that's why deidentification is one of the tools we're using. the other part is to ensure hiring panels and having more training and particularly implicit biassed training. people may not realize they're being discriminated against. it's a combination of policy tools and training. any one of those is not enough. >> the only thing i would add is what the reflection of the workforce is by department? i think some departments may be doing better than other departments. i don't know if you had that presented in your information. >> actually, it's all up on the website now. >> in today's presentation? >> i don't have it in the presentation. i'm happy to send it. i think some of it depends on the kind of work that's done by the department. transit operators, they have a high african-american, high latino, high asian, low white. >> thank you. >> thank you very much. one thing that struck me when we were discussing about the collection of the data, just to be consistent with the example that i used earlier with the san francisco police department is jus

probably is bias in the decision-making, which is why we have to intervene with things like deidentification and ensuring diverse hiring panels and hiring those individuals on those hiring panels and trying to create a culture in which people recognize the value of diversity. it is a problem. you will see, for example, while -- look at the police department. we have the labor market availability for people to be police officers, we're ahead of it, but it's not high enough, and we need to do more. you know, we're working with the department to do more. they have a very aggressive recruiting program for women of color and trying to have a diverse workforce. the people, it is one of the jobs that's predominantly white in the city, and that's one of the higher paid jobs. similarly, registered nurses are of the five jobs that have white people, it's registered nurse, police sergeant -- it's a problem. i think what we have to do as a city is instead of putting up the job application and waiting for people to apply and selecting from the people who apply, that we go out and bring people along. and

>> so what we do need to do, a couple of things, there's deidentification of the c candidates that are coming in through the hiring process. there's the composition of the hiring panels. so we have a panel that's actually participating in the hiring. i think there's -- really importantly creating this larger departmental culture where we're talking about issues of diversity and race and putting that at the forefront of our decision making, making sure that's present even prior to the point where we get into the process of sitting on those panels, going through resumes, and just making it clear to everybody in the department that this is one of our strategic priorities, and we expect that it will be at the forefront. >> how long has this been a strategic priority? >> it's been a strategic priority for a couple of years. we started the black initiative -- >> but that's not for employees. that's for people again fitting for the services of dph. i'm only looking -- an introspective moment, if you will -- at dph and hiring. if you're failing, there seems to be a disconnect. what i want to h