COSD Racial Equity Initiatives
COSD Racial Equity Initiatives
My Role
LMS Training Coordinator
· Data Analyst
· Committee Member
· LMS Training Coordinator
· Data Analyst
· Committee Member
· LMS Training Coordinator
· Data Analyst
· Committee Member
Organization
San Diego County,
Public Health Services
Scope
·5 trainings
· 8 PHS branches
· 812 total staff
Focus
· Racial equity
· Workforce development
· Community health
Organization
San Diego County,
Public Health Services
Scope
·5 trainings
· 8 PHS branches
· 812 total staff
Focus
· Racial equity
· Workforce development
· Community health
Context
Why this work happened when it did
The murder of George Floyd in 2020 and the nationwide reckoning that followed made visible what public health data had long been documenting: Black individuals, mothers, and children consistently receive less care, face greater barriers to accessing services, and carry the weight of systemic and historical inequities that shape their health outcomes at every level.
For Public Health Services, an agency whose mission is to serve all communities equitably, this was a moment of institutional reckoning. The county as a whole committed to reinforcing its racial equity work. PHS took that commitment seriously — not just as a statement, but as a structured, multi-branch training initiative designed to build shared understanding across the entire workforce.
I was brought in to help coordinate, track, and support that effort.
My Role
Coordination, data, and outreach
LMS Training Coordination I became a certified LMS Training Coordinator for this initiative, managing enrollment, drops, and training credits for participants across all branches. I tracked attendance for each session, sent reminders and confirmations, and helped facilitate virtual breakout rooms during the sessions themselves.
Data Tracking and Analysis Once the first three required trainings were complete, I compiled and analyzed attendance data from the LMS across all eight PHS branches. That data was prepared for the Public Health Officer, who presented it to leadership to make the case for expanding the program.
The analysis supported the approval of two additional training sessions, bringing the series to five total.
By the end of FY 2021-22, 40% of all PHS staff had completed all three required trainings, and nearly 12% completed all five sessions including the optional ones — across a workforce of 812 people, distributed across eight branches, in a fully virtual format.
Staff Outreach and Promotion I led direct email outreach to PHS staff through department distribution lists and targeted individual follow-ups to drive enrollment and attendance. Keeping participation numbers up across a multi-part virtual series required consistent, thoughtful communication throughout the rollout.
The Initiative
What the training program was designed to do
The Racial Equity Training series was a five-part program rolled out virtually across all eight branches of Public Health Services during Q3 and Q4 of FY 2021-22. Three trainings were required for all staff. Two additional sessions were offered as optional deepening opportunities.
The content was designed to build understanding progressively, beginning with the historical context of inequities in the Black community, moving through intersectionality, systemic racism in health and public services, and concrete frameworks for how racial equity could be advanced in day-to-day public health work. Each session included structured time for staff to share experiences in a facilitated safe space — not just instruction, but genuine dialogue.
The trainings were offered to all 812 Public Health Services staff across all branches.
Co-Designing the Branch Statement
From training to institutional commitment
After the training series concluded, the Maternal, Child and Family Health Services branch took the next step: forming a dedicated committee to rewrite the branch mission statement through a racial equity lens.
I was part of that committee, which brought together program managers, epidemiologists, and branch leadership to translate the values surfaced in the training series into a concrete institutional commitment.
The process was genuinely collaborative throughout. We gathered staff surveys at the outset to inform the initial drafting, and returned to branch employees at each stage to review and respond to the actual language being developed. No version of the statement was finalized without going back to the people it was meant to represent.
The result was a revised branch statement centered on racial equity principles, paired with a reworked framework for how program processes and initiatives across Maternal, Child and Family Health Services would be designed, managed, and delivered — with equity built in at every step, not added as an afterthought.
My Role
Coordination, data, and outreach
LMS Training Coordination I became a certified LMS Training Coordinator for this initiative, managing enrollment, drops, and training credits for participants across all branches. I tracked attendance for each session, sent reminders and confirmations, and helped facilitate virtual breakout rooms during the sessions themselves.
Data Tracking and Analysis Once the first three required trainings were complete, I compiled and analyzed attendance data from the LMS across all eight PHS branches. That data was prepared for the Public Health Officer, who presented it to leadership to make the case for expanding the program.
The analysis supported the approval of two additional training sessions, bringing the series to five total.
By the end of FY 2021-22, 40% of all PHS staff had completed all three required trainings, and nearly 12% completed all five sessions including the optional ones — across a workforce of 812 people, distributed across eight branches, in a fully virtual format.
Staff Outreach and Promotion I led direct email outreach to PHS staff through department distribution lists and targeted individual follow-ups to drive enrollment and attendance. Keeping participation numbers up across a multi-part virtual series required consistent, thoughtful communication throughout the rollout.
Co-Designing the Branch Statement
From training to institutional commitment
After the training series concluded, the Maternal, Child and Family Health Services branch took the next step: forming a dedicated committee to rewrite the branch mission statement through a racial equity lens.
I was part of that committee, which brought together program managers, epidemiologists, and branch leadership to translate the values surfaced in the training series into a concrete institutional commitment.
The process was genuinely collaborative throughout. We gathered staff surveys at the outset to inform the initial drafting, and returned to branch employees at each stage to review and respond to the actual language being developed. No version of the statement was finalized without going back to the people it was meant to represent.
The result was a revised branch statement centered on racial equity principles, paired with a reworked framework for how program processes and initiatives across Maternal, Child and Family Health Services would be designed, managed, and delivered — with equity built in at every step, not added as an afterthought.
What This Work Reflects
Racial equity work in a public health agency is not a program you implement and check off. It is a slow, careful, institutionally complex process of building shared understanding, making the case with data, and translating values into the actual systems and statements that govern how services reach communities.
The people PHS serves — including Black families navigating a healthcare system shaped by generations of structural exclusion — deserve an agency that does that work seriously. Being part of the team that helped move it forward, from attendance spreadsheet to branch mission statement, is work I'm proud of and carry forward in everything I do in public service design.
COSD Racial Equity Initiatives
COSD Racial Equity Initiatives
My Role
LMS Training Coordinator
· Data Analyst
· Committee Member
· LMS Training Coordinator
· Data Analyst
· Committee Member
· LMS Training Coordinator
· Data Analyst
· Committee Member
Organization
San Diego County,
Public Health Services
Scope
·5 trainings
· 8 PHS branches
· 812 total staff
Focus
· Racial equity
· Workforce development
· Community health
Organization
San Diego County,
Public Health Services
Scope
·5 trainings
· 8 PHS branches
· 812 total staff
Focus
· Racial equity
· Workforce development
· Community health
Context
Why this work happened when it did
The murder of George Floyd in 2020 and the nationwide reckoning that followed made visible what public health data had long been documenting: Black individuals, mothers, and children consistently receive less care, face greater barriers to accessing services, and carry the weight of systemic and historical inequities that shape their health outcomes at every level.
For Public Health Services, an agency whose mission is to serve all communities equitably, this was a moment of institutional reckoning. The county as a whole committed to reinforcing its racial equity work. PHS took that commitment seriously — not just as a statement, but as a structured, multi-branch training initiative designed to build shared understanding across the entire workforce.
I was brought in to help coordinate, track, and support that effort.
My Role
Coordination, data, and outreach
LMS Training Coordination I became a certified LMS Training Coordinator for this initiative, managing enrollment, drops, and training credits for participants across all branches. I tracked attendance for each session, sent reminders and confirmations, and helped facilitate virtual breakout rooms during the sessions themselves.
Data Tracking and Analysis Once the first three required trainings were complete, I compiled and analyzed attendance data from the LMS across all eight PHS branches. That data was prepared for the Public Health Officer, who presented it to leadership to make the case for expanding the program.
The analysis supported the approval of two additional training sessions, bringing the series to five total.
By the end of FY 2021-22, 40% of all PHS staff had completed all three required trainings, and nearly 12% completed all five sessions including the optional ones — across a workforce of 812 people, distributed across eight branches, in a fully virtual format.
Staff Outreach and Promotion I led direct email outreach to PHS staff through department distribution lists and targeted individual follow-ups to drive enrollment and attendance. Keeping participation numbers up across a multi-part virtual series required consistent, thoughtful communication throughout the rollout.
The Initiative
What the training program was designed to do
The Racial Equity Training series was a five-part program rolled out virtually across all eight branches of Public Health Services during Q3 and Q4 of FY 2021-22. Three trainings were required for all staff. Two additional sessions were offered as optional deepening opportunities.
The content was designed to build understanding progressively, beginning with the historical context of inequities in the Black community, moving through intersectionality, systemic racism in health and public services, and concrete frameworks for how racial equity could be advanced in day-to-day public health work. Each session included structured time for staff to share experiences in a facilitated safe space — not just instruction, but genuine dialogue.
The trainings were offered to all 812 Public Health Services staff across all branches.
Co-Designing the Branch Statement
From training to institutional commitment
After the training series concluded, the Maternal, Child and Family Health Services branch took the next step: forming a dedicated committee to rewrite the branch mission statement through a racial equity lens.
I was part of that committee, which brought together program managers, epidemiologists, and branch leadership to translate the values surfaced in the training series into a concrete institutional commitment.
The process was genuinely collaborative throughout. We gathered staff surveys at the outset to inform the initial drafting, and returned to branch employees at each stage to review and respond to the actual language being developed. No version of the statement was finalized without going back to the people it was meant to represent.
The result was a revised branch statement centered on racial equity principles, paired with a reworked framework for how program processes and initiatives across Maternal, Child and Family Health Services would be designed, managed, and delivered — with equity built in at every step, not added as an afterthought.
My Role
Coordination, data, and outreach
LMS Training Coordination I became a certified LMS Training Coordinator for this initiative, managing enrollment, drops, and training credits for participants across all branches. I tracked attendance for each session, sent reminders and confirmations, and helped facilitate virtual breakout rooms during the sessions themselves.
Data Tracking and Analysis Once the first three required trainings were complete, I compiled and analyzed attendance data from the LMS across all eight PHS branches. That data was prepared for the Public Health Officer, who presented it to leadership to make the case for expanding the program.
The analysis supported the approval of two additional training sessions, bringing the series to five total.
By the end of FY 2021-22, 40% of all PHS staff had completed all three required trainings, and nearly 12% completed all five sessions including the optional ones — across a workforce of 812 people, distributed across eight branches, in a fully virtual format.
Staff Outreach and Promotion I led direct email outreach to PHS staff through department distribution lists and targeted individual follow-ups to drive enrollment and attendance. Keeping participation numbers up across a multi-part virtual series required consistent, thoughtful communication throughout the rollout.
Co-Designing the Branch Statement
From training to institutional commitment
After the training series concluded, the Maternal, Child and Family Health Services branch took the next step: forming a dedicated committee to rewrite the branch mission statement through a racial equity lens.
I was part of that committee, which brought together program managers, epidemiologists, and branch leadership to translate the values surfaced in the training series into a concrete institutional commitment.
The process was genuinely collaborative throughout. We gathered staff surveys at the outset to inform the initial drafting, and returned to branch employees at each stage to review and respond to the actual language being developed. No version of the statement was finalized without going back to the people it was meant to represent.
The result was a revised branch statement centered on racial equity principles, paired with a reworked framework for how program processes and initiatives across Maternal, Child and Family Health Services would be designed, managed, and delivered — with equity built in at every step, not added as an afterthought.
What This Work Reflects
Racial equity work in a public health agency is not a program you implement and check off. It is a slow, careful, institutionally complex process of building shared understanding, making the case with data, and translating values into the actual systems and statements that govern how services reach communities.
The people PHS serves — including Black families navigating a healthcare system shaped by generations of structural exclusion — deserve an agency that does that work seriously. Being part of the team that helped move it forward, from attendance spreadsheet to branch mission statement, is work I'm proud of and carry forward in everything I do in public service design.
COSD Racial Equity Initiatives
COSD Racial Equity Initiatives
My Role
LMS Training Coordinator
· Data Analyst
· Committee Member
· LMS Training Coordinator
· Data Analyst
· Committee Member
· LMS Training Coordinator
· Data Analyst
· Committee Member
Organization
San Diego County,
Public Health Services
Scope
·5 trainings
· 8 PHS branches
· 812 total staff
Focus
· Racial equity
· Workforce development
· Community health
Organization
San Diego County,
Public Health Services
Scope
·5 trainings
· 8 PHS branches
· 812 total staff
Focus
· Racial equity
· Workforce development
· Community health
Context
Why this work happened when it did
The murder of George Floyd in 2020 and the nationwide reckoning that followed made visible what public health data had long been documenting: Black individuals, mothers, and children consistently receive less care, face greater barriers to accessing services, and carry the weight of systemic and historical inequities that shape their health outcomes at every level.
For Public Health Services, an agency whose mission is to serve all communities equitably, this was a moment of institutional reckoning. The county as a whole committed to reinforcing its racial equity work. PHS took that commitment seriously — not just as a statement, but as a structured, multi-branch training initiative designed to build shared understanding across the entire workforce.
I was brought in to help coordinate, track, and support that effort.
My Role
Coordination, data, and outreach
LMS Training Coordination I became a certified LMS Training Coordinator for this initiative, managing enrollment, drops, and training credits for participants across all branches. I tracked attendance for each session, sent reminders and confirmations, and helped facilitate virtual breakout rooms during the sessions themselves.
Data Tracking and Analysis Once the first three required trainings were complete, I compiled and analyzed attendance data from the LMS across all eight PHS branches. That data was prepared for the Public Health Officer, who presented it to leadership to make the case for expanding the program.
The analysis supported the approval of two additional training sessions, bringing the series to five total.
By the end of FY 2021-22, 40% of all PHS staff had completed all three required trainings, and nearly 12% completed all five sessions including the optional ones — across a workforce of 812 people, distributed across eight branches, in a fully virtual format.
Staff Outreach and Promotion I led direct email outreach to PHS staff through department distribution lists and targeted individual follow-ups to drive enrollment and attendance. Keeping participation numbers up across a multi-part virtual series required consistent, thoughtful communication throughout the rollout.
The Initiative
What the training program was designed to do
The Racial Equity Training series was a five-part program rolled out virtually across all eight branches of Public Health Services during Q3 and Q4 of FY 2021-22. Three trainings were required for all staff. Two additional sessions were offered as optional deepening opportunities.
The content was designed to build understanding progressively, beginning with the historical context of inequities in the Black community, moving through intersectionality, systemic racism in health and public services, and concrete frameworks for how racial equity could be advanced in day-to-day public health work. Each session included structured time for staff to share experiences in a facilitated safe space — not just instruction, but genuine dialogue.
The trainings were offered to all 812 Public Health Services staff across all branches.
Co-Designing the Branch Statement
From training to institutional commitment
After the training series concluded, the Maternal, Child and Family Health Services branch took the next step: forming a dedicated committee to rewrite the branch mission statement through a racial equity lens.
I was part of that committee, which brought together program managers, epidemiologists, and branch leadership to translate the values surfaced in the training series into a concrete institutional commitment.
The process was genuinely collaborative throughout. We gathered staff surveys at the outset to inform the initial drafting, and returned to branch employees at each stage to review and respond to the actual language being developed. No version of the statement was finalized without going back to the people it was meant to represent.
The result was a revised branch statement centered on racial equity principles, paired with a reworked framework for how program processes and initiatives across Maternal, Child and Family Health Services would be designed, managed, and delivered — with equity built in at every step, not added as an afterthought.
My Role
Coordination, data, and outreach
LMS Training Coordination I became a certified LMS Training Coordinator for this initiative, managing enrollment, drops, and training credits for participants across all branches. I tracked attendance for each session, sent reminders and confirmations, and helped facilitate virtual breakout rooms during the sessions themselves.
Data Tracking and Analysis Once the first three required trainings were complete, I compiled and analyzed attendance data from the LMS across all eight PHS branches. That data was prepared for the Public Health Officer, who presented it to leadership to make the case for expanding the program.
The analysis supported the approval of two additional training sessions, bringing the series to five total.
By the end of FY 2021-22, 40% of all PHS staff had completed all three required trainings, and nearly 12% completed all five sessions including the optional ones — across a workforce of 812 people, distributed across eight branches, in a fully virtual format.
Staff Outreach and Promotion I led direct email outreach to PHS staff through department distribution lists and targeted individual follow-ups to drive enrollment and attendance. Keeping participation numbers up across a multi-part virtual series required consistent, thoughtful communication throughout the rollout.
Co-Designing the Branch Statement
From training to institutional commitment
After the training series concluded, the Maternal, Child and Family Health Services branch took the next step: forming a dedicated committee to rewrite the branch mission statement through a racial equity lens.
I was part of that committee, which brought together program managers, epidemiologists, and branch leadership to translate the values surfaced in the training series into a concrete institutional commitment.
The process was genuinely collaborative throughout. We gathered staff surveys at the outset to inform the initial drafting, and returned to branch employees at each stage to review and respond to the actual language being developed. No version of the statement was finalized without going back to the people it was meant to represent.
The result was a revised branch statement centered on racial equity principles, paired with a reworked framework for how program processes and initiatives across Maternal, Child and Family Health Services would be designed, managed, and delivered — with equity built in at every step, not added as an afterthought.
What This Work Reflects
Racial equity work in a public health agency is not a program you implement and check off. It is a slow, careful, institutionally complex process of building shared understanding, making the case with data, and translating values into the actual systems and statements that govern how services reach communities.
The people PHS serves — including Black families navigating a healthcare system shaped by generations of structural exclusion — deserve an agency that does that work seriously. Being part of the team that helped move it forward, from attendance spreadsheet to branch mission statement, is work I'm proud of and carry forward in everything I do in public service design.
COSD Racial Equity Initiatives
COSD Racial Equity Initiatives
My Role
LMS Training Coordinator
· Data Analyst
· Committee Member
· LMS Training Coordinator
· Data Analyst
· Committee Member
· LMS Training Coordinator
· Data Analyst
· Committee Member
Organization
San Diego County,
Public Health Services
Scope
·5 trainings
· 8 PHS branches
· 812 total staff
Focus
· Racial equity
· Workforce development
· Community health
Organization
San Diego County,
Public Health Services
Scope
·5 trainings
· 8 PHS branches
· 812 total staff
Focus
· Racial equity
· Workforce development
· Community health
Context
Why this work happened when it did
The murder of George Floyd in 2020 and the nationwide reckoning that followed made visible what public health data had long been documenting: Black individuals, mothers, and children consistently receive less care, face greater barriers to accessing services, and carry the weight of systemic and historical inequities that shape their health outcomes at every level.
For Public Health Services, an agency whose mission is to serve all communities equitably, this was a moment of institutional reckoning. The county as a whole committed to reinforcing its racial equity work. PHS took that commitment seriously — not just as a statement, but as a structured, multi-branch training initiative designed to build shared understanding across the entire workforce.
I was brought in to help coordinate, track, and support that effort.
My Role
Coordination, data, and outreach
LMS Training Coordination I became a certified LMS Training Coordinator for this initiative, managing enrollment, drops, and training credits for participants across all branches. I tracked attendance for each session, sent reminders and confirmations, and helped facilitate virtual breakout rooms during the sessions themselves.
Data Tracking and Analysis Once the first three required trainings were complete, I compiled and analyzed attendance data from the LMS across all eight PHS branches. That data was prepared for the Public Health Officer, who presented it to leadership to make the case for expanding the program.
The analysis supported the approval of two additional training sessions, bringing the series to five total.
By the end of FY 2021-22, 40% of all PHS staff had completed all three required trainings, and nearly 12% completed all five sessions including the optional ones — across a workforce of 812 people, distributed across eight branches, in a fully virtual format.
Staff Outreach and Promotion I led direct email outreach to PHS staff through department distribution lists and targeted individual follow-ups to drive enrollment and attendance. Keeping participation numbers up across a multi-part virtual series required consistent, thoughtful communication throughout the rollout.
The Initiative
What the training program was designed to do
The Racial Equity Training series was a five-part program rolled out virtually across all eight branches of Public Health Services during Q3 and Q4 of FY 2021-22. Three trainings were required for all staff. Two additional sessions were offered as optional deepening opportunities.
The content was designed to build understanding progressively, beginning with the historical context of inequities in the Black community, moving through intersectionality, systemic racism in health and public services, and concrete frameworks for how racial equity could be advanced in day-to-day public health work. Each session included structured time for staff to share experiences in a facilitated safe space — not just instruction, but genuine dialogue.
The trainings were offered to all 812 Public Health Services staff across all branches.
Co-Designing the Branch Statement
From training to institutional commitment
After the training series concluded, the Maternal, Child and Family Health Services branch took the next step: forming a dedicated committee to rewrite the branch mission statement through a racial equity lens.
I was part of that committee, which brought together program managers, epidemiologists, and branch leadership to translate the values surfaced in the training series into a concrete institutional commitment.
The process was genuinely collaborative throughout. We gathered staff surveys at the outset to inform the initial drafting, and returned to branch employees at each stage to review and respond to the actual language being developed. No version of the statement was finalized without going back to the people it was meant to represent.
The result was a revised branch statement centered on racial equity principles, paired with a reworked framework for how program processes and initiatives across Maternal, Child and Family Health Services would be designed, managed, and delivered — with equity built in at every step, not added as an afterthought.
My Role
Coordination, data, and outreach
LMS Training Coordination I became a certified LMS Training Coordinator for this initiative, managing enrollment, drops, and training credits for participants across all branches. I tracked attendance for each session, sent reminders and confirmations, and helped facilitate virtual breakout rooms during the sessions themselves.
Data Tracking and Analysis Once the first three required trainings were complete, I compiled and analyzed attendance data from the LMS across all eight PHS branches. That data was prepared for the Public Health Officer, who presented it to leadership to make the case for expanding the program.
The analysis supported the approval of two additional training sessions, bringing the series to five total.
By the end of FY 2021-22, 40% of all PHS staff had completed all three required trainings, and nearly 12% completed all five sessions including the optional ones — across a workforce of 812 people, distributed across eight branches, in a fully virtual format.
Staff Outreach and Promotion I led direct email outreach to PHS staff through department distribution lists and targeted individual follow-ups to drive enrollment and attendance. Keeping participation numbers up across a multi-part virtual series required consistent, thoughtful communication throughout the rollout.
Co-Designing the Branch Statement
From training to institutional commitment
After the training series concluded, the Maternal, Child and Family Health Services branch took the next step: forming a dedicated committee to rewrite the branch mission statement through a racial equity lens.
I was part of that committee, which brought together program managers, epidemiologists, and branch leadership to translate the values surfaced in the training series into a concrete institutional commitment.
The process was genuinely collaborative throughout. We gathered staff surveys at the outset to inform the initial drafting, and returned to branch employees at each stage to review and respond to the actual language being developed. No version of the statement was finalized without going back to the people it was meant to represent.
The result was a revised branch statement centered on racial equity principles, paired with a reworked framework for how program processes and initiatives across Maternal, Child and Family Health Services would be designed, managed, and delivered — with equity built in at every step, not added as an afterthought.
What This Work Reflects
Racial equity work in a public health agency is not a program you implement and check off. It is a slow, careful, institutionally complex process of building shared understanding, making the case with data, and translating values into the actual systems and statements that govern how services reach communities.
The people PHS serves — including Black families navigating a healthcare system shaped by generations of structural exclusion — deserve an agency that does that work seriously. Being part of the team that helped move it forward, from attendance spreadsheet to branch mission statement, is work I'm proud of and carry forward in everything I do in public service design.