Action Plan for Advancing Diversity, Equity and Inclusion

The DEI Council is proud to present our Action Plan for Advancing Diversity, Equity and Inclusion for the UCSF Benioff Children's Hospitals. This strategic plan was created collaboratively by the BCH DEI Council, Senior Leadership, Executive Leadership, and the Board of Directors. Moving forward, the work must continue to be collaborative since we know that the impacts of diversity, equity and inclusion occur at individual, institutional and systemic levels.

This is an exciting time as we have commitments from BCH leadership to take on issues of health disparities, social justice, bias and racism. In our needs assessment, the majority of BCH employees recognized and embraced that we work in an institution that has at its core the mission to provide the best healthcare to every child. At the same time, Blacks, Indigenous and People of Color (BIPOC) and other groups (LGBTQ+) experienced disrespect and excluding behaviors most often in our workplace. And our analysis across BCH job categories shows that the most common race/ethnicity is White amongst management and professionals while BIPOC predominate among administrative support and service workers. We cannot provide the best healthcare to all children when we have such disparities in our workforce, when we perpetuate racist structures.

This is our time to build an institution that is safe for all who enter. This is our time to speak the hard truths and to hold one another accountable. This is our time to be intentional in our thinking and in our actions. Our Action Plan for Advancing Diversity, Equity and Inclusion for the UCSF Benioff Children's Hospitals is about our behaviors and our priorities. We embarked on this journey together two years ago and have come very far. There is much further that we have to go, there is much that we have to do. And we can do it if we do it together, with courage, with spirit and with love.

Current Conditions 

Problem Statement

UCSF BCH, an anchor institution embedded in systemic racism, has made initial progress, but targeted strategies are needed to address inequities in recruitment, hiring and advancement of Black, Indigenous and People of Color (BIPOC) and other groups including LGBTQ+ communities. Equally operable is the negative impact of individual biases and their contribution to these inequities.  A problematic climate exists whereby BIPOC at BCH are less likely to feel respected and have more often experienced/ observed excluding behaviors. These workforce inequities and this problematic climate contribute to disparities thereby undermining our vision to be the best healthcare provider. While this plan is primarily focused on workforce, subsequent DEI work will assess, and address as identified, disparities in healthcare, outcomes, and patient experience


To build an institution that is rooted in justice and equity to nurture an inclusive culture and to cultivate and implement effective strategies for the just and equitable provision of education, discovery, and patient care.


To build an empathetic, supportive and equitable environment for the present and future UCSF Benioff Children’s Hospitals community.



BCH values all employees by embracing their diverse talents, perspectives, and experiences, and fostering inclusion that inspires innovation, encourages respect and promotes unlimited success.



To attract and sustain a diverse workforce by recruiting, hiring, developing and retaining high-performing employees who work collaboratively to carry out the mission for BCH.


Guiding Principles

  • Cultivate a culture that encourages collaboration, flexibility, and fairness to enable individuals to contribute to their full potential and further retention.
  • Develop structures and strategies to equip leaders with the ability to manage diversity, be accountable, measure results, refine approaches on the basis of such data, and institutionalize a culture of inclusion.
  • Assess internal talent to create a high-performance, sustainable organization to meet its strategic and operational goals and objectives.
  • Recruit from a diverse, qualified group of potential applicants to secure a high-performing workforce drawn from all segments of our society.

Areas of Priorities






Employee Engagement & Belonging

  • 50%+ BCH TN Boards show DEI thinking in Our People Pillar
  • Conduct 10 DEI recognition events every year

Workforce Recruitment

  • Implement Unconscious Bias Training for Hiring Managers/Committees
  • Coordinate outreach and recruitment strategies, including strategic partnerships to maximize ability to recruit from a diverse, broad spectrum of potential candidates
  • Develop a network of 10 Internal Recruiters
  • Develop a social media campaign to promote current employees and interns to share their work experience at BCH to connect with potential new hires or interns
  • 90%+ Management Trained
  • 10 Internal Recruiters
  • At least 1 URM identified for all supervisor and manager recruited positions

Internal Talent Review & Development

  • Conduct talent review and succession plan
  • Create talent mentorship program to showcase and to learn new skills through stretch assignments
  • Complete pay equity assessments on URM in non-represented positions in FY22
  • Identify potential donors to fund scholarships for new learnings and skill development
  • Complete talent assessment review of top 25 positions
  • Identify 10-15 individuals mentored in FY22

Data Analytics and Reporting

  • Develop a dashboard with metrics as a tool for workforce planning and reporting, including demographic and pay equity assessments
  • Training to address inconsistent documentation of REAL and SOGI data across the enterprise
  • Assess Patient Experience data to better understand what differences might be experienced by REAL and SOGI data through NRC Question “Would you recommend this hospital?” 
  • Partner with Quality and Safety leadership to better understand outcomes by REAL and SOGI to identify where there might be opportunities for the DEI council to support improved equity.
  • Identification of key metrics with targets for FY22 in patient experience, quality and safety and workforce planning