AND WHERE IT WOULD BENEFIT THE APPLICANT. 16 WERE INVITED. WE WENT FROM A PROCESS OF 11%, 12% OF THE APPLICANTS, APPLICATIONS GOING TO APPLICANTS FROM THOSE AND 20% GOING ON TO THE TALK AND LEADING THE DEPARTMENT FACULTY AND LEADERSHIP AND OTHERS ACROSS THE COMMUNITY. THOSE EIGHT, SIX TO DATE HAVE BEEN ACCEPTED AND HOPEFULLY THEY'LL ALL COME IN AND WE ARE BUILDING BRIDGES ACROSS DISCIPLINES AND DEPARTMENTS AND ACROSS INSTITUTIONS WHERE SOME OF THESE WERE SHARED HIRES WITH THE MEDICAL SCHOOL AND ALSO MAKING INTERNAL CONNECTIONS WITH APPLICANT AND NOW NEW FACULTY WITH OFFICES THAT EXIST WITHIN THE INSTITUTION. THE OFFICE OF FACULTY AFFAIRS AND INCLUSION AND PARTNERSHIP. AND THEY HAVE CONNECTS TO RESOURCES AND INSTITUTIONS. AND PART OF THIS IS THE PATHWAY AND MAKE CONNECTIONS AND THERE'S A DEAN POST-DOC FELLOW. THE MULTIPLE POINTS FOR ENTRY AND EXIT AND RE-ENTRY INTO THE SYSTEM ALL THE HIRES EXPRESSED A DEEP COMMITMENT TO EQUITY, DIVERSITY AND INCLUSION, ACCESSIBILITY AND DEEP COMMITMENT TO STEM AND FINDING IN THEIR INTERVIEW PROCESS THINGS THEY WANTED TO WORK ON AND AS THEY COME ON BOARD, WORKING FROM THOSE SPACES. RECOGNIZING THE MULTIPLE IDENTITIES PEOPLE HAVE AND HOW DO WE SUPPORT THEM IN THE INTEREST AND SPONSORSHIP IS CRITICALLY IMPORTANT AND MENTORS AT MULTIPLE LEVELS. DR. BRINTON TALKED ABOUT LEADERSHIP AND ALSO PURE MENTORSHIP AND ENGAGING OUR CORE COMMUNITY. THIS IS ABOUT CULTURE CHANGE THERE'S A REPRESENTATION ACROSS ALL OUR DEPARTMENTS BUT THE POST-DOC ASSOCIATION IS INVOLVED AND LEADERS AND SCIENTISTS AND THE COMMUNITY IS INVOLVED IN THE PROCESS AND SEEING A REAL OPPORTUNITY TO CHANGE OUR CULTURE. HOW DO WE LEARN FROM THIS AND CONTINUE TO MOVE FORWARD AND DO BETTER. THIS IS OUR FIRST CLUSTER HIRE AT THE MEDICAL SCHOOL. THERE'S STILL ONE INDIVIDUAL OUTSTANDING. IT'S TIED INTO OUR BETTER TOGETHER PLAN BUILT ON THE IDEA OF INCLUSIVE EXCELLENCE THIS FOUNDATIONAL SUCCESS AND EXCELLENCE WITHIN OUR INSTITUTION. WE WILL CONTINUE TO MONITOR AND LOOK FORWARD MUCH HAS BEEN LEARNED. THANK YOU. THANK YOU. I'LL INTRODUCE DR. JULIAN VASQUEZ HEILIG. HE LEADS NEARLY 3,000 STUDENTS, STAFF AND FACULTY AS THE DEAN OF UNIVERSITY OF KENTUCKY COLLEGE OF EDUCATION AND SERVES ON THE EXECUTIVE COMMITTEE AND EDUCATION CO-CHAIR OF THE KENTUCKY NAACP. I'M GOING TO TURN THE PODIUM OVER TO YOU. >> THANK YOU MARIE AND FOR THE CONVERSATION LAYING HOW YOU'VE GONE ABOUT THE CLUSTER HIRE. WHAT WE'LL DO IS ADD A PERSONAL SIDE TO THE WORK AND TALK ABOUT SOME OF THE WORK WE'VE DONE AT THE UNIVERSITY OF KENTUCKY. FEEL FREE TO REACH OUT TO ME ON TWITTER IF YOU HAVE QUESTIONS AFTER THIS TALK. I WANT TO QUICKLY ACKNOWLEDGE THE LAND IN WHICH I LIVE I WORK ON. I THINK THE BIG CHALLENGE WE HAVE AND THE ELEPHANT IN THE ROOM BEHIND THESE CONVERSATIONS IS WE HAVE HAD MINIMAL CHANGE IN THE DIVERSITY AND FACULTY. WE LOOKED AT THIS IN THE HISPANIC JOURNAL OF LAW AND POLICY LOOKING AT DATA THERE'S BEEN VERY LITTLE PROGRESS ESPECIALLY IN RESEARCH INSTITUTIONS IN FACULTY AND DIVERSITY. IF THE TIME PERIOD WE EXAMINED IN THE ARTICLE WE ACTUALLY SAW A DECREASE IN FACULTY DIVERSITY. ON WE ONE HAND WE HAVE LEADERS AND DEANS AND DEPARTMENT CHAIRS TALKING ABOUT HOW IMPORTANT THIS WORK IS TO US BUT WHEN YOU DIG INTO THE DATA MANY INSTITUTIONS ARE ACTUALLY THIS IS MORE PROB PROB -- PROBLEMATIC THAN EVEN 10 YEARS AGO. I WANT TO GIVE CREDIT TO ONE OF OUR FACULTY MEMBERS. SHE'S A LATINA WE HIRED FROM LOS ANGELES AND TALKED ABOUT IT AS HOMIE HIRES TO GIVE HER CREDIT FOR THAT. THE WAY WE TRY TO DO THIS WORK AND WE'RE A COLLEGE OF EDUCATION AND I'M GOING TO BE FRANK WITH YOU, COLLEGES OF EDUCATION ARE NOT AS WELL RESOURCED AS SOME OTHER UNITS ON CAMPUS. I THINK THAT'S A PRETTY WELL KNOWN FACT. AND WHEN WE DO THIS WORK WE CAN'T DO IT AT ONCE. OUR STRATEGY HAS BEEN TO HIRE JUNIOR FACULTY AND UNIQUELY HIRE A MORE SENIOR FACULTY MEMBER AS THE PART OF THAT CLUSTER IN THAT DEPARTMENT. AND I ASKED HOW SHE THINKS IT SUPPORTS AND SHE SAID IT CREATES MORE COMMUNITY OF SUPPORT IN COLLEGES AND DEPARTMENTS WHERE THERE'S HISTORICALLY BEEN A LACK OF DIVERSITY. I ASKED THE OTHER FOLKS WERE YOU HIRED IN A FACULTY CLUSTER AND IT TURNS OUT FROM THE FOLKS ON OUR CALL I WAS THE ONLY FACULTY MEMBER THAT HAD BEEN HIRED AN FACULTY CLUSTER. THIS IS A PICTURE FROM MID 2000s AND THIS SO WHO I WAS HIRED WITH AT THE UNIVERSITY OF TEXAS IN A CLUSTER. ONE IS NOW AN SOCIETY DEAN AND UT AUSTIN AND NOW A DEPARTMENT CHAIR AND I'M HERE AT KENTUCKY. THIS IS OUR FACULTY CLUSTER. THIS IS REAL WORK AND I HAVE TO GIVE THE UNIVERSITY OF TEXAS AND AT THE TIME GRES VINCENT AND THE DEAN THE CREDIT FOR DOING THIS WORK 15 YEARS AGO. I PROBABLY WOULD NOT BE SINTH THIS DEAN CHAIR IF THIS NOT HAD HAPPENED. I WANT TO TALK ABOUT WHAT THIS MEANT FOR ME IN MY OWN PERSONAL CAREER. MY OWN ACADEMIC CAREER IN THE ACADEMY. THIS DROVE PROFESSIONAL DEVELOPMENT. HAVING COVERINGS WITHIN THE CLUSTER AND FACULTY AND UNDERSTOOD WHAT PROFESSIONAL DEVELOPMENT WE NEEDED TO BE SUCCESSFUL AND ALOUD -- ALLOWED US TO SET GOALS AND WE WERE EVEN NEIGHBORS AND WE CAN TALK ABOUT TENURE APPROACHING AND THINGS WE THOUGHT WERE CHALLENGING AND THAT CREATED COLLABORATIVE ACCOUNTABILITY AND WE KNEW WHEN OUR TENURE CLOCK WAS GOING TO END AND WHAT KIND OF PACE WE NEEDED TO SET TO GET TENURE LIKE AT UT AUSTIN AND THOSE WERE CONVERSATION WE REGULARLY HAD WITH EACH OTHER IN SAFE SPACES. IT ALSO ALLOWED US TO NETWORK AND LEAD. MY NETWORK WAS ON THE WEST COAST AND DR. GREG'S NETWORK WAS ON THE EAST COAST AND IT CREATED OPPORTUNITIES FOR US TO WRITE, PRESENT. THAT NETWORK WAS KEY TO OPPORTUNITIES TO CREATE SCHOLARSHIP AND ADDRESSES ISOLATION. WHEN THERE WAS AN ISSUE I COULD CALL A BUDDY, A FRIEND. NOT ONLY A COLLEAGUE BUT ALSO A FRIEND. THEN THE SOCIAL CAMARADERIE. IN THOSE DAYS WE HAD KIDS AT THE SAME TIME. WE HAD THE SAME ISSUES AND GOING TO THE PARK AND THOSE THINGS. THIS IS REAL LIVED EXPERIENCE AND ONE OF OUR FACULTY MEMBERS CALLED HOMIE HIRES. AS LEADERS WHAT IS OUR RESPONSIBILITY. WE CAN HIRE THEM BUT WHAT IF THEY COME TO US AND DON'T WANT TO STAY? HOW DO WE ATTRACT CLUSTER HIRES TO OUR UNIVERSITY IN THE FIRST PLACE? AS A LEADER IT'S IMPORTANT TO DO THE WORK BEING EQUITABLE AND TRANSPARENT. WE NEED TO HAVE THE ABILITY TO LEAD AND INFLUENCE RATHER THAN EXUDING HIERARCHICAL AUTHORITY. THAT'S THE TYPE OF LEADERSHIP THAT ATTRACTS CLUSTERS. I'M ALSO A FORD FELLOW AND INSTITUTIONS HAVE REPUTATIONS IN COMMUNITIES OF COLOR AND PEOPLE WITHIN DIFFERENT FIELD HAVE CONVERSATIONS ABOUT WHAT IT'S LIKE TO BE AT YOUR INSTITUTION. SO YOU WANT YOUR INSTITUTION TO HAVE A STRONG REPUTATION IN THE COMMUNITY OF COLOR AND SCHOLARS OF COLOR ACROSS THE U.S. WE ALSO WANT TO BE ABLE TO PITCH TO FACULTY WHY IT WOULD BE ATTRACTIVE TO COME TO OUR INSTITUTION. WE WANT TO BE ABLE TO SHOW THERE'S ACTION BEHIND OUR WORDS. THAT'S WHAT FACULTY OF COLOR IS CONCERNED ABOUT. THERE'S SO MUCH CONVERSATION ABOUT DIVERSITY. WE HAVE STATEMENTS WITH DIFFERENT EVENTS BUT WE OFTEN FEEL LIKE THERE'S SO LITTLE ACTION. ONE THING WE TRY TO DO IS PITCH WHAT'S HAPPENING IN OUR COLLEGE WE THINK THEY MIGHT WANT TO BE INVOLVED IN. ONE INITIATIVE WE OFTEN TALK ABOUT WITH FACULTY OF COLOR WHEN WE'RE RECRUITING THEM IS WE HAVE THE NAACP CIVIL RIGHTS INITIATIVE. IT'S THE FIRST TIME THEY'VE PART PARTNERED WITH A HIGHER EDUCATION INSTITUTION AND I WON'T TALK ABOUT THE DIFFERENT ASPECTS BUT IT'S ONE THING WE'RE PITCHING. WE HAVE A COUPLE OTHER IDEAS WE'RE PITCHING TO FACULTY OF COLOR, HIGH-LEVEL FOLKS, FULL PROFESSORS TO BRING THEM TO CAMPUS. WE HAVE TO GIVE THEM A REASON TO WANT TO COME TO KENTUCKY. THE BOTTOM LINE IS STRATEGY WITHOUT COURAGE DOESN'T BRING RESULTS AND CONCRETE ACTION STEPS AND WE NAMED THE DEAN OF DIVERSITY UNTIL 2020. IN 2020 WE HIRE ONE-THIRD AFRICAN AMERICAN FACULTY AND A 2021, 40% WERE AFRICAN AMERICAN AND 80% WERE FACULTY OF COLOR AND WE HAVE A LONG WAY TO GO. WE DECREASED OUR DIVERSITY BY 5% AND THE PRESIDENT ASKED ME TO SERVE ON THE STRATEGIC PLANNING COMMITTEE ON THE DIVERSITY PORTION OF THAT WORK. YOUR WORDS HAVE TO MEET YOUR ACTIONS AND THAT'S WHY YOU SEE THE RESULTS. CREATING A SAVE SPACE FOR FACULTY TO THRIVE. DO WE FAIL AT THAT SOMETIMES? WE DO BUT THE FACULTY KNOW THE LEADERSHIP OF THE COLLEGE WILL TRY TO UNITE US IN THE COMMON CAUSE AND STRENGTHEN COMMUNITIES ACROSS THE COMMONWEALTH AND WE ARE COMMITTED TO DO THE TRANSFORMATIVE WORK TO HELP THEM THRIVE AND COMMITTED TO RESULTS. >> THANK YOU. THAT'S HELPFUL TO HAVE HEARD. I AM GOING TO TRANSITION IMMEDIATELY TO DR. STEVEN LANIER THE VICE PRESIDENT FOR RESEARCH AT WAYNE STATE UNIVERSITY AT DETROIT, MICHIGAN AND RECRUITED TO THIS POSITION IN 2014 FOLLOWING A SEVEN-YEAR TENURE AS AN ASSOCIATE PROVOST AT THE MEDICAL UNIVERSITY OF SOUTH CAROLINA IN CHARLESTON. DR. LANIER. >> I WANTED TO SHARE OUR EXPERIENCE BUILDING ON THE DECEMBER 8 CONFERENCE IT WILL TALK ABOUT CONTEXT AND CONTEXT AND TIMING AND IMPLEMENTATION AND OUTCOME TO DATE. IT'S AROUND OUR GOAL TO NURTURE A BROAD EO SYSTEM FOR CREATIVITY AND KNOWLEDGE APPLICATION BY LEVERAGING OUR ACADEMIC STRENGTHS, COMMUNITY ENGAGEMENT MISSION AND URBAN LOCATION. EMBEDDED IN OUR STRATEGIC PLAN FROM THAT TIME. PRESIDENT ROY WILSON JUST CAME ON AS PRESIDENT IN 2013 OF THE UNIVERSITY AND THE BIG UNIVERSITY IN THE MIDDLE OF A GREAT CITY FACED 50 YEARS OF CHALLENGES IN SOCIAL DYNAMICS THAT IMPACTED SUB SETS OF THE POPULATION BUT A STRONG SENSE OF OPTIMISM GOING FORWARD AND HOW THE CITY MAY PARTNER WITH THE UNIVERSITY TO PIVOT FORWARD. AND THE UNIVERSITY WAS NOT REALLY REALIZING ITS POTENTIAL FOR COMPETING WITH BROADER GRANTS AND INITIATIVES THAT INVOLVED COMPONENT. THE IDEA WAS TO FOCUS ON THE DEVELOPMENT MUCH INITIATIVES FOR RESEARCH AND DEVELOPMENT THAT WOU WOULD WOULD, A, ALIGN WITH THE MISSION AND THE THEMATIC AREAS OF FOCUS WOULD BE OF RELEVANCE TO THE COMMUNITIES SERVED AND THEY WOULD LEVERAGE STRENGTHS ACROSS DEPARTMENT AND PROGRAMS IN DIFFERENT COLLEGES AND SCHOOLS AND WITHIN THE COMMUNITY PROVIDING A PLATFORM FOR PROGRAM GRANT DEVELOPMENT AND RESEARCH AND EDUCATIONAL GROWTH GOING FORWARD. A NEW RESEARCH FACILITY AND OPEN LAB WAS RE-INTEGRATED AND SIX THEMATIC AREAS WERE IDENTIFIED AT THE FIRST STAGE AND ALL OF WHICH INVOLVED FACULTY, RECRUITMENT, EDUCATIONAL TRAINING PROGRAMS AND KEY PARTNERSHIPS IN A COMMUNITY. TWO EXAMPLES OF THIS CONCEPT ARE ILLUSTRATED HERE WHERE YOU HAVE DIFFERENT FOCUS AREAS UNDER AN UMBRELLA HITTING, IF YOU WILL, IF YOU FOCUS TO THE LEVEL, TRANSLATIONAL SCIENCES AND URBAN HEALTH WITH DIFFERENT THRUST OR THEMATIC AREAS AND THE IDEA BEING EACH OF THESE TARGET AREAS WOULD INVOLVE FOLKS FROM DIFFERENT DEPARTMENTS, SCHOOLS AND COLLEGES AND DIFFERENT AREAS OF EXPERIENCE AND DIFFERENT AREAS OF EXPERTISE THAT WOULD ASSEMBLE AROUND THE CHALLENGE AND EACH TARGET AREA WOULD INCLUDE A DISCOVERY COMPONENT AND COMMUNITY ANCHOR BY VIRTUE OF WHERE WE ARE IN THE MISSION, TRANSLATIONAL COMPONENT AND IDEALLY AN IMPLEMENTATION SCIENCES COMPONENT TO ENGAGE FOR. YOU CAN SEE THERE ARE ENABLING PLATFORMS OR THEMES THAT CUT ACROSS EACH OF THOSE AREAS PROVIDING INTERTHEME CONNECTIVITY AS WELL. I'LL TALK WITH THE OUTCOMES, LOGISTICS AND THE JOURNEY. AND WE STARTED IN THE BIO SCIENCES IN 2016 THE FIRST TOPIC AREAS, INFORMATION SCIENCE AREAS LAUNCHED IN 2018 AND SOCIAL BEHAVIORAL DETERMINATES OF HEALTH IN 2020 THROUGH THE PROVOST'S OFFICE AND IN 2016 WE ANNOUNCED PLANS TO RECRUIT UP TO 30 FACULTY AS PART OF THE INTEGRATIVE BIO SCIENCES INITIATIVE. AND ADVERTISEMENT IN JOURNALS AND ALSO IN ALL THE DIFFERENT RECRUITING PLATFORMS WE COULD ACCESS. THIS BECAME IMPORTANT FOR DEVELOPMENT IN LEADERSHIP UNANTICIPATED. I CAN IMAGINE THE PROCESS CHANGES ALONG THE WAY. THERE WAS NO MECHANISM FOR APPROVAL AND WE WEREN'T TYPICALLY ONE POSITION, ONE DEPARTMENT, ONE HIRE. AND THERE WASN'T A MECHANISM OF SEARCHING FOR DEPARTMENTS NOT DEFINED AND WE NEEDED TO REDO LETTERS OF TEMPLATE GOING FORWARD. WE HAD A COMMITTEE THAT HAD A DREAM OF SOCIAL WORK AND RESEARCH AND MEDICINE AND I CHAIRED THAT GROUP AND WE STARTED EVALUATING APPLICATIONS AND THE IDEA BEING THROUGH THIS DIVERSE GROUP WE HAD ASSEMBLED WE WOULD HAVE TOUCH POINTS ACROSS CAMPUS WHERE THERE WAS INTEREST FOR DEVELOPMENT AND HIRING GOING FORWARD. IT EVOLVE OVER TIME AND INVOLVES RECRUITMENT COMMITTEES WITHIN THE DEPARTMENT. I HAD CHAIRS AND RECRUITMENT COMMITTEES THAT COULD PUT FORTH CANDIDATES GOING FORWARD AND REMAINED NIMBLE BUT GAINED STRUCTURE AS WE MATURED. ONE THING I WAS STRUCK BY IN THE PROCESS WAS THE EXCITEMENT OF THE FOLKS INVOLVED. AND THERE WERE MULTIPLE TOUCH POINTS CROSS THE UNIVERSITY. TODAY WE RECRUITED 39 FACULTY, SIX PROFESSORS, NINE ASSOCIATE AND 24 ASSISTANTS. AND IT INVOLVED 20 FEMALE AND 19 MALE AND 20% OF RECRUITS WERE FROM SEGMENT OF THE POPULATION UNDER REPRESENTED IN THE SCIENCES. WE HAD GROWTH IN THE CAREER PATH AND THERE'S 11 DEPARTMENTS AND THREE CENTER INSTITUTES WITH DIFFERENT RECRUITS. FOR THE INFORMATION SCIENCES THERE WERE 10 RECRUITS AND 10 DIFFERENT DEPARTMENTS SIX DIFFERENT SCHOOLS, COLLEGES INVOLVED. THE SOCIAL AND BEHAVIORAL DETERMINATES INVOLVED THERE WERE SIX SCHOOLS AND DEPARTMENTS. A LOT OF CHANGE DURING THIS JOURNEY. AND I'D LIKE TO COMMENT ON A COUPLE POINTS WE SAW COME OUT OF THIS. FIRST IT'S NOT AGE OVERNIGHT PHENOMENON. IT'S A LONG JOURNEY TO MAKE CHANGES IN THIS DIRECTION AND IN THE ONLY THE CULTURE CHANGE BUT A SIGNIFICANT CHANGE IN PROCESSES. SECOND IS THE OPENING OF DOORS FROM LEADERS FOR DIVERSE BACKGROUNDS AND THOSE THAT MAY BE UNDER REPRESENTED IN LEADERSHIP ROLES THAT WOULD HAVE OTHERWISE NOT OCCURRED. THIS WAS NOT A CONVENTIONAL PATHWAY FOR HIRING NOT ENCUMBER ENCUMBERED FOR LEGACY PROCESSES AND COULD BE TARGETED FOR RECRUITMENT GOING FORWARD. >> AND NOW WE HAVE OPPORTUNITY FOR OUR REACTANT, DAVID ACOSTA. WE SAID THIS WON'T BE TOUGH, YOU JUST HAVE TO REACT TO THINGS AND THERE'S SO MUCH INFORMATION MAYBE WE DIDN'T DO YOU A FAVOR. HE'S A FAMILY MEDICINE PHYSICIAN HE PROVIDES STRATEGIC VISION AND LEADERSHIP TO AAMCs DIVERSITY AND INCLUSION INITIATIVE AND LEADS THE EQUITY, DIVERSITY AND INCLUSION DEPARTMENT. >> IT'S GREAT TO BE HERE WITH AN ESTEEMED PANEL. I'M IMPRESSED WITH THE WORK GOING ON ACROSS THE COUNTRY AND INSTITUTIONS. I'D LIKE TO THANK SPEAKERS FOR THEIR EXCELLENT PRESENTATIONS AND THE IMPORTANT KEYS TO SUCCESS THAT THAT'S HOW WE'LL RESPOND IN THE SENSE OF SUMMARIZING THAT FOR OUR AUDIENCE TO BRING THAT TO LIGHT AND MANY THINGS WE MENTIONED ARE VALIDATED IN OUR LITERACY ABOUT COHORT HIRING. LEADERSHIP DOES MATTER AND IDENTIFYING THE FACULTY ALLIES WITHIN OUR INSTITUTIONS THAT ARE ALLIES FOR DEI AND KNOWN CHAMPIONS FOR ENHANCEMENT AND DIVERSE FACULTY WORKFORCE AND SOME KNOWN REGIONALLY AND NATIONALLY FOR THEIR WORK AND ESPECIALLY THOSE FOUND IN LEADERSHIP POSITION. DR. REEDE EMPHASIZES IT'S IMPORTANT TO ENGAGE THE FULL SPECTRUM OF LEADERSHIP NOT ONLY WITHIN YOUR OWN COLLEGE BUT ACROSS ALL COLLEGES AND TAKE ADVANTAGE OF THAT AS WELL. IT'S INCLUDING PEOPLE AND THE DEAN AND DEPEND CHAIRS AND DEAN'S OFFICES AND OTHER LEADERSHIP THAT COMES FROM OTHER DEPARTMENTS AND ON: -- ONCOLOGISTS AND LEVERAGING THOSE WHO ARE THE CHAMPIONS AND GET THEM INVOLVED EARLY IN THE PROCESS TO FUNCTION AS AN INFLUENCER ACROSS THE WHOLE INSTITUTION WITHIN THE FEDERAL DEPARTMENTS AS WELL. THE SECOND KEY THING THAT CAME UP PRETTY CLEAR IS INTENTIONALITY AND HOW IMPORTANT THAT IS. INTENTIONALITY BY LEADERSHIP IS KEY. I LOVE THE VALUE DREXEL UNIVERSITY PUBLISHED AND PUT ON BECAUSE THEY MENTIONED OFF THE BAT, WE'RE DIVERSE BY INTENT. THEY ADOPTED THIS MOTION THAT DIVERSITY MUST A COMPASS WIDE IM IMPERATIVE AND IT'S IMPORTANT TO MAKE THEM EXPLICIT AND ARTICULATE AND IT'S IMPORTANT TO DELINEATE THE COMMON GOALS AND VALUES AND MAKE IT TRANSPARENT AND CLEAR. EQUALLY THE SPEAKERS TALKED ABOUT AND CREATE THE INFRASTRUCTURE AND THAT INCLUDES DESIGNATING INDIVIDUALS WHO ARE COORDINATED EVENTS FOR THE INTERDISCIPLINARY COLLABORATIONS, DESIGNATING A PARTICULAR FACULTY MEMBER WHO IS A CHAMPION ORR ALLY AND SPECIAL EQUITY IS NEEDED TO FACULTY AND MAKE SURE THERE'S SPACES OUTSIDE OF THEIR OWN DEPARTMENT THAT ARE BASICALLY NEUTRAL AND ONES IN WHICH THEY FEEL SAFE AND THERE'S CIVILITY BEING PRACTICED AND CAN FEEL AUTHENTIC AND BRING THEIR FULL IDENTITIES TO THE TABLE SO INTENTION BY DESIGN IS SOMETHING THAT CAME UP THAT WAS IMPORTANT. I LOVED DEAN VASQUEZ HIGHLIGHTS HIS OWN DEMONSTRATED EXPERIENCE SOMEBODY HIRED BY COHORT AND NOW HAS THE INTENT TO MAKE UNIVERSITY OF KENTUCKY RISE TO THE OCCASION. THIS IS ABOUT DISRUPTING THE STATUS QUO AND THIS IS ABOUT GOING BEYOND THE TRADITIONAL NETWORKS THAT WE USE FOR RECRUITMENT AND HOW DO WE RE-IMAGINE THE SEARCH PROCESS AS DEAN REEDE BROUGHT UP AS WELL. AND CONTINUE TO SUCCEED. I LOVE THE ONE PHRASE I'M GOING TO TAKEAWAY IS THE ONE DEAN VASQUEZ HIGHLIGHTS HE SAYS GIVE THEM A REASON FOR WANTING TO COME HERE. THAT WAS SO CRITICAL ESPECIALLY WHEN TALK ABOUT THE COLLABORATION WITH NAACP AND AS THEY WHAT THE THEMATIC CONCLUSI AND THERE'S AN ADDITIONAL PIECE AND THERE'S ANOTHER IDENTITY THEY HAVE IS RELATED TO SOME OF THESE PARTICULAR THINGS SWELL AND THEY REQUIRE MULTIPLE PERSPECTIVES AT THE TABLE AND CREATING INITIATIVES THAT CUT ACROSS RESEARCH AND COMMUNITY ANCHORS AND INVOLVE THE INTEGRATION ACROSS SCHOOLS AND INSTITUTIONS. U.C. BERKELEY HAVE SOMETHING THEY CALLED CREATIVE INTELLECTUAL CLUSTERS THAT FUNCTION AS AN ATTRACTIVE RECRUITMENT TOOL LIKE DEAN VASQUEZ HIGHLIGHTED. ONE THAT CAUGHT MY EYE BECAUSE IT WAS MY INTEREST AS WELL IS ONE OF THEIR THEMES IS CLIMATE EQUITY AND ENVIRONMENTAL JUSTICE AND THE WHOLE INITIATIVE IS TO STUDY CLIMATE CHANGE ISSUES THAT DISPROPORTIONATELY AFFECT MARGINALIZED GROUP AND THE PANDEMIC HAS SHOWN MARGINALIZED GROUPS HAVE A GREAT BURDEN OF SUFFERING SINCE THE PANDEMIC AS WELL. AND THE CLUSTERING HIRING DOESN'T STOP. IT'S AN ONGOING JOURNEY EMPHASIZED BY OUR SPEAKERS THAT PAYING ATTENTION TO CULTURE AND CLIMATE IS REALLY A CRITICAL SPACE FOR THAT WORKFORCE ENVIRONMENT TO ENSURE SUCCESS AND ATTRITION. IT ALSO INCLUDES THE VISION AND WHAT WE MEAN BY INCLUSION EXCELLENCE AND BEING EQUITY MIND OR EQUITY ADVANCING AS WELL IT'S ABOUT RECOGNIZING THE IMPORTANCE OF AUTHENTICITY AND CAN I BRING MY IDENTITY AND IT WILL GIVE THE BEST DECISION MAKING AND INNOVATION THEY CAN TO ENSURE WE'RE CREATING AN ENVIRONMENT THAT EMBRACE THE CONCEPTS AND IS A SAFE PLACE FOR PEOPLE TO BRING THEIR FULL SELF TO THAT TABLE AND NOT HAVE THE FEAR OF JUDGMENT OR FEAR OF RETRIBUTION THAT COMES TO THAT AS WELL AND WHAT COMES WITH INCLUSION EXCELLENCE IS THE NOTION ALIGNMENT WITH CORE MISSION AND COMMUNITY VALUES AT THE INSTITUTION IS REALLY IMPORTANT BECAUSE IT IS IMPORTANT TO FACULTY OF COLOR. WHEN THEY START LOOKING AT YOUR INSTITUTION, YOU'LL HAVE TO HAVE BOLD STATEMENTS OUT THERE AND I LIKE THE ONE BY DEAN REEDE THAT SAYS WE SEEK DIVERSITY AND PROMOTE EQUITY AND SOCIAL JUSTICE AND DEAN VASQUEZ SAID IT'S BUILT ON RESPECT FOR ALL PEOPLE AND AND A COMMON CAUSE TO DO TRANSFORMATIVE WORK THAT HELPS THEM THRIVE. THOSE TYPES OF STATEMENTS ARE GOING TO RESONATE WITH WHO WE'RE TRYING TO ATTRACT AND RECRUIT AND RETAIN AS WELL. FOR FACULTY OF COLOR RELATIONSHIP BUILDING AND IMPORTANCE OF CULTURE IDENTITY IS OFTEN LOST IN THE SCHEME OF THINGS. IT'S IMPORTANT FOR THOSE PARTICIPATING IN TODAY'S WEBINAR, TO THE IMPORTANT PIECE ABOUT THIS IS ALWAYS REMEMBER ABOUT THE RELATIONSHIP BUILDING BECAUSE THAT'S GOING TO BASICALLY BUILD THE PATHWAYS AND CONNECTION TO BRING HOME AND THIS MAY BE ACROSS DEPARTMENTS OR EVEN ACROSS THE INSTITUTION ITSELF, BUILD THE BRIDGES AND MAKE IT EASY FOR OUR EARLY CAREER FACULTY WHO ARE GOING TO BE BUSY ENOUGH BUT IT'S IMPORTANT TO HAVE THE INFRASTRUCTURE IN PLACE TO PAVE THAT WAY AND LAST BUT NOT LEAST THE PIECE ABOUT RELATIONSHIP BUILDING IS ENSURING THERE'S COMMUNITY NETWORKING THAT NORMALLY THIS WILL BRING AS SAID ONE OF THE NICE THINGS ABOUT COHORT HIRES IS THERE'S AN INSTANT COMMUNED -- INSTANT COMMUNITY AND SENIOR FACULTY BEING INVOLVED FROM THE GET GO AND NOT ONLY BEING MENTORS BUT SPONSORS IS CRITICAL AND THE LAST THING I'LL SAY ABOUT THIS IS AGAIN THIS TALKS ABOUT RE-ENVISIONING AND REACH OUT EXTERNAL TO THE INSTITUTION AND THERE'S THINGS OUT THERE BUILT AND I THINK ABOUT THE EARLY CAREER WOMEN'S SUMMIT THAT PROVIDES NETWORKING THAT CAN BE A SUPPLEMENT TO WHAT YOU'RE ALREADY DOING. WITH THAT, I THANK OUR SPEAKERS, MARIE THANK YOU FOR THE ABILITY TO COMMENT ON TODAY. >> I COULDN'T ASK FOR A BETTER REACTANT AND PANEL. I'LL ASK EVERYONE TO TURN THEIR CAMERAS ON NOW BECAUSE WE HAVE QUESTION QUESTIONS I'LL CALL YOU BY YOUR FIRST NAME GOING FORWARD. WE'LL GET STARTED WITH THE QUESTIONS AND THERE'S ONE ROUND ROBIN SPECIFIC TO JOAN. LET'S GO GENERAL QUESTIONS FIRST. FIRST QUESTION, HOW CAN COHORT HIRING BEST BE IMPLEMENTED ACROSS THE UNIVERSITY SUCH AS DIFFERENT DISCIPLINES OR SCHOOLS WITHOUT HAVING ONE OR TWO RECRUITED FACULTY IN EACH OF THE AREAS. SHOULD COHORT HIRING OR SHOULD CLUSTER HIRING HAPPEN WITHIN ONE SPECIFIC FIELD LIKE NEUROSCIENCE OR CANCER RESEARCH SO THEY'RE NOT ISOLATED WITHIN THEIR HOME DEPARTMENT? AND STEVE, I'LL ASK YOU TO START BECAUSE I THINK YOU BEGAN ADDRESSING THIS AND WE CAN GO AROUND FOR OTHER PERSPECTIVES AS WELL. I THINK YOU NEED A COMMUNITY. IT ALLOWS PEOPLE TO COME TOGETHER SO I THINK A THEMATIC ANCHOR COULD BE POWERFUL IN PROVIDE SENSE OF COMMUNITY THAT TOUCHES ON SOME OF THE THINGS DR. ACOSTA MENTIONED WERE IMPORTANT AND ANOTHER THING IS REC WE RECRUITED IN DIFFERENT RANK PROFESSOR, ASSOCIATE PROFESSOR SO PEOPLE WHEN COME INTO THE COMMUNITY THEY HAVE PEER MENTORS AS WELL AS MORE SENIOR MENTORS PROVIDING A TEXTURE OF MENTORING GOING FORWARD. I THINK AS THE GREAT VALUE IN FOCUSSING ON A THEME. >> JOAN, WOULD YOU LIKE IT ADD TO THAT? >> I AGREE WITH THE IMPORTANCE AND THE VALUE THAT CAN COME WITH THE THEMATIC RECRUIT. SOME DEPENDS ON THE SIZE OF THE DEPARTMENT YOU'RE RECRUTING AND SLOTS AVAILABLE. AND BEING VERY INTENTIONAL AND DELIBERATE SO NAR NOT SEARCHING FOR THAT ON THEIR OWN BUT IT'S FOSTERED BY THE INSTITUTION AND WE HAVE TOOLS TO HELP THEM CONNECT AND SOME ENTAILS PICKING UP THE PHONE OR E-MAILING TO MAKE CONNECTIONS WITH INDIVIDUALS AND FINDING SPACES FOR THEM TO COME TOGETHER I FOUND IT FASCINATING THE WAYS IN WHICH ACROSS OUR INSTITUTIONS WE OFTEN TALK ABOUT INADEQUACIES AND THE LACK OF NUMBERS BUT THEY DON'T KNOW THE OTHER PERSON'S THERE AND HOW DO YOU BUILD THAT SPACE WHERE SOMEONE SAYS I DIDN'T KNOW THERE WAS SOMEONE DOWN THE HALL OR THE NEXT FLOOR. I FOUND THAT EXTREMELY POWERFUL FOR THE FACULTY AND IF YOU START TO THINK ABOUT FAMILY. >> I DON'T THINK THOUGHT ABOUT THE BUDGET. NOT ONE TIME. FIRST I WANT TO SAY TO MY COLLEAGUES I THINK WE HAVE TO PAY FOR THE HIRES AND MY MOTHER ALWAYS SAID SHOW ME HOW YOU SPEND YOUR MONEY AND I'LL SHOW YOU WHERE YOUR PRIORITIES ARE. I THINK INSTITUTIONS ARE VERY DIFFERENT FROM EACH OTHER. COLLEGES ARE ALSO VERY DIFFERENT FROM EACH OTHER THE DEANS MAY THINK OF HOW TO PLAY FOR A CLUSTER HIRE OF FOLKS WHEN I HAD A $2-4 MILLION CUT LAST YEAR. I THINK THE INSTITUTION HAS TO COME TO THE TABLE TO HELP THIS WORK GO BECAUSE NOT EVERY COLLEGE HAS THE RESOURCES TO DO THIS WORK IN COLLABORATION WITH OTHER CAMPUSES. I WANT TO STRESS THE COMMITMENT OF THE PRESIDENT AND THE PROVOST AND THE DEANS ARE TO THIS KIND OF WORK BECAUSE IT'S FRANKLY VERY COSTLY. YOU HIRE THREE FACULTY THAT CAN COST HALF A MILLION DOLLARS. I THINK WE HAVE TO EMPHASIZE THE FACT THAT THERE HAS TO BE COMMUNICATION WITH THE LEADERS OF THESE INSTITUTIONS TO SUPPORT THIS WORK GENEROUSLY AND FINANCIALLY. >> THANK YOU. >> DO YOU WANT TO MAKE ADDITIONAL COMMENTS. >> I'LL PIGGY BACK TO WHAT JULIAN SAID LOOK AT THE EXPERIENCES FROM DIFFERENT INSTITUTIONS AND SAYING WE'RE ALL DIFFERENT. THERE'S AT LEAST THREE DIFFERENT MO MODELS OF FINANCE. THE FIRST QUESTION THAT COMES UP IS HOW ARE WE GOING PAY FOR IT? THAT'S ONE WAY TO MUFFLE A CONVERSATION, RIGHT. AT U.C. DAVIS WE HAD AN ADVANCED GRANT FROM NSF AND WE WERE ABLE TO FOCUS BECAUSE OF THE DEMOGRAPHICS OF CALIFORNIA WE WERE INTERESTED IN RECRUITING OUR TOP LATINA SCIENCES IN STEM BECAUSE IT WAS A HUGE A POSPAUCIT POSIPOSI POSIPOSIT -- PAUCITY AT U.C. DAVIS AND THEY MADE A COMMITMENT TO MATCH FUNDING FROM THAT GRANT AND DO A SHARE ACROSS MODEL AND THE SWEET PART IS YES IT WAS AN INVESTMENT OF ABOUT $3 MILLION UP FRONT AND IT OPENED UP DOORS AND WE BEGAN TO THINK ABOUT THE INCENTIVES OF WHY THE WORK IS IMPORTANT AND WHAT'S THE RETURN ON THE INVESTMENT ONCE WE TURN IT AROUND. I LEFT IN 2017 PART OF THEIR EXTERNAL ADVISORY COMMITTEE THAT STARTED IN 2012 AND TO MY EXCITEMENT FOUND THEY HAVE NOW HIRED 32 LATINA STEM FACULTY ACROSS THE HEALTH SCIENCES WHICH IS AMAZING WHEN WE STARTED WITH PRETTY MUCH ZERO AT THAT POINT. BEING INNOVATIVE IS MY POINT AND IF THEY HAVE THE MONEY THEY'LL SPEND IT IN THE RIGHT WAY AND THERE'S DECENTRALIZED MODELS. THERE'S A GREAT RESOURCE PUBLISHED NOT LONG AGO THE CLUSTER HIRING THAT BRINGS IN MODELS PEOPLE HAVE USED AND PEOPLE CAN GET IDEAS WHAT THOSE ARE. >> I WANT TO EXTEND MY CONGRATULATIONS TO EVERYONE FOR THEIR SUCCESS. IT'S VERY IMPRESSIVE, I PROMISED MARIE I WOULD DO THIS, WELL, I DIDN'T PROMISE I JUST SAID BE READY. SO MY EXPERIENCE HAS BEEN THAT WE ARE DEALING WITH THE FOLKS THAT YOU ARE HIRING IN THESE CLUSTERS ARE STEM SURVIVORS. STEM EDUCATION SURVIVOR COHORTS. AND PART OF WHAT I THINK IS SO IMPORTANT IS THAT IF YOU WANT TO HAVE THE DIVERSITY ACROSS INSTITUTIONS, ACROSS DISCIPLINES, WE'RE GOING TO HAVE TO LOOK BACK AND ASK WHY IS IT WE ACTUALLY HAVE SO FEW THOUGH DAVID, 32 LATINAS IN STEM, HOLY MOLY, THAT'S AMAZING. BUT WHY IS THERE SUCH A PAUCITY TO HIRE? WE HAVE A POOL IN OUR INNER CITY SCHOOLS AND RURAL SCHOOLS. IN OUR PUBLIC SCHOOLS. AND ABOUT THE WAY, MANY OF THE BEST-FUNDED NIH INSTITUTIONS ARE WITHIN WALKING DISTANCE OF A PUBLIC SCHOOL. I TOLD MARIE BE PREPARED BECAUSE THAT'S MY MANTRA, INCREASE THE POOL. >> KEEP AN EYE OUT WHETHER THERE'S BEEN A RELEASE OF FUNDING. >> LET ME DO A QUICK THANK YOU TO THE NIH, ACTUALLY. THE CLUSTER VERY IMPORTANT BUT THE FIRST THING THAT HAPPENED IN MY CAREER IS THE NIH FELLOWSHIP I STUDIED AT THE ACADEMY OF SCIENCES IN BEIJING, CHINA FOUR OR FIVE MONTHS. THAT WAS IMPACTFUL. AS AN UNDERGRADUATE I WAS A PSYCHOLOGY MAJOR AT THE UNIVERSITY OF MICHIGAN. I WANT TO GIVE A THANK YOU TO THE NIH. I PROBABLY WOULDN'T BE IN THIS POSITION ALSO IF I WOULDN'T HAVE HAD THAT EARLY SUPPORT TO DO RESEARCH AS AN UNDERGRADUATE. >> I APPRECIATE THAT, WE APPRECIATE THAT. THERE'S SIMILAR STORIES PEOPLE HAD OUTREACH IN COLLEGE, AND SCIENCE IDENTITY GETS REACHED AS EARLY AS AS MIDDLE SCHOOL. AND IT'S GREAT WE HAVE SO MANY QUESTIONS AND THOUGHTFUL PEOPLE AND THIS IS THE SECOND QUESTION. ENHANCING DEI AND STEM IS IMPORTANT TO SCIENTISTS. IS THAT ADVISE FOR YOU CAN GIVE TO APPRECIATION FOR OLDER SCIENTISTS AND LEADERSHIP AND MAYBE I'LL START WITH YOU, ROBBY AND SEE WHAT THOUGHTS YOU HAVE AND GO AROUND. >> FOR OLDER FACULTY AROUND DIVERSITY IS THAT -- >> THAT'S BASICALLY THE QUESTION HERE. ONE OF THE GREAT THINGS ABOUT DIVERSITY IS IT KEEPS YOU YOUNG AND ON YOUR TOES. YOU HAVE TO KEEP UP. IT ADVANCES YOUR INTELLECTUAL PERSPECTIVE IN MANY WAYS AND YOUR PROBLEM SOLVING SKILLS. IT'S AN INTERESTING QUESTION IN PERMS OF RECRUITING OLDER INDIVIDUALS WITH DIVERSE PERSPECTIVES BECAUSE THEY HAVE A WEALTH OF WISDOM THEY'RE THE WISDOM HOLDERS AND THAT'S A GREAT QUESTION TO THE EXTENT OF HOW CAN WE BUILD THESE COMMUNITIES WHERE THERE'S MORE FLEXIBILITY AROUND HOW WE ENGAGE? EXTERNAL ADVISORS IS A GREAT WAY TO DO THAT. AND YEAH, THOSE ARE MY OFFICE THE SYNAPSE IDEAS. >> DAVID, WHAT CAN BE DONE TO CONVINCE LEADERSHIP WHO ARE OFTEN OLDER AND MAJORITY OF INDIVIDUALS AROUND COHORT RECRUITMENT AND GIVEN YOUNGER FOLKS SEE VALUE TO THIS? >> FOR ME IT CROSSES INTO THE DEI WORK BECAUSE WE DEAL WITH THIS KIND OF QUESTION ALL THE TIME AND THE MAIN THING WE THINK ABOUT WITH RESISTANCE AND TRY TO UNDERSTAND THE RESISTANCE THAT THIS IS NOT FOR ME AND IT'S FOR THE YOUNGER GENERATION AND HOW TO UNPACK THAT. IT'S HAVING THE RELATIONSHIP WITH THE FACULTY MEMBER TO UNPACK AND YOU'LL FIND OTHER THINGS YOU CAN ADDRESS WHERE DYE DDYE DEI BE A SOLUTION FOR THEM RATHER THAN SAYING IT'S NOT ANY GENERATION. THERE'S ISSUES WE CAN TALK ABOUT WHERE INCLUSION AND EXCELLENCE IS THE SENSE OF BELONGING. THE REALITY IS I'M STARTING TO RUN INTO THE STEREOTYPE THREATS MYSELF NOT RELATED TO MY ATLANTA ATLANTA -- LATINONESS OR MANLINESS BUT AGE AND SENIOR FACULTY ARE BEING CHALLENGED BECAUSE OF THE OLD WAY OF SEEING THE WORLD THOUGH WE MAY BE SPRY IN MIND AND CATALYZE WITH OUR STIMULUS BUT WE'RE PUT INTO THIS BOXWAY OF SEEING THE WORLD THOUGH WE MAY BE SPRY IN MIND AND CATALYZE WITH OUR STIMULUS BUT WE'RE PUT INTO THIS BOX GETTING TO THIS POINT YOU HAVE TO HAVE A TRUSTING RELATIONSHIP AND HAVING THE CONVERSATIONS IS HELPFUL TO GET THEM INTO THAT AS WELL. AND THERE'S INTERGENERATIONAL QUESTIONS HOW CAN THEY GET TO THINK ABOUT AND THE EXTRA SOURCING. THERE'S A DIFFERENCE WE HAVE TO ACKNOWLEDGE WITH REGARD BUT THERE'S GOOD APPROACHES TO THAT THAT WILL WORK IN PROVIDING THE SKILL SETS AND TOOLS THEY MAY NOT BE PRIVY TO. THE NOTION IF I CAN UNDERSTAND AND ASSIST BY PROVIDING YOU A TOOL, I'VE COME CLOSER TO BUILDING THAT TRUST AND ONCE I BEGIN TEACHING THE VALUE OF DEI AT A LARGER SCOPE IT GETS US STARTED ON THAT. THAT'S SOME IDEA AND WHERE I'D START AND THERE'S MANY APPROACHES. >> JULIAN. >> DIVERSITY IS AN EVERYDAY LEARNING OPPORTUNITY. IT'S AN EVERYDAY LEARNING OPPORTUNITY FOR ME. AND WHERE KNOWLEDGE ENDS, LISTENING AND LEARNING BEGINS. TO ME THAT'S PROFOUND. I THINK PART OF THIS IS TAKING PEOPLE WHERE THEY ARE. INFORMATION MULTIPLE WAYS TO ENGAGE. NOT EVERYBODY SHOULD BE ON THAT PAGE BUT PEOPLE CAN BE SPEAKERS. PEOPLE CAN BE SPONSORS. PEOPLE CAN BE GUIDES AND A FOUND WORKING WITH FACULTY OVER THE YEARS THEY START TO GET ENGAGED AND THEY START TO ENJOY THE LEARNING AND UNDERSTAND I CAN IMPACT SOMEONE'S LIFE AND SOMEONE HELPED YOU TO GET TO WHERE YOU ARE AND YOU'RE HELPING THE NEXT PERSON AND WE HAVE FACULTY WE CALL SENIOR AND I'M NOT SURE ABOUT WHAT SENIOR IS ANYMORE BECAUSE I THINK I CROSSED THE LINE AND THEY LOCK TO PARTNER AND DO THINGS IN DIFFERENT WAYS. IT'S TAKING PEOPLE WHERE THEY ARE AND OFFERING WHAT THEY CAN AND LEARN AND GROW AND GET THE EXCITEMENT OF SEEING BLOSSOMS COME OUT. THERE IS NOTHING MORE EXCITING THAN KIDS THAT'S EXCITED ABOUT WHAT AN ADULT SPENT TIME WITH ME. THE ONLY PART AND WHAT I FOUND HISTORICALLY WITH SOME OF THE FACULTY THAT ARE OLDER, THEY'RE AFRAID OF THE LITTLE KIDS AND THEY ARE AFRAID THEY WON'T BE INTERESTING AND WON'T KNOW WHAT TO SAY OR DO. WHEN I ASKED WHAT DO YOU TALK TO YOUR GRANDCHILDREN ABOUT THEY SAID THESE KIDS? YEAH, THEY'RE KIDS. THEY NEED THE ATTENTION. >> WE HAVE FOLKS AND OLDER FACULTY ENTRENCHED IN A SYSTEM COMFORTABLE IN THE WAY THE SYSTEM WORKS SO IT'S NOT JUST BEING COMFORTABLE WITH DEI BUT WHEN THEY BECOME COMFORTABLE IN THEIR LEGACY STRUCTURE. AND HOW DO YOU CHANGE THAT WHAT ACOSTA SAID WAS ENGAGING AND EVERYBODY CAN CONTRIBUTE TO THE PIECE OF THE PIE AND ONE THING I FOUND HELPFUL IS ONCE PEOPLE CAN MAKE A DIFFERENCE AND CONTRIBUTE THEN THEY ENGAGE. THAT'S A GOOD IDEA. WE HAVING AN ENVIRONMENT WHERE THEY MAXIMIZE THEIR TALENT HEPZ PLANT THE SEED FOR EMBRACIINING -- HELPS PLANT THE SEED FOR EMBRACING THINGS OUTSIDE THEIR COMFORT ZONE. >> THE QUESTION IS WHAT'S BEEN ASKED FOR THE SPEAKERS TO COMMENT ON THE ACCESSIBILITY ASPECT OF DIVERSITY. MANY FACULTY ARE RELUCTANT TO DISCLOSE BEING DIFFERENTLY ABLED. AS LEADERS HOW DO YOU RECRUIT THEM AND HOW DO YOU CONNECT THEM WITH OTHER FACULTY WHO SHARE THEIR IDENTITY? GOING ALPHABETICALLY IS DAVID. WE DON'T PAY ENOUGH ATTENTION TO THOSE INDIVIDUALS WITH DISABILITIES AND LEARNING DISORDER S IN SOME OF THE INITIATIVES I'VE BEEN INVOLVED WITH IT STARTS WITH CONSCIOUS AWARENESS TO UNDERSTAND WHAT THE EXPERIENCE OF THE OTHER IS BECAUSE SO MANY TIMES WE'RE SO QUICK TO INTERPRET AND TRANSLATE THEIR EXPERIENCES TO OURS AND PUSH OUR QUALITY OF LIFE UPON THEM AS WELL AND IT'S REALLY IMPORTANT FOR US TO QUIET THE INTERNAL VOICE AND UNDERSTAND WHAT IS THEIR LIVED EXPERIENCES AND WHAT ARE SOME OF THE THINGS THAT WE CAN LEARN THAT WILL HELP US AGAIN BE CONSCIOUSLY AWARE AND UNDERSTAND BUILD THE KNOWLEDGE FOUNDATION AND IT'S THROUGH CULTURE AND HUMILITY AND TRYING TO UNDERSTAND THE PERSPECTIVE OF THE OTHER FOR US TO BUILD FROM THAT TO MOVE THAT ON BECAUSE FROM THAT THERE'S A RIPPLE EFFECT OF THAT WE CAN BASICALLY NOW BEGIN TEACHING OTHERS ONCE WE THINK WE CAN UNDERSTAND WHAT THE ISSUES ARE AND HOW THE INSTITUTION ITSELF HAS TO CHANGE ITS CULTURE AND CLIMATE TOWARDS THAT ACCESSIBILITY BECOMES IMPORTANT AND I'M FINDING WHAT OUR ROLE IS GOING TO BE THINK OUR TOP LEADERSHIP MUST BE INVOLVED WITH THAT BECAUSE THE ONES THAT MAKE THE DECISIONS BEHIND CLOSED DOORS ARE IMPORTANT AND I KNOW THEY FEEL OSTRACIZED AND MARGINALIZED AND ISOLATED. THOSE ARE TOP OF MIND FOR ME. >> JOAN. >> AS WE DEALT WITH COVID AND SPECIAL EQUITY SESSIONS AROUND COVID, WE HAD A SPECIAL SESSION AROUND DISABILITY AND COVID AND HOW IT IMPACTED THE POPULATION. WE'RE PLANNING A SPECIAL SESSION FOR THE FALL ON NEURODIVERSITY AND THE SESSION IS COMING UP WITHIN THE NEXT MONTH ACROSS THE UNIVERSITY LOOKING AT THE INTERSECTIONALITY YOU COULD BE DISABLED AND BLACK AND A WOMAN AND HOW DO THESE THINGS COME TOGETHER? HOW DO YOU MAKE THE TOPICS MORE VISIBLE AS PART OF THE REGULAR CONVERSATION IT'S NOT AT A SPECIAL MONTH OR TIME. HOW DO YOU GET INCLUSIVE AS YOU LOOK AT THE PROGRAMS AND PANELS WE PUT TOGETHER TO MAKE SURE THAT DIVERSITY ON MULTIPLE FRONTS IS REPRESENTED IN THE SPACES TO BE SEEN AND MODELS FOR STUDENTS AND TRAINEES COMING BEHIND AND BECOME INTENTIONALITY MINDED IN THIS SPACE AS WELL. >> BEING STRAIGHTFORWARD, THIS HAS BEEN AN AREA OF GROWTH FOR ME. ONE OF MY GRADUATE STUDENTS IS STUDYING DISABILITY IN AAUs AND AS A DEAN I'VE BEEN FOCUSSED ON THE ENVIRONMENTS WITHIN WHICH OUR FACULTY WITH DISABILITIES EXPERIENCE. SO THERE'S THE THINKING ABOUT HUNDRED YEAR OLD BUILDING INTERACTS AND HOW AS FACULTY WHEN WE'RE TOGETHER HOW SOMEONE HAS A VISUAL IMPAIRMENT HOW WE NEED TO OPERATE AND COMMUNITY THE STANDARDS AND VALUES ACROSS AND HOW TO ADDRESS STIGMA, DISCRIMINATION AND PREJUDICE AND THE SHORT COMINGS AND HOW WE AS A COLLEGE OPERATE IN MAKING SURE OUR APPROACH TO DIVERSITY AND INCLUSION IS MORE INCLUSIVE. I THINK IT'S BEEN AN AREA FOR GROWTH FOR MYSELF AND ONE OF THE FIRST THINGS THAT DID I WAS HEARTBREAKING FOR ME THAT PEOPLE IN WHEELCHAIRS COULDN'T ENTER THE FRONT OF OUR BUILDING. THAT WAS A MESSAGE AND THE FIRST PROJECT WE UNDERTOOK TO CREATE THAT OPPORTUNITY FOR FOLKS IN WHEELCHAIRS TO COME IN THE FRONT DOOR AND NOT THE BACK DOOR AND IT'S A METAPHOR FOR HOW TO DO THE WORK, IT SHOULD BE FRONT AND CENTER. >> THANK YOU. ROBBIE. >> EVERYONE'S CONTRIBUTIONS ARE SO INSIGHTFUL. I COME TO THIS FROM A DIFFERENT PERSPECTIVE AND IT'S DIFFERENTLY ABLED AND WHAT DOES THAT TEACH US ABOUT FOR EXAMPLE, PLASTICITY OF THE BRAIN. THERE'S A PART OF ME AS A NEUROSCIENTIST SAYING GEE, HOW DO YOU DO THAT? THERE'S OPPORTUNITIES NOT ONLY FROM A COMPASSIONATE PERSPECTIVE AND HEY, HOW CAN WE LEARN FROM THIS AND WHAT DOES THIS TEACH US ABOUT THESE BIOLOGICAL SYSTEMS. I THINK THERE'S AN OPPORTUNITY FOR DIFFERENTLY ABLED FOLKS TO HEY, I'M SPECIAL. AND HOW CAN WE LEARN FROM THAT AND HOW CAN WE EXPAND OUR KNOWLEDGE AND EXPAND THE OPTIONS WE HAVE FOR INDIVIDUALS WHO MAY ACQUIRE A DIFFERENT ABILITY. >> THAT WOULD BE MY PERSPECTIVE. >> STEVE. >> I'M NOT SURE I CAN ADD TO COMMENTS THERE. I THINK EVERYBODY TOUCHED THE KEY POINTS. I LIKE DIFFERENTIALLY ABLED IS IMPORTANT. I DON'T HAVE ANYTHING TO ADD, MARIE. >> OKAY, THANK YOU. SO WE'RE DOWN TO OUR LAST NINE MINUTES, AND SO WHAT I'M GOING TO DO IS GIVE EACH OF YOU A MINUTE TO RESPOND TO ONE QUESTION AND THEN WE'LL TRY TO WRAP IT UP. AND THIS IS A QUESTION ASKING ABOUT WHETHER IT'S POSSIBLE TO APPLY THE MODELS DISCUSSED IN TERMS OF COHORT HIRING AND RECRUITMENT TO FEDERAL ENVIRONMENTS FOR NON-ACADEMIC WORKPLACES. I'M GOING GO REVERSE ALF -- ALPHABETICAL ORDER AND STEVE, YOU HAVE A MINUTE. >> CREATING A SENSE OF MISSION ROUND ALPHABETICAL ORDER AND STEVE, YOU HAVE A MINUTE. >> CREATING A SENSE OF MISSION ROU ALPHABETICAL ORDER AND STEVE, YOU HAVE A MINUTE. >> CREATING A SENSE OF MISSION ROU ALPHABETICAL ORDER AND STEVE, YOU HAVE A MINUTE. >> CREATING A SENSE OF MISSION ROU ALPHABETICAL ORDER AND STEVE, YOU HAVE A MINUTE. >> CREATING A SENSE OF MISSION ROUNDALPHABETICAL ORDER AND STEVE, YOU HAVE A MINUTE. >> CREATING A SENSE OF MISSION ROUND FOCUS AREAS AND A COHORT WITH A SENSE OF VISION CAN FUNCTION IN ACADEMIC AND NON-ACADEMIC SETTINGS. >> OKAY. THANK YOU. ROBBIE. >> I WOULD ECHO WHAT STEPHEN JUST SAID. THAT'S THE PERFECT APPROACH BECAUSE DIVERSITY ACROSS THE SPECTRUM IS NOT A LUXURY. IT'S A NECESSITY. AND BRINGING PEOPLE IN WITH DIVERSE PERSPECTIVES OR CAPABILITIES OR EXPERTISE ACROSS A DOMAIN IS CRITICAL TO SUCCESS, WRIT LARGE, THE END. >> OKAY, VERY GOOD. JULIAN. >> TALENTED PEOPLE OF COLOR HAVE LOTS OF OPTIONS. LOTS OF OPTION. I'M ALWAYS TRYING TO FEND OFF OTHER UNIVERSITIES TRYING TO TAKE OUR FACULTY. IT'S ALMOST A FULL-TIME JOB. BUT THE GOAL OF DOING THIS WORK AND GOING BACK TO MISS EXPERIENCES, THE ABILITY TO SET GOALS WITH COLLEAGUES AND ACCOUNTABLE TO EACH OTHER AND NETWORK AND TO ADDRESS ISOLATION AND HAVE THAT SOCIAL CAMARADERIE, YOU WANT TO HAVE AN ENVIRONMENT WITHIN WHICH PEOPLE OF COLOR AND OTHER HISTORICALLY MARGINALIZED GROUPS NOT JUST SURVIVE BUT THRIVE. THE APPROACH IS THINKING WHAT ARE THE BENEFITS OF DOING THIS KIND OF WORK. OF COURSE I THINK IT WOULD WORK IN FEDERAL SETTINGS AND CORPORATE SETTINGS AND CREATE THE ENVIRONMENT CONDUCIVE TO THE SUCCESS OF FOLKS WHEN YOU BRING THEM IN AND PEOPLE OF COLOR AND HISTORICALLY MARGINALIZED COMMUNITIES HAVE EXPERIENCED THE MOMENT WHERE WE WERE THE ONLY ONE IN A CLASSROOM THIS IS THE ABILITY TO CREATE AN ENVIRONMENT CONDUCIVE TO SUCCESS. >> JOAN. >> TO ME IT CAN BE DONE WITH GOVERNMENT AND THERE'S EXAMPLES FOR WHAT NIH HAS DONE IN THE SPACE. I THINK IT'S BASED ON MISSION AND VALUES AND THIS EXTEND TO WHICH THE ORGANIZATION IS TWOILG MOVE BEYOND THE STATEMENT OF -- WILLING TO MOVE BEYOND THE STATE OF MISSION AND VALUES AND INTENTIONALITY MOVING FORWARD TO EXAMINE PRACTICE AND THE WAY THINGS HAVE BEEN DONE AND CHANGE THEM AND UNDO STRUCTURES AND POLICIES AND PRACTICES THAT EXCLUDED VERSUS INCLUDED. IT HAD TO BE BUILT ON THAT FOUNDATION. I THINK IT NEEDS LEADERSHIP WITHIN THE ORGANIZATIONS WHO ARE WILLING TO TAKE THE RISK OF CHANGE FOR THE BETTER AND ENGAGEMENT OF LEADERS ACROSS THE BOARD AND IT TAKES INDIVIDUALS WITHIN THE MARGINS TO GIVE THE SYSTEM A CHANCE TO SAY I BELIEVE WHAT YOU SAY, I BELIEVE YOU'RE GOING TO TRY TO TAKE CARE OF US. AND THE TAKING CARE OF IS WHAT I THINK JULIAN IS TALKING ABOUT WHEN I STEP IN THE SPACE I'LL BE PROTECTED AND WITH MY SCIENCE AND WORK AND PROFESSIONALLY AND NOT FEEL LIKE I'M THE VICTIM OF HELPING THIS INSTITUTION BUT IT'S GOT TO BE BASED ON THIS VALUES AND MISSION AND LIVING WHAT WE SAY WE WANT TO DO. >> THANK YOU. DAVID. >> IN THE 1990 SOME INSTITUTIONS WERE TALKING ABOUT INCLUSION EXCELLENCE AND DIVERSITY. THEY'RE CLUSTERING HIRING CONCEPT HAS BEEN AROUND. TAY -- THEY CALL IT SOMETHING DIFFERENT AND WE HAVE A LOT TO LEARN AND I KNOW A LOT CHA -- WHAT HAS CHANGED MY WORLD ABOUT DEI IS HIGHER ED THAT WORKED ON THESE THINGS FOR A LONG TIME AND GETTING KNOWLEDGE ON SO YEAH, ITS CAN BE DONE. >> I'LL DO A LIGHTNING ROUND AND WHEN DO YOU HOPE PEOPLE WILL WALK AWAY FROM AFTER SHARING WHAT YOU KNOW AND IF YOU HAVE A PEARL OF WISDOM ABOUT RETENTION BECAUSE THERE'S A QUESTION WE DIDN'T GET TO NOT MEANING TO TRIVIALIZE THAT AT ALL AND GOING BY WHO I SEE IN THE ZOOM LINK. STEVE, I'LL START WITH YOU BECAUSE I SEE YOU FIRST. >> DISRUPTION OF LEGACY PROCESSES IS A CRITICAL COMPONENT OF RECRUITING. IT OPENS NEW DOORS FOR FOLKS TO BECOME LEADERS THAT WOULD OTHERWISE NOT BE THERE BY TRADITIONAL PATHS. THAT WOULD BE THE TAKEAWAY MESSAGE I WOULD LEAVE. >> THANK YOU. ROBBIE YOU'RE NEXT IN MY HOLLYWOOD SQUARES. >> THE MESSAGE FROM THIS DISCUSSION IS THE IMPORTANCE OF COMMUNITY. I KNOW AS DR. JACKSON MENTION ED AT THE NIH UNITE TOGETHER WE ARE STRONG AND I WOULD ADD TO THAT TOGETHER WE ARE SMARTER AND NONE OF US KNOWS IT ALL AND TOGETHER WE KNOW A LOT AND BUILDING THAT COMMUNITY WHERE EVERYONE CAN HAVE THEIR PERSPECTIVE RESPECTED IS CRITICAL AND THE ABILITY TO RECRUIT PEOPLE WITH DIVERSE AREAS OF EXPERTISE BUT COME TOGETHER AS THIS COMMUNITY IS A GREAT CATALYST FOR THEM AND EVERYONE AROUND THEM. >> THANK YOU. >> NEXT FROM WHAT I CAN SEE WOULD BE DAVID. >> SO WE CAN'T KEEP DOING THE SAME THING AND EXPECT DIFFERENT RESULTS. IT'S GOING TO REQUIRE IS WE HAVE TO DISRUPT THE SYSTEM. WE DON'T HAVE A CHOICE ANYMORE OR WE'LL MAINTAIN THE TREND THAT WILL NEVER CHANGE AND HAVE A PAUCITY OF UNDER REPRESENTED FACUL FACULTY. IT WILL TAKE COURAGE TO DISRUPT WHAT HAS BEEN HELPING THE FEW AND NOT THE MANY AND WE HAVE TO DECONSTRUCT THAT AND DEVELOP SYSTEMS BASED SOLUTION TO TACKLE AND DISRUPT THINGS. >> THANK YOU VERY MUCH. >> IF I CAN USE THE LANGUAGE OF MY GENERATION, I NEED TO KEEP IT REAL FOR A MOMENT HERE WHICH IS WHEN YOU'RE SUCCESSFUL AT THIS WORK, THERE'S GOING TO BE BACKLASH. THAT'S THE BOTTOM LINE. I THINK EVERYONE CARES ABOUT DIVERSITY BUT NOT ALL PEOPLE CARE ABOUT ALL DIVERSITY. AND ONE FINAL THOUGHT, I TRULY BELIEVE STRATEGY AND VISION WITHOUT COURAGE IS AN ILLUSION. >> THANK YOU VERY MUCH. JOAN, YOU GET THE LAST WORD. >> THERE IS NO CHOICE IN THIS. RECOGNIZE OF THE VALUE AND IMPORTANCE OF DIVERSITY, EQUITY AND INCLUSION AND ACCESSIBILITY IS SO FOUNDATIONAL TO WHOER IN THE ORGANIZATIONS AND SCIENCE WE DO AND FOR US TO BE OUR BEST WE HAVE TO ADDRESS THIS. THERE'S NOT AN ALTERNATIVE? AS DAVID SAID, DON'T KEEP DOING THE THINGS THAT HAVEN'T WORKED. WE CANNOT ACHIEVE AND BRING THE POTENTIAL EVERYONE CAN BRING. >> FABULOUS. THIS HAS BEEN SUCH A WONDERFUL AND RICH DISCUSSION. WE REALLY APPRECIATE YOUR GIVING UP YOURSELVES AS YOU HAVE. IT'S A GREAT DISCUSSION THAT LEADS RIGHT INTO THE NEXT PANEL THAT WE'RE GOING TO HAVE STARTING AT 2:30 SO I'M GOING ASK EVERYONE IN THE AUDIENCE TO GIVE A VIRTUAL ROUND OF APPLAUSE FOR OUR SPEAKERS, OUR REACTANT AND OUR OPENING SPEAKER AND LOOKING FORWARD TO THE CONTINUED DISCUSSION. SO WE'RE FINISHING A MINUTE EARLY SO YOU'LL GET 16 MINUTES FOR A BREAK AND WE'LL BE BACK AT 2:30 PROMPTLY EASTERN TIME. THANK YOU, DAVID, JULIAN, JOAN, ROBBIE, STEVE AND STAY AS LONG AS YOU CAN FOR THE FULL SESSION. SEE EVERYONE ELSE BACK AT 2:30. THANK YOU. I'M PLEASED TO INTRODUCE OUR SECOND SET OF PANEL SPEAKERS WHO WILL BE SHARING SUCCESSES AND CHALLENGES OF COHORT RECRUITMENT AS PART OF THE LARGER DEIE MISSION INCLUDING DR. BLACK, REUDI AND ANDERSON-THOMPKINS AND DR. SALAZAR WAS NOT ABLE TO BE HERE AND WHEN YOU SEE IT'S ALL WOMEN WE WERE BEING INCLUSIVE BUT IT WAS NOT FEASIBLE. SIMILAR TO OUR FIRST SESSION, I'LL BE KEEPING TRACK OF TIME AND ENCOURAGE EVERYONE TO SUBMIT QUESTIONS THE SEND LIVE FEEDBACK BUTTON BELOW THE VIDEO. I'LL START WITH SHERILYNN BLACK AND PROVIDED DEVELOPMENT FOR PRE-TENURE AND PRE-CAREER AND NON-TENURE SYSTEM FACULTY AT DUKE UNIVERSITY. DR. BLACK. >> THE, I'M DELIGHTED TO SHARE THE WORK WE'RE DOING AT WORK AT DUKE. I LIKE TO GROUND WHAT I DO IN THE LITERATURE. I THINK IT'S IMPORTANT AS WE CONTINUE TO THINK ABOUT HOW TO USE DATA AND EVIDENCE-BASED METHODOLOGY WE ALWAYS RETURN TO WHAT WE KNOW FROM THE LITERATURE AS WE ARE ALL SCIENTISTS. WE KNOW A LARGE BODY OF WORK SHOWS COHORT IMPROVES THE STUDENT EXPERIENCE AND THIS IS TRUE FOR UNDER REPRESENTED GROUPS AND UNDER REPRESENTED IN OTHERS AND IMPROVE THINGS LIKE BELONGING, RETENTION, PRO PRODUCTIVITY AND FACULTY AND THIS IS TRUE POST-2020 FOR THERE ARE REPRESENTED GROUPS AND MANY SCHOOLS WHO HAD ISD AND LOOKING AT LESSONS LEARNED AND SEEING WHAT'S IN THE LITERATURE AND APPLYING THE SAME STRATEGIES FOR FACULTY COHORTS. I THOUGHT I'D TAKE FIVE LESSONS ONE TOWARDS HIRING AND AFFINITY GROUPS AND TELL YOU THE BROADER LESSONS I THINK ARE APPLICABLE TO THE INITIATIVES. THE FIRST ONE IS THE INSTITUTION AND DEPARTMENTAL CLIMATE MUST BE CONDUCIVE FOR COHORT SUCCESS AND THE IDEA IS THAT FOR FACULTY TO BE PRIME FOR SUCCESS, THEY MUST BE BROUGHT INTO SYSTEMS AND STRUCTURES DESIGNED FOR THEIR ADVANCEMENT. WHAT THIS MEANS IS THE ENTIRE INSTITUTION NEEDS TO BE ON BOARD WITH THE DIFFERENT TYPES OF CHALLENGES AND ALSO SOME OF UNIQUE OPPORTUNITIES THAT COME FROM DIVERSIFIED FACULTY POOLS. I PULLED SOME EXAMPLES FROM DUKE SOME THINGS WE'RE DOING ENSURE THE ENTIRE ENVIRONMENT NOT JUST WHERE THE COHORT WILL BE HOUSED BUT THE BROADER INSTITUTIONAL ENVIRONMENT IS TRULY ASERTH A LEVEL -- ASSERTING A LEVEL OF READY YOU'RE VALUED IN AN AUTHENTIC SPACE AND EVERYONE HERE IS DOING THEIR BEST TO CREATE AN ENVIRONMENT PRIME FOR YOUR SUCCESS. I'VE HIGHLIGHTED A COUPLE INITIATIVES HERE. OUR OFFICER FACULTY ADVANCEMENT IN THE OFFICE OF THE PROVOST LED BY A COLLEAGUE HAS HAD A DEEP DIVE TO FACULTY EDUCATION OVER THE LAST FEW YEARS. FOR EXAMPLE, WE'VE DONE A COUPLE THINGS LIKE REGULAR WORKSHOP AND HAVE THREE HOURS OF CONTENT LIKE EQUITABLE HIRING PRACTICES WHICH WE DO IN OUR OFFICE FOR INSTITUTIONAL EQUITY AND HAVE DEVELOPED FACULTY SHORT COURSES. I'M A SOCIAL NEURO SCIENTIST AND WE'RE AWARE YOU NEED REPEATED MEASURES AND LONGITUDINAL EXPOSURE FOR CHANGE AND THE BURST OF INFORMATION WE'RE SHAVERI SHARING NOT ENOUGH TO BE ADVANTAGEOUS FOR FACULTY AND I DESIGNED A SHORT COURSE CALLED IMPROVING ENVIRONMENTAL CLIMATE AND THE COHORT WAS AROUND 150 FOR THAT COURSE AND IT WENT TO SUCCESS AND HAPPY TO TALK ABOUT THAT DURING THE QUESTION ANSWER SESSION. WE HAD AN INSTITUTION PERSPECTIVE AND HAD A CAMPUS WIDE CLIMATE SURVEY FOR STAFF AND STUDENTS IN THE DUKE COMMUNITY. THE SURVEY WAS PARTNERED WITH A FULL DAY RETREAT ACROSS THE SCHOOLS TO DIG INTO THE DATA TO TALK ABOUT WHAT DOES IT MEAN CONTEXTUALLY AND HOW WE MAKE IT ACTIONABLE AND BUILD IN ACCOUNTABILITY. WE ALSO DEVELOPED RUBRIC FOR EVALUATION AND GIVE HELP WITH ANALYSIS. OUR OFFICE HAS A NUMBER OF RESOURCES. WE HAVE A NUMBER OF HIRING INITIATIVES RUNNING ACROSS CAMPUS AS WELL AS AFFINITY GROUPS AND BROAD OVERALL SUPPORT. AT THE SCHOOL LEVEL, EACH SCHOOL WAS ASKED TO DEVELOP A DIVERSITY STRATEGIC PLAN WITH SUPPORT FROM THE OFFICE OF THE PRESIDENT AND OFFICE OF THE PROVOST SO EACH SCHOOL HAS SUPPORT THE HIGHEST LEVEL FOR THEIR DIVERSITY GOALS AS WELL AS HELP ATTRACTING ACCOUNTABILITY OUTCOMES. AND AT THE DEPARTMENTAL LEVEL WE'VE SEEN MULTI-FACETED APPROACHES INCLUDING COMMUNITY TASK FORCES AND LOCAL SURVEYS SPECIFIC TO THE ENVIRONMENT THAN THE CAMPUS SURVEY WITH US IN ADDITION TO RESOURCES. TO THE SECOND THING I'VE LEARNED OVER THE YEARS WORKING WITH COHORT THOSE WORKING WITH FACULTY COHORT SHOULD BE TRAINED CULTURAL SENSITIVITY AND AWARENESS BEYOND THE RUN OF THE MILL IMPLICIT BIAS TRAINING BUT WHERE ALL FACULTY ARE CONSISTENTLY IN SPACE SUPPORT THEIR AUTHENTICITY AND IDENTITY TO BEST CONTRIBUTE TO THE INTELLECTUAL CULTURE OF THEIR INSTITUTION AND THEIR BROADER DISCIPLINE. THIS REQUIRES ONGOING EDUCATION WITH ALL OF US AND GIVEN WE KNOW ACADEMIC SPACES WERE NOT DESIGNED FOR THE SUCCESS OF ALL IT'S IMPORTANT FACULTY CONTINUE TO BUILD CAPACITY IN THIS AREA. SO IN THIS EXAMPLE HERE I DEVELOPED ANOTHER SHORT COURSE CALLED DISMANTLING RACISM AT DUKE IN COLLABORATION WITH A COLLEAGUE AND THIS IS HISTORICAL CONTEXT, ACADEMIC SKILLS AND TANGIBLE FACTORS TO PROMOTE EQUITABLE ACADEMIC ENVIRONMENT. THIS WAS 12 HOURS OF CONTENT AND THE COHORT WAS ABOUT 150 FACULTY AND THE RESULTS HAVE BEEN REALLY EXTRAORDINARY IN TERMS OF THE RESPONSE OF ALL THE FACULTY AND WE HAD FACULTY RANGE FROM FULL PROFESSORS ACROSS ALL THE SCHOOLS AT DUKE IN THE FIRST COHORT AND NEARLY 90% OF THE FACULTY HAVE ALREADY REPORTED MAKING SIGNIFICANT CHANGES IN THEIR PRACTICES AFTER TAKING THE COURSE. I HAVE A LITTLE BIT OF A DATA HERE TO SHOW YOU THAT THE BLUE BAR REPRESENTS THE PRE-STATE OF THE FACULTY IN TERMS OF THEIR BEHAVIORS ON THINGS LIKE GOING OUTSIDE OF MY COMFORT ZONE TO HELP COLLEAGUES EXPERIENCE EQUITY AT DUKE AND YOU CAN SEE THE ORANGE BAR IS THE JUMP FOLLOWING THE COURSE BUT WHAT'S IMPORTANT IS THE GRAY BAR IS OUR PULSE CHECK SIX MONTHS AFTER THE COURSE WE'RE SEEING IMPACT AND WE'LL CONTINUE TO ASSESS AND MONITOR HOW FACULTY ARE IMPLEMENTING THE PRACTICES IN THEIR DAILY WORK. THE THIRD LESSON IS COHORTS BENEFIT FROM LARGER NUMBERS OF FLEXIBLE STRUCTURES. THERE'S BEEN A LOT OF THOUGHT AS PEOPLE HAVE BEEN THINKING ABOUT FIRST GRANTS AND OTHER FORMS OF CO -- COHORTS AND THEY CAN BENEFIT IN COMPOSITION IN AN TRADITIONAL AND NON-TRADITIONAL WAY THAT ACROSS SCHOOL LINES, IDENTITY LINES AND BEING DERIVED INTENTIONALLY AND ORGANICALLY. IMPORTANTLY THE MEMBERS SHOULD HAVE SOME LEVEL OF AGENCY IN THE DECISIONS RELATED TO THEIR GROUP STRUCTURES AND NEEDS. ONE WAY WE'VE DONE THIS AT DUKE IS TO START THE FACULTY SEED GRANT INITIATIVE AND HAVE WAYS WHERE PROFESSIONAL EXPERIENCES CAN BE IMPROVED OR BUILD COMMUNITY TO APPLY WITH THE NOVEL IDEA THEY CAN GET UP TO $20,000 IN INITIATIVE AND WE'VE HAD A NUMBER OF COHORTS AND TWO I'LL HIGHLIGHT HERE. AT DUKE WE HAVE THE GROUP CALLED THE WRAP GROUP AND BUILD COMMUNITY ON CAMPUS AND INCREASE PUBLICATION AND GRANT SUBMISSION RATES AND ENHANCE THE SENSE OF BELONG. WE KNOW THERE'S NATIONAL DATA SHOWING THERE'S BIAS IN THE GRANT REVIEW SYSTEM AND IN SOME PUBLICATION REVIEW SO THIS WAS A PROGRAM THAT WAS DESIGNED TO COMBAT SOME OF THAT BY STRESSING COMMUNITY RELATIONSHIPS AND ACCOUNTABILITY IN THESE AREAS. THIS GROUP HOSTS WEEKLY WRITING SESSIONS AND OTHER COHORT FORMATION PROGRAMMING AND LED BY TWO OF OUR WONDERFUL FACULTY AT DUKE. THE PICTURES SHOW THE GROUP GATHERING AND WAS TRANSITIONED VIRTUALLY DURING COVID AND HAS ABOUT 30 TO 35 ACTIVE MEMBERS WHO MEET ON A WEEKLY BASIS AND THIS GROUP HAS BEEN SIGNIFICANT FOR THE RETENTION OF A NUMBER OF FACULTY. ANOTHER COHORT FORMED IS CALLED THE DUKE BLACK THINK TANK LED BY A PROFESSOR AND THIS INTERVENTION GOAL IS TO SUPPORT THE HIRING, RETENTION AND ADVANCEMENT OF BLACK FACULTY THROUGH A PLATFORM THAT PROVIDES RESOURCES, ENHANCES SCHOLARLY PROMINENCE AND OPPORTUNITIES FOR MULTI-DISCIPLINARY COLLABORATION. IT'S A VIRTUAL PLATFORM. IT BRINGS US TOGETHER AND LETS US CLICK AROUND AND LOOK AT EACH OTHER'S SCHOLARSHIP AND THERE'S A NEWS LETTER OFF THE WEBSITE AND HAS PROFESSIONAL DEVELOPMENT AND SOCIAL PROGRAMMING OPPORTUNITIES. AND THE FOURTH LESSON I'D LIKE TO COVER IS THAT COHORTS CAN PROVIDE SUPPORT SPECIFIC FOR YOUR COHORT RATHER THAN EXPLORING A ONE SIZE FITS ALL SOLUTION. THIS IS IMPORTANT AS WE THINK OF STANDARDIZING METRICS NATIONALLY. THERE'S BEEN A LOT OF INDIVIDUALS TRIED TO THINK ABOUT WHAT THEY WANT THEIR COHORT TO BE AND FORCED A PROGRAM AROUND THAT INSTEAD OF LOOKING AT WHAT THE LOCAL NEEDS ARE AND FORMING A COHORT TO ADDRESS THOSE NEEDS WHILE STAYING WITHIN CERTAIN PARAMETERS. AN IMPORTANT POINT TO THINK ABOUT HERE IS SCIENCE AND PERSONAL IDENTITY DO NOT TO BE TREATED AS SEPARATE ENTITIES. I SEE THIS WHEN INSTITUTIONS ARE TRYING TO FORM COHORT THEY MAKE EVERYTHING ABOUT SCIENCE AND DO SEPARATE THINGS RELATED TO PERSONAL IDENTITY. AN EXAMPLE HOW WE ADDRESSED THIS IS START A NOVEL COACHING PROGRAM FOR UNDER REPRESENTED FACT -- FACULTY AND TO CREATE AND IMPLEMENT INDIVIDUAL DEVELOPMENT PLANS THAT INCORPORATE THEIR CULTURAL IDENTITY AND INCREASE THEIR AGENCY AND FULFILLMENT AS FACULTY. THESE PLANS ARE TYPICAL WHAT YOU SEE IN COACHING BUT COVER SCIENTIFIC PRODUCTIVITY AND PROFESSIONAL AND PERSONAL GOALS UNDER A LENS OF CULTURAL AWARENESS AND IT'S BEING LED BY ONE OF OUR DEANS IN OU OUR SCHOOL OF MEDICINE AND PILOTED WITH NINE ASSISTANT PROFESSORS IN THE SCHOOL OF MEDICINE. AND THE LAST POINT I'D LIKE TO RAISE IS COHORTS NEED TO BE MEASURED BEYOND PUBLICATIONS AND GRAND. THE BENEFITS OF COHORTS EXTEND BEYOND ACTIVITY AND THE MEASURES WE'RE ACCUSTOMED TO USING FOR ASSESSMENT AND EVALUATION CAPTURE THE FULL BENEFIT OF THE PROGRAMS. WE'RE TRYING TO LOOK AT INNOVATIVE APPROACH TO METRIC AND THIS IS IMPORTANT IN DEVELOPING THE PROPOSAL FOR THE FIRST GRANT AND LOOK AT THE IMPACT ON THE PARTICIPANTS AND THE INSTITUTION WHILE CONSIDERING METRICS THAT CAPTURE THINGS LIKE SYSTEMIC CHANGE, CULTURE AND IDENTITY AND HUMAN IMPACT. THIS COLLABORATION IS BEING DONE WITH THE DUKE SOCIAL SCIENCE RESEARCH INSTITUTE WHICH IS LED BY DON TAYLOR AND JESSICA SPERLING AND THEY LOOK AT THE COMPLEX HUMAN PROBLEMS AND THINK CREATIVE SOLUTIONS FOR MEASUREMENT AND EVALUATION. I'M EEL TORE EXPAND ON THE INITIATIVES DURING THE Q&A. IF YOU'D LIKE TO READ MORE SPECIFIC INFORMATION GO IT OUR WEBSITE, FACULTYADVANCEMENT.DUKE.EDU. THANK YOU VERY MUCH. >> THANK YOU, DR. BLACK. YOU PROMISED IT WOULD BE LESS THAN THE ALLOTTED TIME AND YOU WERE ON TARGET. >> AND WE HAVE BETH REUDI AND HE'S AN ASSOCIATE PROGRAM DIRECTOR AT AAAS WORKING ON THE SEA CHANGE INITIATIVE. DR. REUDI. >> IT'S MY PLEASURE TO BE HERE. HOW DO YOU KNOW IF COHORT RECRUITMENT THE RIGHT MOVE FOR YOUR INSTITUTION? THERE'S MANY DIFFERENT PATHS THAT SERVE AS -- LET ME BACK UP. THERE'S A REVIEW PUBLISHED BY KIMBERLY GIVIN IN 2020 HELPING PEOPLE LOOK BEYOND THE PIPELINE. WE KNOW THERE'S SPECIFIC AREAS WITHIN THE FACULTY LIFE SPAN WHERE THERE'S BARRIERS TO EQUITABLE INCLUSION. AND WE HAD A FACULTY MODEL AND HEADLINING THE DIFFERENT AREAS THAT NEED TO BE EXAMINED IN TERMS OF THE PROCESSES, PRACTICES AND POLICIES TO END UP MAKE A MORE EQUITABLE, INCLUSIVE ENVIRONMENT. THIS HAS BEEN USED AS A GUIDE FOR SEVERAL SYSTEMIC CHANGE INITIATIVES. THE INSTITUTIONAL CHANGE NETWORK HOUSED IN APLU AND THE PROGRAM I'M WORKING FOR WORK ON THE SEA CHANGE INITIATIVE IT STANDS FOR STEM EQUITY ACHIEVEMENT. IT'S MODELLED AFTER AN INITIATIVE IN THE UNITED KINGDOM FOR GENDER EQUITY CALLED A -- ATHENAS1 AND CAN BE USED TO CREATE LASTING SYSTEMIC CHANGE. IF YOU'RE WONDERING HOW DO I APPROACH ALL THIS AND LOOK AT THE WHOLE COMPREHENSIVE PICTURE OF MY INSTITUTION AND HOW DO I DECIDE WHETHER OR NOT I WANT TO DO A FACULTY COHORT MODEL, THIS IS ONE OF THE WAYS YOU CAN START TO ANSWER THOSE QUESTIONS. THIS IS JUST A DEEPER DIVE AND BREAKDOWN INTO SOME AREAS WHERE THERE ARE KNOWN ISSUES THERE BE OF THERE ARE THINGS EMBEDDED BARRIERS TO EQUITY. YOU HAVE TO KNOW BETTER TO DO BETTER SO A COMPREHENSIVE SYSTEM ASKS INSTITUTIONS TO DIVE DEEPLY INTO WHAT THEY KNOW OR DETERMINE WHAT THEY DON'T KNOW ABOUT RECRUITMENT, HIRING, CAREER AND PROFESSIONAL DEVELOPMENT AND FLEXIBILITY AND CAREER BREAKS AND CLIMATE CULTURE AND DEI POLICY. WHEN WE TALK ABOUT THAT, WHAT DOES AN INSTITUTION DO BEYOND CHECKING THE BOX FOR COMPLIANCE? WHAT DOES THE INSTITUTION DO TO ENSURE A SAFE JUST ACCESSIBLE AND EQUITABLE ENVIRONMENT AND IT LOOKS LIKE A LOT OF THINGS TO LOOK AT AT ONCE SO WE MADE OUR SEA CHANGE FLEXIBLE SO YOU DON'T HAVE TO FOCUS ON EVERYTHING ALL AT ONE TIME. FACULTY COHORT COULD BE A POWERFUL TOOL FOR CHANGE. THAT'S WHY WE'RE HERE. BUT YOU CAN SEE IT'S IMPORTANT FOR AN INSTITUTION TO UNDERSTAND ITS FULL CONTEXT BEFORE DECIDING TO IMPLEMENT COHORT RECRUITMENT OR ANY INTERVENTION. IT'S ALSO IMPORTANT TO ARTICULATE WHY COHORT RECRUITMENT IS APPEALING TO YOUR INSTITUTION? HERE YOU SEE THE ITERATIVE PROCESS IT. STARTS WITH AWARENESS WHICH IS GARNERED BY SELF-ASSESSMENT. UNDERSTANDING IS THE MEANING MAKING PROCESS GETTING BUY IN ENGAGING WITH MEMBERS OF YOUR CAMPUS COMMUNITY AND USE THE MOST LIKELY ROOT CAUSE OF THE ISSUES YOU FOUND AND FINALLY YOU IMPLEMENT AND YOU EVALUATE AND YOU ITERATE. YOU TAKE THE TIME TO REFLECT ON WHAT YOU'RE DOING, MAKE SURE EVERYTHING IS GOING THE WAY YOU ANTICIPATED IT WOULD GO. THE FIRST IMPULSE IS WITH HAVE TO DO SOMETHING AND IF WE SEE A PROBLEM WE WANT TO FIX IT, USING THIS LENS YOU MUST ASK YOURSELF WHY IS YOUR CAMPUS CONSIDERING FACULTY COHORT RECRUITMENT AS AN ACTION AND WHAT IS IT IT IS RESPONDING TO MY WAY OF SAYING PAY ATTENTION AND MAKE SURE YOU'RE GOING COHORT RETENTION TO ADDRESS A SPECIFIC ISSUE AND NOT JUST BECAUSE IT SEEMS LIKE A COOL THING TO DO. WHEN WE SPEAK OF INTERVENTION WE'RE LOOKING AT POLICIES MEANT TO INTERRUPT THE STATUS QUO. THEY'RE IMPORTANT BUT THEY SERVE AS A FOUNDATION FOR REFORM. WE'RE SPEAKING TO SUITES OF INTERVENTIONS ALL COORDINATED AND HIGHLIGHTED BY INSTITUTIONAL COMMITMENT WITH TRUE STRUCTURAL REFORM YOU HAVE INSTITUTIONAL BUDGET OR AS WE CALL HARD MONEY DEDICATED TO FUNDING THESE EFFORTS. IF IT'S PART OF A LARGER EFFORT IT'S LIKELY TO BE SUSTAIN AFTER THE GRANT HAS ENDED. YOU MAY HAVE A P.I. ON THE GRANT ARE ADVOCATE FOR WORK THEY'RE DOING AND THEN TRANSITION TO A DIFFERENT ROLE AND THE WHOLE IDEA IS TO EMBED THE INTERVENTIONS WITHIN A SYSTEM SO YOU DON'T HAVE THAT BACK SLIDING. >> NOW THIS IS MEANT FOR HOLISTIC ASSESSMENT OF BARRIERS TO SUPPORT SYSTEMIC TRANSFORMATION AND HAS SO MANY TRACKS I'M NOT EVEN GETTING IN THE DETAILS WHATEVER WE CALL THE THREE PILLARS. IF YOU WANT IT KNOW MORE DROP US A LINE. WE HAVE SEA CHANGE BIO MEDICINE AND AWARDS. THERE'S TWO TRACKS BASED ON FRAME WORKS SPECIFIC FOR WHAT THE INSTITUTION OR BIOMEDICAL ENDEAVOR WOULD LIKE IT DEEP DIVE INTO. THE FRAMEWORK IS FOR EN MEDICAL ENDEAVOR A MEDICAL SCHOOL OR ACADEMIC CENTER. IT COLORS THE SAME THEMES OF THE INSTITUTION AWARD FRAMEWORK BUT BASED ON THE BIO CONTEXT OF MEDICINE AND HAVE YOU FACULTY AND RESEARCHERS IN THE SAME DEPARTMENT AND ALL HOUSED IN THE SAME ACADEMIC HEALTH CENTER HOW IS THEIR EXPERIENCE ON CAMPUS AND DOES IT DIFFER? THERE'S THE FOCUS ON MEDICAL SCHOOL CURRICULUM AND HIGHLIGHTING BIASES AND DISMANTLING RACISM AND TAILORED TO THAT EXPERIENCE. THE SEA CHANGE INSTITUTIONAL AWARD TRACK THE FOCUS IS ON THE POLICIES, PROGRAMS AND THE FOCUS IS ON DIVERSIFICATION OF FACULTY IN STEM AND A CHANGE IN INSTITUTIONAL CULTURE AND THE WHOLE GOAL OF SEA CHANGE STO GET INSTITUTIONAL CULTURE TO WHERE DEIA IS THE NORM. BOTH TRACKS USE THE SEA CHANGES AND ITERATIVE PROCESS. WE ALSO HAVE AN AWARD SYSTEM MEANT AS RECOGNITION FOR EFFORT AND MEANT TO SIGNAL TO THE BROADER COMMUNITY THE THEY'RE TAKING STEPS BUT THE AWARD LENGTH IS FIVE YEARS LONG. THE REASON WE THINK IS WHY IT'S BEEN SUCCESSFUL IS THAT IT MAKES THE INSTITUTION REEXAMINE THEIR PRIORITIES AND CREATE ACTION PLANS IF THEY WANT TO KEEP THEIR AWARD OR PROGRESS IN THE AWARD STRUCTURE BRINGING IT BACK AROUND TO WHAT WE TALKED ABOUT BEFORE WHERE DIFFERENT AREAS WHERE THERE'S KNOWN BARRIERS TO FACULTY AND OTHER MEMBERS OF THE CAMPUS FROM MARGINALIZED GROUPS, THIS IS WHAT WE BASE OUR CRITER CRITERIA -- CRITERION GUIDELINE AND IT'S NOT JUST CULTURE BUT HOW IS THE CULTURE BEING AND TO FACULTY FEEL COMFORTABLE WHEN THEY'RE PAERA PART OF THE DUKE ENVIRONMENT? SO IF WE'RE THINK OF SYSTEMIC TRANSFORMATION AS A PUZZLE I THINK OF INSTITUTIONAL CONTEXT AS THE FULL PICTURE AND YOU NEED TO LOOK AT THE FULL PICTURE BEFORE YOU KNOW WHERE THE PIECES WILL GO AND YOU NEED TO LOOK AT THE FULL PICTURE BEFORE FOCUSSING ON A SPECIFIC AREA UP THIS CASE FACULTY COHORT RECRUITMENT IS AN AREA OF LEVER OF CHANGE THE INSTITUTION CAN USE AND WITHOUT EACH PIECE THE PICTURE NOT COMPLETE BUT AT THE SAME TIME THE PUZZLE IS NOT MADE OF A SINGLE PIECE. YOU CAN'T JUST THINK, GREAT, YOU HAVE TO LOOK AT THE BIGGER PICTURE AND PLAY WITH THE MOVING PARTS. IF WE WANT TO SEE LASTING CHANGE WE HAVE TO CONSIDER CONTEXT AND IMPLEMENT A SUITE OF INTERVENTIONS TO PROVIDE SUPPORT FOR SYSTEMIC TRANSFORMATION. THANK YOU VERY MUCH. >> THANK YOU, BETH. YOU AND SHERILYNN SHOULD BE MARVELOUS AND WE SHOULD HAVE AMPLE TIME FOR CONVERSATION AFTER WE'VE HAD AN OPPORTUNITY TO HEAR FROM OUR REACTANT. LET ME DO MY FORMAL INTRODUCTION RATHER THAN BEING IN FORMAL AND CALLING HER SIMPLY SIBBY. I LOST MY CHEAT SHEET FOR THE INTRODUCTION. DR. SIBBY ANDERSON THOMPKINS. I'VE BEEN CALLING HER SIBBY. THE VICE PRESIDENT FOR EQUITY, DIVERSITY, INCLUSION AND ACCESSABILITY AND CHIEF DIVERSITY OFFICER. BEFORE HER ARRIVAL TO SAWANEE WAS A SPECIAL ADVISER TO THE CHANCELLOR AND PROVOST FOR EC EQUI EQUITIY, DIVERSITY AND INCLUSION. >> THANK YOU FOR SUPERB PRESENTATIONS. I DON'T KNOW ABOUT THE AUDIENCE BUT HEARING BOTH OF THEM IT HAS ME EXCITED. IN PART BECAUSE GIVEN MY ROLE AS A CHIEF DIVERSITY OFFICER, PART OF WHAT MY ROLE IS TRYING TO DO IS TO DRIVE INSTITUTIONAL CHANGE AND TRANSFORMATION AND SO TO HAVE DR. REUDI LAY THE FOUNDATION FOR REVIEWING SOME OF THE LITERATURE RELATED TO ORGANIZATIONAL CHANGE, I THINK PROVIDES US WITH A DIFFERENT WAY OF THINKING ABOUT THIS WORK INSTEAD OF JUST THINK ABOUT TACTICS AND INITIATIVES THAT CAN BE SUCCESSFUL AND BOTH DR. BLACK AND DR. REUDI OFFER IMPORTANT LESSONS LEARNED. EXCITING WORK BEING DONE BOTH AT AAAS AND DUKE. S TO ME THIS IS IMPORTANT BECAUSE IT SPEAKS TO PRIORITIZING DIFFERS, EQUITY, INCLUSION AN ACCESS IN A DIFFERENT WAY AND MAKE SURE THAT WE ARE LOOKING AT WHAT DAMION WILLIAMS REFERS TO IN HIS RESEARCH THIS STRATEGIC DIVERSITY LEADERSHIP STRATEGY WHERE WE'RE MAKING DEIA FUNDAMENTAL TO OUR INSTITUTIONS AND WE'RE BEING VERY INTENTIONAL ABOUT CREATING POLICIES, PRACTICES AND SYSTEMS THAT ENABLE ALL OF OUR COMMUNITY TO BE SUCCESSFUL AND IT'S ABOUT NOT TAKING THE SILOED, SINGULAR APPROACH TO THE WORK BUT REALLY CREATING ROBUST INTEGRATED APPROACHES TO DEIA. AND YOU HEAR THAT FROM BOTH DR. BLACK AND DR. REUDI AND GROUNDING IN EVIDENCE-BASED DATA-DRIVEN WORK WHERE ACCOUNTABILITY IS IMPORTANT AND PARAMOUNT TO THE WORK. IT'S ABOUT BEING INTENTIONAL AND NOT JUST BEING REACTIVE. BUT BEING PROACTIVE AND MAKING SURE THAT YOU DO A MUCH DEEPER INTENSIVE REVIEW BEFORE TAKING ANY ACTION. AND I ALSO THINK THIS IS ALSO ALIGNED WELL WITH DAMION WILLIAMS WORK IN TERMS OF MAKING SURE THAT THERE'S A HIGH LEVEL OF CULTURAL INTELLIGENCE. OUR LEADERS THAT BE DRIVING THIS WORK AND SUPPORTING FACULTY OF COLOR BUT ALSO IMPORTANT PARTNERS ESPECIALLY FOR THOSE OF US WHO ARE IN CHIEF DIVERSITY ROLES. I'M A LITTLE FORMER BIASSED BECAUSE MY FORMER INSTITUTION WAS UNC CHAPEL HILL AND IT'S GREAT IT HEAR OUR PARTNERS DOWN THE STREET AT DUKE ARE DOING AMAZING WORK. IT WAS GREAT TO HEAR THE CONNECTS DR. BLACK WAS MAKING TO WHAT IS A PRETTY EXTENSIVE BODY OF LITERATURE ON TO STUDENT INITIATIVES THAT HAVE CONTRIBUTED GREATLY TO INCREASED DIVERSITY AND EXPANSION OF PATHWAYS INTO SCIENCE. BUT TAKING THE HIGH IMPACT PRACTICES AND APPLYING THEM TO EQUITY DIVERSITY. SO I LOVED WHEN DR. BLACK WAS TALKING ABOUT GOING BEYOND THE ONE SIZE FITS ALL APPROACH AND MAKING SURE REALLY PROVIDING PARTICIPANT THE AGENCY TO GIVE FEEDBACK AND I APPRECIATED THE SHE PUSHED US TO THINK BEYOND WHAT MIGHT BE THE TRADITIONAL METRICS WE THINK ABOUT FROM R1s AND HOW WE MEASURE RESEARCH PROIST -- PRODUCTIVITY AND THE BENEFITS OF COHORT RECRUITMENT FOR PARTICIPANTS BECAUSE THERE IS THIS FOSTERING OF BELONG AND COMMUNITY. THERE'S AN OPPORTUNITY TO SUPPORT BUILDING NETWORKS IN A FORMAL WAY BUT ALSO GIVING ENOUGH FLEXIBILITY THAT YOU FACILITATE OR SUPPORT ORGANIC RELATIONSHIPS ARE SO IMPORTANT TO FACULTY OF COLOR. THERE'S ALSO THE OPPORTUNITY I THOUGHT WAS SO NOVE -- INNOVATIVE IN WHAT WORKED AND THE INDIVIDUAL DEVELOPMENT PLAN AND PROVIDE A WHOLE DIFFERENT STRATEGY AROUND COACHING AT THE FACULTY LEVEL. MOVING BEYOND THE MENTORSHIP AND PEER SUPPORT CIRCLES WE'VE COME TO KNOW. THESE ARE BEST PRACTICES BUT I REALLY LOVE THE IDEA OF THESE CULTURALLY AWARE COACHING OPPORTUNITIES FOR FACULTY OF COLOR. AND JUST HAVING THE INITIATIVE LIKE THE ONE AT DUKE SPEAKS TO THE INSTITUTIONS AND THE BENEFITS OF CREATING THESE STRUCTURES THAT WILL SUPPORT THE DEVELOPMENT OF THE FACULTY YOU RECRUIT. I THINK IT WILL ULTIMATELY INCREASE THE POOLS OF CANDIDATES THAT WILL BE TRACTED TO DUKE BUT I ALSO THINK THE EMPHASIS ON CAPACITY BUILDING IS CRITICAL. SO YOU ARE POURING INTO THE DEANS AND DEPARTMENT CHAIRS AND FACULTY THAT WILL BE SUPPORTING THESE FELLOWS AND MAKING SURE THEY HAVE A HIGHER LEVEL OF CULTURAL INTELLIGENCE AND THAT THERE'S A READINESS FOR CHANGE WHICH CONNECTS TO WHAT DR. REUDI WAS TALKING ABOUT. MAKING SURE THERE'S PRE-WORK DONE BEFORE YOU BRING IN FACULTY OF COLOR. I THINK TOO OFTEN WE RUSH AND I THINK DR. REUDI TALKED ABOUT THIS, RUSHING TO ADOPT A STRATEGY OR A TACTIC WITHOUT REALLY LAYING THE FOUNDATION AND I SEE DUKE REALLY TAKING THAT TIME TOE CREATE THE READINESS AND BUILT THE CAPACITY OF THOSE WHO WILL BE SUPPORTING THE SCHOLARS AND MAKING SURE THAT YOU'RE CREATING AN ECO SYSTEM THAT IS GOING TO ENSURE THE SUSTAINABILITY AND SUCCESS LONG TERM FOR THIS WORK. I ALSO GOING BACK TO THE METRICS, PUSHING US TO THINK DIFFERENTLY AND PUTTING MORE EMPHASIS ON THE HUMAN IMPACT IS IMPORTANT. THE LAST THING I'LL SAY ABOUT DR. BLACK'S PRESENTATION PRESENTATION, I'M LOOKING FORWARD TO HEARING MORE ABOUT WHAT YOUR COLLEAGUES ARE DOING AT THE INSTITUTIONAL LEVEL AND IT'S A WONDERFUL MODEL FOR WHAT WE NEED TO BE DOING AT OUR INSTITUTIONS TAKING THE MULTI-PRONGED APPROACH AND MAKING SURE THERE'S A LEVEL OF ACCOUNTABILITY THROUGHOUT THE INSTITUTION FOR DRIVING AND LEADING TRANSFORMATION AND CHANGE AROUND CULTURE AND CLIMATE. DR. SALAZAR COULDN'T BE HERE TODAY BUT PART OF HIS PRESENTATION WAS RAISING CONCERNS AROUND THE CHALLENGES RELATED TO IMPLEMENT IING COHORT PROGRAMS AND I THINK PART OF WHAT HE CHALLENGES US TO DO IS THINK HOW WE'RE DEFINING COHORT AND HIRING INITIATIVES. WHAT I'M HEARING FROM COLLEAGUES IN THIS SESSION IS THAT CAN BE DEFINED BY EACH INSTITUTION AND THERE'S A NEED TO DEFINE OR DESIGN THE INITIATIVES IN WAYS THAT REFLECT THE CULTURE AND UNIQUE QUALITIES OF YOUR INSTITUTION AND YOUR RESEARCH ENVIRONMENT SO THOUGH THERE ARE CHALLENGES ESPECIALLY AROUND RESOURCES, I THINK WE'VE GOTTEN SOME GREAT IDEAS FROM THIS SESSION AND HOPEFULLY WE CAN TALK MORE ABOUT SOME OF THE INTERNAL INVESTMENTS THAT HAVE BEEN MADE HOW HAVE SENIOR FACULTY BEEN SUPPORTED SO THOSE WHO ARE LEADING THE BLACK THINK TANK AND WRAP, HOW DO YOU BALANCE WHAT IS A LABOR OF SERVICE THAT DISPROPORTIONATELY FALLS ON WOMEN AND FACULTY OF COLOR. I'D LOVE FOR DR. BLACK TO TALK MORE ABOUT THAT IN TERMS OF UTILIZING SOME SENIOR FACULTY IN THE INTERVENTIONS. "WAS EXCITED TO HEAR PRESENTATION MODEL OF LEADING INSTITUTIONAL AND ORGANIZATIONAL CHANGE. AND OFTEN TIMES WE'RE NOT LOOKING AT DEI AS PART OF A LARGER INSTITUTIONAL CHANGE BUT MAKE A SYSTEMIC STRUCTURAL CHANGE IT NEEDS NEEDS TO BE A PROCESS AND THE INSTITUTIONS ARE WILLING TO TAKE THE TIME TO INVEST IN THE SELF-ASSESSMENT BEFORE JUMPING INTO A TACTIC OF CREATING OR PUTTING FORTH PROGRAMS. AND GAVE A MODEL TO THINK ABOUT WHETHER IT'S RIGHT FOR YOUR INSTITUTION AND THINKING ABOUT THE DEEP WORK THAT NEDZ TO BE DONE PRU IMPLEMENT AN INITIATIVE LIKE COHORT HIRING AND WANT TO MENTION WHAT WAS MENTIONED IN TERMS OF BARRIERS. SHE LOOKS IT ADDRESS SYSTEMS OF PRIVILEGE AND NORMS AROUND TENURE POLICIES AND LEAVE POLICIES. MAKING SURE WE DO AS INSTITUTIONS APPLY AN EQUITY LENS TO OUR POLICIES AND PRACTICES. TO REMOVE MANY BARRIERS SHE TALKED ABOUT. I'LL PAUSE THERE KNOWING WE HAVE LOTS OF TIME FOR DISCUSSION AND I THINK BOTH DR. BLACK AND DR. REUDI HAVE PROVIDED US WITH A WEALTH OF INFORMATION WITH EXAMPLES OF INITIATIVES BUT ALSO SOME QUESTIONS THAT CAN LEAD OUR INSTITUTIONS TO BE BETTER PREPARED FOR REAL SYSTEMIC CHANGE. >> THANK YOU SO MUCH. I'LL ASK DR. REUDI AND DR. BLACK TO TURN ON THEIR CAMERAS NOW. I'M GOING TO ASK, IS IT OKAY IF WE GO BY FIRST NAMES FOR THE PANEL? GREAT. >> I'M SORRY, THE HOST BLOCKED ME FROM TURNING ON MY CAMERA. >> THAT'S ME, THE HOST. >> I THINK SIBBY DID IT FOR SCHOOL RIVALRY. >> THEY CAN BE FIERCE. THOUGH IT SEEMS LIKE WE HAVE A LOT OF TIME WE ALSO HAVE A LOT OF QUESTIONS AND NOT SURE WHETHER WE'LL GET THROUGH ALL OF THEM BUT WE'LL DO AS MUCH AS WE CAN. THE FIRST QUESTION THAT BUILDS ON SOME OF YOUR LAST WORDS, SIBBY IS ABOUT HOW MIGHT TACKLE ISSUES RELATED TO CLIMATE AND REDEMPTION WHILE ADDRESSING ISSUES WITH RECRUITMENT STRATEGIES. MAYBE I'LL START WITH YOU >> FOR ME IT'S ABOUT ACCOUNTABILITY AND INCENTIVIZING CHANGE AND REALLY MAKING SURE THAT WE'RE BEING THOUGHTFUL ABOUT HAVING AN INSTITUTIONAL STRATEGY AROUND DEIA THAT IS EMBEDDED THROUGHOUT THE ORGANIZATION. SO WE'RE SHARING A FRAMEWORK AND SHARING KEY LANGUAGE AND SOME STRATEGIES AND THAT IT NEEDS TO -- WE NEED TO CHALLENGE OUR SENIOR LEADERSHIP TO BE DRIVERS OF THIS AND RECOGNIZE THERE NEEDS TO BE METRICS TO KEEPING OUR SENIOR LEADERS ACCOUNTABLE THAT RELATE TO PAY AND RE-APPOINTMENTS AND THERE NEEDS TO BE THAT LEVEL OF STRATEGY AS WELL. >> CHARLOTTE, WOULD YOU LIKE TO ADD TO THAT? >> IT'S INTERESTING BECAUSE THE VICE PROVOST I WORK WITH SAY GREAT PARTNER AND HAS LED A LOT OF THINGS LIKE REVAMPING OUR TENURE STANDARDS AND A NUMBER OF HIRING INITIATIVES BUT HE AND I ALWAYS TALK ABOUT THIS AND I ALWAYS SAY, WE CAN MAKE AS MANY AS SYSTEMIC CHANGES AS WE WANT BUT IF HUMAN BEHAVIORS DON'T CHANGE AND GET TO THE ROOT CAUSE OF WHY ARE WE NOT HIRING PEOPLE HAVE OTHER INSTITUTIONS AND NOT ABLE TO DO THIS WORK PRIOR TO 2020 IN A WAY THAT WAS EFFECTIVE. IT'S IMPORTANT TO TAKE THAT AUTHENTIC BRAVE STEP AND SAY WHERE DO WE ACTUALLY STAND. NOT DO WE LOOK AT WHAT NEEDS TO BE CHANGED. IT GETS BACK TO HUMAN CHANGES AND BEHAVIOR ARE CHALLENGING. BUT MY FEAR WITH THIS WORK AND I ALWAYS TRY TO EMPHASIZE, THERE HAS TO BE A PARTNERSHIP BETWEEN STRUCTURAL CHANGES AND HUMAN BEHAVIORAL CHANGES FOR THIS TO BE A LONGITUDINAL AFFECT. WHAT I WOULD URGE THE INSTITUTIONS LISTENING TO DO IS USE DATA DRIVEN METHODOLOGIES AND DO DATA NOT ASSUMPTIONS AND THEN LOOK AT SAY WHAT ARE THE BEHAVIORS WE NEED SEE ON THE GROUND TO MAKE SURE OUR IDEALIZED NORMS AND VALUES WE'RE ESPOUSING ARE TRUE FOR THE PEOPLE LIVING OUT THESE EXPERIENCES. TO ME THOSE ARE THE BIGGEST ISSUES I SEE AND I WILL SEE INSTITUTIONS SAY WE PUT X AMOUNT OF DOLLARS INTO HIRING INITIATIVE Y BUT NOT GETTING OUTCOME Z AND I LOOK AT IT AND THEY HAVE THE SIME EMBEDDED BIASES AND S AND NORMS THEY HAD PRIOR TO STARTING THAT INITIATIVE THAT WERE NEVER ACTUALLY ADDRESSED. I THINK THE HARD WORK OF THE IN TER PERSONAL RELATIONSHIPS AND GROWTH HAS TO BE A PRIORITY TO MAKE THIS WORK REALIZED. >> I LOVE EVERYTHING THAT WAS JUST SAID. AND I THINK WE TALK A LOT ABOUT THE BUILDING INSTITUTIONAL CAPACITY FOR CHANGE AND BUILDING THE INDIVIDUAL CAPACITY FOR CHANGE. IF YOU KNOW YOU WANT TO MAKE A DIFFERENCE BUT NOT SURE WHERE TO START AND GROUNDING THAT IN EVERY MEMBER OF AN INSTITUTION DEDICATING THEMSELVES TO MAKING IT AN ENVIRONMENT WHERE EVERYONE IS ACTIVELY ANTI-RACIST AND ACTIVELY CALLING OUT ISSUES OF SEXUAL HARASSMENT. IF THAT BECOMES THE CULTURAL NORM FOR THE CAMPUS I THINK IT WILL MAKE A NICE FEEDBACK LOOP BETWEEN THE INDIVIDUALS AND PEOPLE FOLLOWING SUIT FOR WHAT IS EXPECTED OF THEM. IT'S TAKEN US HUNDREDS OF YEARS TO GET OURSELVES IN THE SITUATION WE'RE IN NOW WITH ALL THE EMBEDDED BIASES. ONE THING I ALWAYS TELL INSTITUTIONS IS THIS WORK TAKES A LOT OF TIME AND IT WILL TAKE A LOT OF TIME BEFORE WE SEE CHANGES AND ONE OF THE REASONS RECRUITMENT IS SO APPEALING TO PLACES IS IT BECAUSE IT BUMPS UP YOUR NUMBERS QUICKLY. AND SOME THINGS CAN MAKE THE COHORT RECRUITMENT MOOT BECAUSE THEY'LL LIKELY ALL LEAVE. I THINK YOU CAN CONSIDER BOTH THINGS AT THE SAME TIME. YOU JUST NEED TO BE TRANSPARENT AND LIKE SIBBY WAS SAYING, ACCOUNTABLE. IT'S IMPORTANT TO TALK TO FACULTY THAT ARE INCOMING ABOUT LIKE WE KNOW WE HAVE CHALLENGES. HERE'S SOME OF THE CHALLENGES WE KNOW WITH HAVE AND WHAT WE'RE DOING ABOUT IT AND HERE'S WHAT WE'RE DOING TO HELP MAKE THE CLIMATE AND CULTURE OF OUR INSTITUTION BETTER. I THINK THAT WILL GO A LONG WAY. >> ANOTHER QUESTION, AND I'LL START WITH SHERILYNN FOR THIS ONE, HOW DO WE PARTNER WITH THE CITY IN WHICH IT'S LOCATED WHICH IS NOT APPEALING TO MANY DUE TO LACK OF DIVERSE PEER SOCIAL NETWORKS AND SUPPORT. THAT IS THEY MAY HAVE A FEW PEER COLLEAGUES BUT SOCIAL SERVICES, CHURCHES, SCHOOLS, ETCETERA PLAY NOT BE ENOUGH TO MAKE THE FACULTY POSITION ATTRACTIVE. >> THAT'S A GREAT QUESTION. WE THOUGHT A LOT ABOUT THIS OURSELVES AND ONE THING AT DUKE IS EVERYONE'S GONE THROUGH THIS RECKONING BUT DUKE HAS DONE A GOOD JOB GOING BEYOND THAT AND ACKNOWLEDGING THE HISTORY OF THE COUNTRY AND THE THINGS THAT HAPPENED AND THOUGHT ABOUT THE IMPACT THAT WOULD HAVE ON THE LIVED EXPERIENCE OF SOMEONE WHO WANTS TO COME HERE. IT GOES TO BEING CREATIVE AND THINK HOW YOU FORM COHORTZ. I THINK FOR SO MANY PEOPLE THEY'RE STUCK IN THE IDEA THAT A COHORT IS BASED OFF HIRING X NUMBER INDIVIDUALS INTO FACULTY SLOT AND CREATING A COMMUNITY AROUND THEM BUT I THINK IT CAN BE DONE BI-DIRECTIONALLY WHERE YOU CAN LOOK AT THE COMMUNITY THAT EXISTS AND BOLSTER THAT TO THE FACULTY CAN THRIVE. FOR INSTANCE, ONE WAY THE WRAP GROUP BECAME WHAT IT IS IS BECAUSE SOME INDIVIDUALS WERE IN THE DEPARTMENT AND THEY WANTED TO DO THIS WORK BUT THEY ALSO WANTED TO DO IT IN A SPACE WITH CULTURAL FAMILIARITY AND LOOKED AT SCHOOL AND DISCIPLINE LINES AND SID HAVEN'T MET YOU BEFORE AND STARTED REACHING OUT AND DOING THIS RECRUITMENT EFFORT AND EVERYONE WAS INTERESTED IN DOING THIS. LIKEWISE OUTSIDE THE INSTITUTION, WE HAVE A ROBUST OFFICE THAT WORKS WITH THE INSTITUTION AND THE FACULTY USE THAT FOR ENGAGED SCHOLARSHIP AND WORK THAT WAY AND THERE'S THINGS IN THE COMMUNITY WHERE WE TRY TO HAVE FACULTY ENGAGEMENT. SO THE COHORT MAY NOT UST BE PEOPLE FROM YOUR INSTITUTION IT MAY BE BROADLY BRINGING IN PEOPLE FROM DIFFERENT CULTURAL CENTERS AND RELIGIOUS CENTERS AND ARTS AND SOCIAL ENGAGEMENT OPPORTUNITIES. I THINK THE KEY IS TO UNDERSTAND THE CONTEXT AND BE HONEST AND AUTHENTIC AND THINK OF THE ASPECTS MOST ENTICING TO HAVE ALLOW SOMEONE TO HAVE A CULTURAL EXPERIENCE. >> WOULD YOU LIKE TO ADD ON TO THAT? >> I DON'T KNOW HOW TO ADD TO PERFECTION. THAT'S A PERFECT ANSWER. WHENEVER I TALK ABOUT COHORTS OF INSTITUTIONS THAT ARE DOING THIS WORK AND I THINK THAT'S AN IMPORTANT POINT AND I'M APPRECIATE SHE BRINGS ME BACK TO THAT IT'S NOT ABOUT RETROFITTING SOMETHING. IT'S WHAT IS NEEDED AND WHAT IS GOING TO MOVE THE WORK FORWARD. >> WHEN WE TALKED ABOUT SOME FACULTY HIRING INITIATIVES, ONE OF THE THINGS I TALKED TO THE FACULTY ABOUT A LOT IS THE IDEA WE HAVE TO GIVE VOICE TO THE PEOPLE WE SAY WE WANT TO HELP IT'S NOT BRINGING THEM INTO A SPACE WE WANT THEM TO FIT INTO. WHEN YOU TRY TO RECRUIT A FACULTY INTO A SPACE HAVING AN UNDERSTANDING OF WHO THEY ARE AND WHAT THEY'D LIKE TO EXPERIENCE VERSUS YOU MAKE EXPERIENCES ON WHAT THEY'D LIKE TO ENGAGE IN AND WHO THEY'D LIKE TO SPEAK TO AND MAKING THE RECRUIT PROCESS RECRUIT CENTRIC INSTEAD OF INSTITUTION CENTRIC. IT'S IMPORTANT TO SEE THE FACULTY SEE WE'RE NOT JUST GIVING LIP SERVICE TO OUR CULTURE AND SEEING YOUR AUTHENTICITY WE WANT YOUR DIVERSE PERSPECTIVE SO WE'RE ASKING YOU WHAT IT IS. I THINK THAT'S IMPORTANT IN PROVIDING AGENCY. >> SIBBY, WOULD YOU LIKE TO WEIGH IN? >> IT'S PRETTY PERFECT. THE ONLY THING I WILL ADD TO DR. BLACK'S COMMENTS IS JUST AN EXAMPLE OF WHAT I THINK IS GOOD WORK THAT'S BEING DONE AT UNC CHAPEL HILL FROM OUR RESEARCH DIVISION WHERE NOW THERE'S A COURSE FOR RESEARCHERS SPECIFICALLY ON DIVERSITY, INCLUSION AND ENGAGING WITH DIVERSE COMMUNITIES. PROVIDE TRAINING AROUND RACIAL EQUITY AND ADDRESS A LONG HISTORY OF DISRUPT BETWEEN OUR INSTITUTIONS AND COMMUNITYIES YOU THINK THAT'S A GREAT STARTING POINT TO MAKE SURE PEOPLE ARE EQUIPPED AND NOT JUST USING THEM AS PARTICIPANTS IN OUR STUDIES OR COLLECTING THEIR EXPERIENCE THAT LEAD TO PUBLICATIONS BUT THINKING MORE ABOUT THE PEOPLE AND THE RELATIONSHIPS AND HOW WE CAN COEXIST AND PARTNER AND COLLABORATE TOGETHER. >> WE HAVE A COUPLE QUESTIONS RELATING TO HIRING AND PROMOTION PROCESS DURING EVALUATIONS HOW DO YOU BALANCE SCIENTIFIC WORK WITH COMMITMENT TO DEIA AND RELATED ACTIVITIES? THAT'S A GREAT QUESTION AND SOMETHING SIBBY TOUCHED ON AS WELL. IT'S AN APPEAR POINT. ONE OF THE THINGS THAT OUR DIRECTOR, DR. SHIRLEY MALCOLM TALKS ABOUT IS HOW DID WE DEFINE MERIT IN STEM BECAUSE THE WAY WE DEFINE SOMETHING AS MERITORIOUS AND WE TALKED ABOUT THIS, HOW MANY PUBLICATIONS DID YOU GET AND WHICH JOURNALS DID YOU PUBLISH IN AND THE WAY IT'S GRANT MONEY AND THINGS LIKE THAT. THAT REALLY IS AN INSTITUTIONAL DECISION IN SOME WAYS AND A DISCIPLINARY DECISION TO SAY HERE'S WHAT WE VALUE AND WE'RE GOING TO YOU TENURE AND COMPENSATION AND IT'S SOMETHING WE THE INSTITUTIONS AND DISCIPLINES ARE IN CONTROL OF CHANGING THAT NARRATIVE AND DEFINITION OF MERIT. IUPUI CAME OUT WITH A TRACK FOR FACULTY RECOGNIZING EFFORTS IN DEIA AND PART OF THE PROMOTION AND TENURE PACKAGE. THAT TYPE OF EFFORT WILL BE IMPORTANT GOING FORWARD TO MAKE SURE WE'RE RECOGNIZING THE COMMITMENT TO EQUITY EVEN IN HIRING IF YOU USE DIVERSITY STATEMENTS WHICH THERE'S A LOT OF BACK AND FORTH WHETHER IT'S GOOD OR BAD BUT IF THAT'S RIGHT FOR YOUR CAMPUS THAT'S ONE WAY YOU CAN TAKE PEOPLE WHO ARE DEDICATED TO MAKING THEIR WORK EQUITABLE. >> IT'S IMPORTANT INSTITUTIONS REVIEW THEIR TENURE POLICIES AND EVEN THOUGH MUCH OF THIS IS DRIVEN BY DISCIPLINES, THIS IS WHERE THE PROVOST OFFICE CAN LEAD THIS AND SAY WE NEED TO FEEL DIFFERENTLY ABOUT EVEN THE JOURNALS AND HEIGHT INDEX AND WHAT'S VALUABLE IN TERMS OF WHAT YOU PUBLISH AND WE JUST GOT THROUGH TALKING ABOUT THE IMPORTANCE OF COMMUNITY. IF WE TRULY WANT TO HAVE COMMUNITY-ENGAGED RESEARCH HOW WILL THAT BE JUDGED IN A TENURE PROCESS? I THINK IT IS MAKING SURE WE TAKE AN EQUITY LENS TO OUR POLICIES SUCH AS TENURE AND I THINK THAT IS A CONCRETE WAY OF ULTIMATELY MAKING SOME SYSTEMIC CHANGES IN WHAT WE VALUE AND WHAT WE PRIVILEGE AND WHAT WE GIVE SOME WEIGHT TO IN THE ACADEMY. IT BRINGS UP A GREAT POINT OF DO YOU HOW DO YOU HOLD YOUR DISCIPLINES ACCOUNTABLE TOO AND THAT WORK NEEDS TO BE FACILITATE ED BY OUR PROFESSIONAL AFFILIATIONS. AND TO EXPAND ON THE POINT SIBBY MADE THAT IS CRITICALLY IMPORTANT BECAUSE I WILL SAY I KNOW I MENTIONED THIS EARLIER AT DUKE WE DID A FULL REVISION OF OUR TENURE STANDARDS SPECIFICALLY ON THIS TOPIC AND AND HAVE PRACTICE AND GUIDELINES HOW TO HANDLE THE WORK WHICH IS IMPORTANT TO ELIMINATE BIAS AND WE KNOW THERE'S A PAPER I BELIEVE FROM 2019 SHOWING IN A LOT OF PAPER IN GRANT REVIEWS, THERE ARE DIFFERENT IMPRESSIONS OF WORK RELATING TO TOPICS, FOR INSTANCE, AS HEALTH DISPARITIES AND OTHER TOPICS THAT OFTEN TIMES MAY BE LED BY FACULTY OF COLOR AND SO ONE OF THE ISSUES HERE IS AS THE NOT JUST THIS WORK BUT UNDERSTANDING WHAT KIND OF BIASES SUBJECT WISE AND DISCIPLINARY WISE ARE EXISTING THAT ARE PREVENTING UNDER REPRESENTED FACULTY FROM ADVANCING IN THEIR CAREERS. SO THIS GETS BACK TO WHAT I MENTIONED EARLIER ABOUT TRULY EXAMINING THE ROOT CAUSES MUCH THE ISSUES VERSUS FIXING THE SAO SUPERFICIAL LEVEL AND IF THERE'S AN ASSUMPTION SOME FORM OF RESEARCH ISN'T AS FUNDAMENTAL AS ANOTHER THERE NEEDS TO BE A HARD LOOK IF THAT'S AN EQUITABLE LENS TO TAKE WHILE REVIEWING ADVANCEMENT AND PROMOTION CRITERIA. IT GOES AT A NUMBER OF LEVELS AND JUST THINKING ABOUT THE PROBLEMATIC ASPECTS OF DIVERSITY AND EQUITY WORK IS ONLY ONE ASPECT OF FIXING THE ISSUE WITH THE TENURE SYSTEM. >> A RELATED QUESTION AND YOU GUYS ARE TOUCHED ON IT IS THE QUESTION IS ASKING WHAT'S THE BEST STRATEGY FOR MITIGATING BIAS WHEN SELECTING FROM A DIVERSE POOL OF CANDIDATES. THIS CAN INCLUDE SELECTING TALENT ONLY FROM HIGHLY SELECTIVE R1 INSTITUTIONS. ANY THOUGHTS THERE? I GUESS IT'S YOUR TURN TO START, SHERILYNN? >> WE CAN TALK ABOUT THIS ALL DAY. I'LL TRY TO BE BRIEF BECAUSE I KNOW MY COLLEAGUES HAVE THINGS TO SAY TOO. I WOULD JUST SAY THAT WE WILL NOT MAKE CHANGES TO THE TENURE SYSTEM UNTIL WE UNDERSTAND WHAT WE PERCEIVE TO BE MERITORIOUS, WHO WE THINK BELONGS IN OUR RANK AND WHO WE'RE WILLING TO CALL A COLLEAGUE. THAT'S IT. ALL THE REST OF IT TO ME IS SMOKE AND MIRRORS. WE CAN HAVE HIRING INITIATIVES AND PIPELINE PROGRAMS BUT IF A PERSON FROM X INSTITUTION IS DOING INTERESTING WORK AND I DON'T RECOGNIZE THEIR THESIS ADVISER AND THEY DON'T HAVE A PAPER BUT LET ME LOOK AT THEIR DOSSIER AND SEE IF THERE'S ASPECTS TO CONTRIBUTE TO THE INTELLECTUAL ASPECTS OF OUR COMMUNITY THEN WE MIGHT AS WELL STOP EXPENDING RESOURCE WILL NOT BE EFFECTIVE. I THINK WE HAVE TO THINK HONESTLY AND AUTHENTICALLY ABOUT THE WAY WE REVIEW MERITOCACACY AND HAVE TO HAVE AN EVALUATION OF THE RECRUITMENT PROCESS. AND I CAN TELL ABOUT EXPERIENCES I HAVE HAD WHERE PEOPLE MADE ASSUMPTIONS ABOUT THINGS THEY THINK ARE IMPORTANT TO ME OR ASSUMPTION WHAT THEY THINK I MAY BE INTERESTED IN IN THEIR INSTITUTION INSTEAD OF BRINGING MIN -- ME IN AS A SCHOLAR AND A COLLEAGUE AND THERE'S A FINE LINE WHERE AN IDENTITY IS A PART OF MAKE SOMEONE VALUED IN A TRUE AUTHENTIC SPACE BUT IF YOU'RE IDENTIFYING SOMEONE AS A DIVERSITY HIRE OR INITIATIVE HIRE EVEN REFERRING THEM TO SUCH IS DEGRADING BECAUSE THAT SAYS I VIEW YOU AS SOMEONE WE'RE BRINGING IN THAT IS SEPARATE FROM OUR NORM. WE HAVE TO START MAKING THESE THINGS INTEGRAL PARTS OF OUR INSTITUTIONS AN DEPARTMENTS AND SCHOOLS. THESE CANNOT BE VIEWS AS SEPARATE ADD-ON MEASURES BUT VALUES AND EVERY CANDIDATE THAT COMES THROUGH OUR DOORS NEEDS TO BE WRITING THIS STATEMENT AND GOING THROUGH THESE INTERVIEWS ABOUT CULTURAL AWARENESS AND BEING ENGAGED IN THESE SORTS OF MEETINGS. IT CANNOT BE THIS SPECIFIC GROUP OF PEOPLE HAVE TO GO THROUGH X PROCESS AND X NUMBER OF FACULTY WILL BE INVOLVED. I THINK IT'S IMPORTANT IF WE SAY THIS IS AN INTEGRAL PART OF THE FABRIC OF OUR INSTITUTIONS WE PUT OUR MONEY WHERE OUR MOUTH IS AND MAKE THEM UNIVERSAL PRACTICES SO EVERYBODY BENEFITS FROM EQUITY AND HIRING. >> I SEE STRONG AGREEMENT IN BODY LANGUAGE. BETH. >> THAT'S WHAT I WOULD HAVE SPEND >> I'M PAYING BETH TO SAY THAT FOR EVERY QUESTION. >> THAT'S WHAT'S HAPPENING. >> AND I APPRECIATE THAT. >> IT'S PROBABLY THE BEST WAY TO PUSH BACK WHEN FOLKS SAY IF WE START PAYING ATTENTION TO ALL THIS IT'S TAKING OUR FOCUS FROM THE SCIENCE. THAT'S ONE OF MY BIGGEST PET PEEVES TO HEAR SOMEBODY SAY BECAUSE I DON'T EVEN KNOW WHAT THAT MEANS. I ENJOY THAT DUKE LOOKS AT CULTURE AS PART OF THEIR SCIENCE. THAT'S HOW SCHOLARS OPERATE. WE NEED TO MAKE THE MEMBERS FEEL VALUED. >> ONE THING I WANT TO CAUTION AND IT GOES BACK TO THE EARLIER COMMENTS FROM OUR PANELISTS, THERE'S A READINESS SO AS WE'RE ENGAGING POTENTIAL CANDIDATES I ALWAYS SAY THERE'S PRE WHAT WE NEED DO AS INSTITUTIONS DON'T BRING FACULTY OF COLOR IN TO DO THE HARD LABOR. YES, PEOPLE CAN CONTRIBUTE BUT COULD YOU BRING SOMEONE IN YOUR HOME AND EXPECT GUESTS TO COME IN AND CLEAN YOUR HOUSE? WE BURDEN OUR FACULTY OF COLOR WITH THE EXPECTATION THEY'LL COME IN AND BE SCIENTISTS AND CHIEF DIVERSITY OFFICERS. WE NEED TO DO THE WORK AND THERE'S THE REVIEW OF APPLICATIONS THAT'S PROVEN HELPFUL IN TERMS OF LIKE THE BLIND REVIEW. WE ARE MITIGATING THE BIAS AMONG MEMBERS OF A COMMITTEE WHEN THEY SEE SOMEONE RANK SOMEONE LOWER AND YOU KNOW THEY'RE GOING WITH WHAT THEIR COLLEAGUE HAS REFERENCED. THE BLIND REVIEW ONLY ALLO LOSLLOS LOSLLOS E -- ALLOWS YOU TO SEE YOUR RATING AND NOT HAVE PRIVY TO OTHERS. I THINK THERE'S INSTITUTION HAVE GONE AN EXTRA LEVEL OF MAKING SURE THAT THERE ARE SOME INFORMATION ABOUT CANDIDATES IN TERMS OF DEGREE AND PEDIGREE AND GENDER ARE CONTROLLED AND SO I THINK THERE ARE SOME CONCRETE THINGS THAT CAN BE CONSIDERED BUT ULTIMATELY IT GOES BACK TO WHAT SHERILYNN SAID, IF YOU'RE NOT READY AND IF YOU'RE NOT WILLING TO MAKE THE CHANGE IT DOESN'T MATTER WHAT THE STRATEGIES AND TACTICS ARE. IT'S A MIND SET SHIFT AND ABOUT LINING OUR ACTIONS WITH OUR VALUES OR WHAT WE AS SCRIBE AS OUR PRIORITIES FOR INSTITUTIONS. SO UNTIL THAT CHANGE, KNOWLEDGE OF THE STRATEGIES OR PROGRAMS ARE GOING TO MAKE THE DIFFERENCE. >> A SLARCHL QUESTION WAS ASKED OF THE PRIOR PANEL BUT IT'S OBVIOUS A VITAL INTEREST TO FOLKS AND WE HAVE SOME PEOPLE WHO WERE ABLE TO MAKE IT FOR THIS SESSION BUT NOT FOR THE PRIOR SESSION SO THE QUESTION HERE IS HOW DO YOU ENCOURAGE SENIOR FACULTIES AND COLLEAGUES AND THOSE IN AUTHORITY AND POWER TO COMMIT TO SUPPORTING FUNDING THESE INITIATIVES, CHANGES THEIR APPROACHES, ETCETERA. THERE'S NO METHOD WRONG SO HOW DO YOU MAKE THIS HAPPEN? I'LL START WITH YOU, BETH AND GO TO YOU, SIBBY AND YOU SHERYL. >> GREAT. THIS IS TRICKY BECAUSE IT'S CHANGING HUMAN BEHAVIOR. IT'S CHANGING SOME PRETTY ENTRENCHED HUMAN BEHAVIOR. I THINK IN SOME WAYS THE CAMPUS ITSELF CAN BE A LEVER FOR CHANGE IN THOSE SITUATIONS. SO I WAS NOTICING WHEN GEORGE EMPLOYED LOST HIS LIFE THERE WERE A LOT OF STATEMENTS RELEASED BY OUR INSTITUTIONS AND THE ONES THAT WERE NOT GENUINE OR WERE NOT LIKE BACKED BY ACTION AND THE MEMBERS OF THE COMMUNITY CALLED THEM OUT ON THAT AND THEY SAID WE'RE TIRED OF THIS AND THEY APOLOGIZED AND CHANGED THEIR TUNE IN ALMOST ALL THE CASES AND SAID WELL, LET ME LISTEN TO WHAT YOU'RE LEADING. THAT'S ONE OF THE TRULY ONLY WAYS TO AFFECT CHANGE IS TO HAVE SOMEBODY SAY THIS IS NOT APPROPRIATE IN MY LIFE AND DID NOT HELP ME AND I EXPECT BETTER FROM YOU AND I WANT TO BE KNOWN AS A VALUED MEMBER OF THIS COMMUNITY THAT'S ONE OF THE ONLY WAYS TO CHANGE AND MAYBE ONE OF MY COLLEAGUES HAS A BETTER ANSWER FOR CHANGING HEARTS AND MINDS. >> SIBBY. >> I DO THINK IT'S IMPORTANT TO ENGAGE PEOPLE, GIVE THEM THE TRAINING AND EDUCATION THEY NEED. I WOULD SAY PROBABLY 50% OF FOCUS JUST WANT TO DO SOMETHING BUT DON'T KNOW WHAT AND THERE'S SOME RESISTERS AND REGARDLESS OF THE TRAINING AND EDUCATION THEY'RE NOT GOING CHANGE AND FROM WHERE I SIT, WE NEED ACCOUNTABILITY. WE NEED TO NOT REAPPOINTMENT THE DEPARTMENT CHANGE NOT MOVING THE NEEDLE OR WE APPOINT THE DEAN THAT IS RESISTANT WHO WRITES THE STATEMENTS BUT DOESN'T FOLLOW-UP IN ACTION. WHOSE BEEN TALKING FOR YEARS ABOUT NOT BEING ABLE TO FIND QUALIFIED CANDIDATES. I THINK THERE'S HARD DECISIONS WE HAVE ARE TO MAKE IF WE TRULY PRIORITIZE DEIA AND SAY IT NEEDS TO BE IMPLEMENTED IN OUR INSTITUTION, WE HAVE TO HOLD LEADERS ACCOUNTABLE AND WE'RE NOT DEVELOP IING OR HAVING INCLUSIVE LEADERS THEN WE NEED TO MAKE SURE WE ARE FINDING THOSE PEOPLE AND NOT HOLDING ON TO PEOPLE WHO ARE BLOCKERS OR RESISTERS. >> THANK YOU. SHERILYNN. >> IT'S INTERESTING BECAUSE EVERY SCHOOL IN THE COUNTRY RIGHT NOW IS REVAMPING THEIR PROCESSES FOR FACULTY HIRING. NO ONE WANTS TO TOUCH LEADERSHIP. IN TERMS OF HOW WE'RE SELECTING LEADERS AND APPOINTING LEADERS. SIBBY IS TURN IN HER CHAIR BECAUSE SHE WANTS TO STAY AWAY FROM IT BUT SHE'S RIGHT. YOU'RE VALUES ARE LAID BUT BY YOUR ACTION AND EVERY INSTITUTION HAS A BEAUTIFUL STATEMENT ON THE WEBSITE AND HOW MANY ARE WALKING THE WALK AND LIVING IT AND YOU ASKED FOR A SPECIFIC STRATEGY FOR MOVING RETICENT LEADERS. I'M FACULTY IN THE SCHOOL OF MEDICINE AT DUKE AND I'M A SOCIAL NEURAL SCIENTIST. I'M ASSOCIATE VICE PROVOST. PEOPLE COME BY ALL THE TIME WITH DIFFERENT ISSUES AND IF SOMEONE IS IN A HEAD SPACE WHERE THEY CAN'T IDENTIFY AN ISSUE OR BELIEVE IT'S A PRIORITY OFTEN TIMES IF YOU CAN PROVIDE A CLEAR-RATIONALIZED EVIDENCE DRIVEN POINT PEOPLE ARE WILLING TO LISTEN. IT DOESN'T MEAN THEY HAVE TO AGREE AND DOESN'T MEAN THEY'LL CONTEXTUALIZE IT IN THE SAME WAY BUT ONE OF THE BIGGEST RISKS WITH EQUITY WORK IS FOR WHATEVER REASON WE GO THROUGH 10 YEARS OF Ph.D. AND POST-DOC TO BECOME FACULTY, MOST OF US DID, THEN WHEN IT COMES TO THIS SORT OF WORK WE THROW ALL OUR RIGOR OUT THE WINDOW OR FROM WHAT WE HEARD FROM A WEBINAR WE NEVER TRIED TO CONTEXTUALIZE THIS IT AND I STUDY THIS IT AND WE HAVE TO TAKE THE SAME LEVEL OF RIGOR WITH THIS WORK WITH ANY OTHER INITIATIVE OR WORK OR COLLABORATION WE'RE ENGAGING IN. FOR ME AS AN INSTITUTIONAL LEADER, IF SOMEONE COMES TO ME WITH AN IDEA AND SAYS THIS IS A COOL IDEA I THINK IT WILL WORK, I NEED X AMOUNT OF MONEY, I'LL SAY GREAT, WHY IS THIS SOMETHING WE SHOULD USE RESOURCES ON WHEN IT COULD BE USED FOR SOMETHING ELSE AND I KEEP THE PRACTICALITY INTO THE LEADERSHIP PRACTICE AND I THINK ESPECIALLY FOR LEADERS AND WE KNOW THERE ARE LEADERS WHO FEEL THEY'RE FACING COMPETING PRIORITIES I FIND PEOPLE ARE WILLING TO WORK WITH YOU IF YOU GIVE THEM A REASON THAT'S WELL THOUGHT OUT AND DATA DRIVEN. CONTINUE TO USE DATA AND LEAN ON THE EXPERTISE OF PEOPLE WHO UNDERSTAND HOW TO CONTEXTUALIZE THE WORK AND YOU'LL BE AMAZED HOW FAR YOU CAN GET IN MOVING A LEADER WITH THAT APPROACH. >> ALL THOUGHTFUL RESPONSES I'M GOING TO JUMP IN MIND AS IF I'M A PANELIST SOME THINGS WE'RE DOING AT NIH IN TERMS OF TRYING TO BE DATA DRIVEN. THROUGH THE UNITE INITIATIVE WE'VE SEEN DIFFERENCES IN DISTRIBUTION OF STAFF BY RACE/ETHNICITY AND THERE'S DIFFERENCES IN VIEW POINTS ON THE FEDERAL EMPLOYEE VIEW POINT SURVEY AND THAT'S HEMP TO DRIVE THINGS GOING FORWARD. IN FACT, IT'S A WONDERFUL TIME TO BE AT NIH IN THIS AREA BECAUSE EVERYTHING IS ALIGNED. THE LEADERSHIP, THE EXECUTIVE ORDERS COMING TO US FROM THE ADMINISTRATION FOR THIS FISCAL YEAR THERE'S A PERFORMANCE EXPECTATION FOR EVERY LEADER IN DIVERSITY, EQUITY, INCLUSION AND ACCESSIBILITY. IF IT'S IN THE CENTER DIRECTOR'S PERFORMANCE EXPECTATION IT GOES EVERYBODY ELSE BECAUSE IT HAS TO ROLL UP TO MAKE THAT PERSON SUCCESSFUL AND A COMPONENT IS THE EXPECTATION EVERY INSTITUTE AND CENTER WILL DEVELOP A RACIAL AND EQUITY PLAN BY APRIL 1. IT WILL BE REVIEWED BY THE DIRECTOR AND PRINCIPLE DEPUTY DIRECTOR AND PROVE TO BE IMPLEMENTED STARTING MAY 1 AND REVISED ON AN ANNUAL BASIS DEPENDING ON WHAT THE DATA SHOWS AND WHAT THEY LEARN IN GOING THROUGH THAT PROCESS. I'M PROUD OF MY COLLEAGUES THEY HAD THE COURAGE TO GO FORWARD IN THIS DIRECTION. WE HAVE A QUESTION HOW DO YOU MAKE NECESSARY CHANGES WITH NIH METRICS OF REVIEW AND ARE THERE SUGGESTIONS HOW TO FRAME IT AND ARE THERE PLANS TO RETHINK THE METRICS CONSIDERED. THIS IS A QUESTION FOR ME. IT'S BEEN INTERESTING TO SE WHAT'S HAPPENING IN THE CENTER FOR SCIENTIFIC REVIEW BECAUSE THEY'VE BEEN LOOKING AT THE DATA AND THE PEOPLE ON THE REVIEW PANELS AND THE SCIENTIFIC REVIEW OFFICERS. WHAT IS HAPPENING WITH THE SCORING AND HAVE THEY DONE THINGS WITH EXPERIMENT WITH ANONYMIZATION OF GRANTS LOOKING FOR DIFFERENCES IN OUTCOMES AND I'D REFER EVERYONE TO MOLECULAR BIOLOGY OF THE CELL THEN JANUARY 2021 ISSUE WHERE THERE'S BEEN A REPORT SINCE 2011 AND ALL THE THINGS THAT HAVE EVOLVED AND THE PERSPECTIVE IT'S NOT NECESSARILY REVIEW THAT'S THE ISSUE HERE AND LOOK AT THE CENTER FOR SCIENTIFIC REVIEW AND LOOK AT DONNA GINTER'S COMMENTARY. THERE'S A LOT OF WORK TO DO. WHEN YOU LOOK AROUND THERE'S NOT THE DIVERSITY YOU WOULD EXPECT GIVEN WHO'S IN THE SCIENTIFIC WORKFORCE BUT THERE'S NICE MOMENTUM BEGINNING TO DEVELOP BUT HOPEFULLY IT WILL BE SUSTAIN. YOU'RE RIGHT, MAKE FOR BEHAVIORAL AND INSTITUTIONAL CHANGE SAY LONG HARD PROCESS. SO SINCE, WE'RE IN OUR LAST 10 MINUTES I'LL GO BACK AROUND AND GIVE YOU EACH THREE MINUTES TO SUMMARIZE THE BIG TAKEAWAY AND PERHAPS RECAP WHAT YOU'D LIKE PEOPLE TO IT GET FROM THIS. WHO WOULD LIKE TO BEGIN? I'LL LET YOU VOLUNTEER. >> JUST TO REITERATE, MY MAIN POINT IS TO LOOK AT CONTEXT HOLISTICALLY AND I LOVE EVERYTHING SHERILYNN SAID ABOUT DATA-DRIVEN DECISION MAKING THEY'RE IMPORTANT FOR CONTEXTUAL CONTEXTUALIZING ACTIONS YOU TAKE ON YOUR CAMPUS TO MOVE THE NEEDLE FINALLY. AND I'D MAKE A PITCH TO ANY INSTITUTION INTERESTED IN LEARNING ABOUT OUR FRAMEWORK FROM SEA CHANGE, PLEASE FEEL FREE TO GET IN TOUCH AT SEACHANGE.AAAS.ORG AND WE WON'T ADAPT IT -- WE NEED TO LOOK AT THINGS IN A MORE COMPREHENSIVE WAY. >> FROM WHERE I SIT THERE NEEDS TO BE ALIGNMENT WITH THE INSTITUTIONAL PRIORITY FIVING OF DEI. -- PRIORITIZING OF DEI. IT'S IMPORTANT YOU HAVE LEADERSHIP THAT IS GOING SUPPORT ANY MOVEMENT IN THIS AREA AND IT'S IMPORTANT WE LOOK AT POLICIES AND PRACTICES AND I LOVE WHAT BETH PUT UP IN TERMS OF THE BARRIERS. IT'S CRITICAL THAT WE THINK ABOUT WHO MAY BE UNINTENDEDLY HURT OR HINDERED BY THESE. THERE'S GOT TO BE AN INTEGRATED APPROACH TO DEI AND YOU SEE THAT EVIDENCED IN THE EXAMPLES OF INITIATIVES AND IT'S IMPORTANT THERE'S A STRATEGY THAT CONNECTS AND INTEGRATES EFFORTS WITHIN AN INSTITUTION. I ALSO THINK WE'VE GOT TO MOVE FROM SYMBOLIC GESTURES TO DEEP INTENSIVE WORK AND CLEARLY FROM DR. BLACK'S WORK, THE EDUCATION, THE INVESTMENT AND WORKING WITH FACULTY OF COLOR IS CRITICAL. >> I'M GLAD BETH AND SIBBY WENT BEFORE ME BECAUSE THEY COVERED THE POINTS AND I WROTE DOWN BULLETS SO I DON'T EXCEED YOUR TIME LIMITATION RATE. FIRST CHALLENGE YOURSELF TO GET BELOW THE SURFACE. IF YOU'RE GOING TO TALK ABOUT IMPLICIT BIAS FIND OUT WHAT BIASES YOUR FAC OUT HAVE AND GET INTO THE WEEDS IF YOU WANT TO MAKE BEHAVIORAL CHANGE. THE SECOND THING SIBBY MENTION THE IMPORTANCE OF THE COMMITMENT OF LEADERS. I WOULD NOT BE EMPOWERED TO DO MY WORK AT THIS STAGE IN THE LEADERSHIP ROLE IF NOT FOR THEM EMPOWERING KNOW DO IT. EVEN IF IT'S SOMETHING THEY MAY NOT HAVE EXPERTISE IN THEY POSITIONED PEOPLE WHO ARE THE APPROPRIATE CHANGE AGENT TO ACCOMPLISH THE EDUCATIONAL GOALS. ENCOURAGING YOUR LEADERS TO THINK OUTSIDE THE BOX AND PUSHING TOWARDS THE EQUITY ESPOUSED AN ALL THE VALUES. GIVE AGENCY TO THOSE YOU SEEK TO HELP. MAKING SURE AS WE TALK ABOUT THE COHORT PROGRAMS, THESE ARE NOT JUST IDEAS THAT YOU PULL FROM SCHOLARSHIP OR TRY TO COPY AND PASTE FROM ANOTHER SCHOOL. TALK TO THE UNDER REPRESENTED FACULTY AND ADDRESS THE NEEDS IN YOUR CLIMATE AND ADDRESS THOSE HONESTLY AND FULLY BEFORE YOU BRING PEOPLE IN. IF YOU CANNOT ADDRESS THEM FULLY BE HONEST WITH THE PEOPLE YOU'RE TRYING TO HIRE WHAT THE CHALLENGES WILL BE. GIVE AGENCY TO THE UNDER AREN'TS FACULTY TO MAKE CHOICES BEST FOR THEM AND THE LAST THING, DON'T ARE ESTIMATE THE WILLINGNESS OF YOUR PEERS TO ENGAGE IN THIS WORK. PEOPLE ASK ME ABOUT PUSHBACK AND THERE'S DIFFERENCES OF OPINIONS AND YOU HAVE TO WORK THROUGH THAT MOVING FROM A HOMOGENOUS TO A HETEROGENEOUS GROUP. WHEN I FIRST STARTED DEVELOPING THE SHORT COURSES OF DUKE WE'RE TALKING FULL PROFESSORS SITTING THROUGH 12 HOURS OF ME LECTURES IN 150 IN EACH COHORT GIVING RAVE REVIEWS. IF YOU GIVE OPPORTUNITIES WHERE FACULTY TO LEARN AND BE PART OF THE CHANGE, THEY WILL COME. I WANT TO LEAVE ON THAT EMPOWERING NOTE. DON'T MAKE ASSUMPTIONS YOUR COLLEAGUES ARE NOT INTERESTED OR CAN'T RISE TO THE CHALLENGE. PROVIDE THE RESOURCES TO BUILD CAPACITY AND SEE WHAT THEY CAN DO. >> THAT IS WONDERFUL AND A GREAT WAY TO END AN INFORMATIVE AFTERNOON. I WANT TO THANK DR. SIBBY BLACK AND DR. THOMPSON AND DR. REUDI FOR A GREAT SET OF PRESENTATIONS AND DISCUSSION. I WANT TO THANK YOU, THE AUDIENCE, FOR SPENDING THIS AFTERNOON WITH US. FOR THOSE IN THE BETHESDA AREA, IT'S 71 DEGREES OUTSIDE SO WE'RE DEFINITELY GOING TO GIVE YOU THE GIFT NOT ONLY OF THE 45 MINUTES THAT WAS SUPPOSED TO BE ADDED BUT AN EXTRA THREE MINUTES BECAUSE WE'RE GOING TO END THE SESSION THREE MINUTES EARLY. THANK YOU ALL VERY MUCH. LOOK FORWARD TO SEEING YOU TOMORROW. WE'LL START AGAIN AT 12:00 EASTERN TIME FOR PEOPLE TO START SIGNING ON. THANK YOU SO MUCH.