Principles, Strategic Priorities, and Framework

We aim to achieve diversity, equity, inclusion, and accessibility in the research workforce, for our trainees, faculty, and staff, Center leadership, and advisory boards.

The Specific Aims listed below leverage institutional commitment and infrastructure and are carried out in coordination with Cancer Research Training and Education Coordination (CRTEC), Community Outreach and Engagement (COE), and HDFCCC Administration, and further guided by our Key Principles to actualize a more representative and inclusive workforce.

Strategic Aims

  1. To create and maintain a system of accountability for DEIA at the HDFCCC by iteratively collecting and analyzing data, disseminating the data with transparency, and soliciting stakeholder input for improvement.
  2. To build and expand capacity for DEIA by collaborating with HDFCCC leadership groups, coordinating with other DEIA efforts at UCSF, and integrating COE efforts with community partnerships, and CRTEC efforts with training institutions in the catchment area.
  3. To facilitate recruitment, career development, and retention of diverse research staff, trainees, faculty, advisors, and leaders and to foster their career development.

Coordinating with UCSF Efforts

Image
UCSF SOM Leadership

The Center interacts with many existing and developing efforts across UCSF such as the Office of Diversity and Outreach, the Office of Research, the School of Medicine, San Francisco Building Infrastructure Leading to Diversity (SF BUILD).

Key Principles in Our Plan to Enhance Diversity

The principles underlying the HDFCCC PED are captured in the acronym AEIOU.

Accountability

The institutional changes needed to improve DEIA do not happen without accountability, starting with setting goals and outcome metrics. The DEIA Office created a logic model, which will be available at the site visit, to ensure it can measure progress towards its goals. It uses available data and collects additional data as needed to set the baseline, to monitor progress, and to adjust the plans.

 

Engagement of stakeholders

Those with a vested interest (e.g., women, racial/ethnic minorities) and those with institutional power both need to be a part of the process of identifying problems and creating solutions. Our DEIA Steering Committee provides oversight and ensures stakeholder input. The DEIA Office also fosters interactions through town halls, anonymous feedback, surveys, and focus groups of the HDFCCC workforce.

 

Individual-centered institutional change

Creating an equitable and inclusive institution requires changing underlying structures. However, while the change is institutional, the outcome should be chosen by the minority person, thus individual-centered. For example, a URM student trainee may want to become a researcher (a “pipeline” outcome), or a CRC, a physician, or a community leader, which are all impactful outcomes.

 

Opportunities

The plan should create more opportunities and ensure equal access and preparation for diverse staff, trainees, faculty, and leaders.

 

Unity

Structural oppression pits minority groups against each other. Unity means working in ways that elevate all groups. This is partly accomplished by increasing opportunities and partly by addressing structural issues that harm all groups. Unity also helps to address intersectionality (e.g., Black women, disabled Asians, etc.).