Feature

A Nurse’s Journey: For a Russian émigré, education opens doors

Larisa Revzina and students examine a training manikin

Larisa Revzina (left) and students at Gurnick Academy examine a training manikin. (Photos by Jim Block)

The restrooms at Anchorage International Airport were immaculate, with ample supplies of soap and paper towels. That was Larisa Revzina’s first impression of the United States on March 3, 1993, a day indelibly etched in her memory, when she changed planes in Alaska on her emigration journey from Russia to the Bay Area. Later that day, a blooming magnolia tree and glistening swimming pool greeted her at the Palo Alto apartment that relatives had rented for her family, a stark contrast to the frigid, gray Moscow March she’d left behind. Inside the unfurnished apartment, she found a mattress on the floor, a refrigerator full of food, and a dishwasher (a device she’d never seen before) stocked with detergent — provisions kindly donated by members of her aunt’s synagogue.

“I cried because I thought, gosh, it’s a very clean country, it’s beautiful surroundings and it’s excellent people,” she says, animated with the emotions of the day more than 20 years later. “This is absolutely my country.”

Revzina and her family — including daughter Julia, then 10, and husband Lev — were part of a wave of Russian-Jewish emigrants in the 1990s admitted to the United States as political refugees due to overt, institutionalized anti-Semitism in the former USSR. “Very dirty, very poor, no food, nothing,” is how Revzina sums up the Yeltsin-era Russia she left behind. In addition to empty store shelves, there were limited opportunities, in particular for Jews, who were kept out of more upscale professions like medicine by being excluded from those university training programs. Revzina, who felt called to the medical arena, studied civil engineering and worked as a researcher until her U.S. journey began.

“I cried because I thought, gosh, it’s a very clean country, it’s beautiful surroundings and it’s excellent people,” she says, animated with the emotions of the day more than 20 years later. “This is absolutely my country.”

Revzina embraced her American life, and a success story unfolded. She earned her M.S. in nursing science at SF State, and returned to school for her nurse practitioner certificate. After several years of clinical practice, and some teaching in SF State’s nursing program, she co-founded the Gurnick Academy of Medical Arts, a nationally accredited professional training school where she is currently the chief academic officer. Her resume suggests a straight line to success, but the reality was a meandering path of struggle, poverty and a particular penchant for turning failures into opportunities.

Navigating an educational maze

As a new arrival, Revzina had neither the language nor the money to attend medical school. So after a few months of English lessons arranged through the local Jewish center, she enrolled in Foothill College, having heard through the Russian-immigrant community that dental hygienists earned a good living (“$30 an hour — a million dollars!” she thought at the time). She slowly made her way through a maze of prerequisites and unclear outcomes, only to miss the cut for limited internship slots by just one place on the list. She was crushed. “You cannot imagine the amount of tears and screaming and crying,” she said of watching three years of struggle amount to “no job, nothing.”

But the effort would amount to something, after all. A friend from the dental program encouraged Revzina to look into nursing. She found SF State’s Generic Master’s Program in Nursing Science, which did not require applicants’ undergraduate degrees to be related to medicine. There were still prereq’s, but with her engineering degree and her health-related Foothill coursework, she easily qualified.

Day One at SF State set a lasting tone. Patricia Hess, a now-retired professor, did a role-playing exercise, assigning students to don doctor, nurse and patient roles. With her choppy English and the social chasm between her and the other students — well into her 30s by now, she was the only older student — Revzina tried to hide. But Hess wouldn’t allow it. “She said to me, ‘You’re going to be a doctor,’” and made Revzina stand her ground in the exercise. It was a pivotal moment; Hess’ refusal to let her disappear forced Revzina to own her education and imagine a promising future.

Years later, when Revzina earned her doctorate in education from the University of San Francisco, one of the first calls she made was to her former mentor. “Dr. Hess? This is Dr. Revzina!” she belly-laughs, recounting the moment.

Karen Johnson-Brennan, now an emeritus professor of nursing, is also in Revzina’s pantheon of influential SF State teachers — for the dubious distinction of issuing the struggling Russian student her first D, on a medicine-surgery test. Revzina marched into Johnson-Brennan’s office to seek sympathy for her special challenges of language, work and money. “Who do you want to be in life?” she recalls Johnson-Brennan asking her, not buying into Revzina’s so-called predicament. “Do you want to be a poor Russian immigrant, or do you want to be an American nurse?” She sent Revzina back home to study.

“She gave to me the outstanding lesson in life,” Revzina says of Johnson-Brennan, one she took to heart. Revzina studied harder, did well on her next test, and established a foundational no-excuses attitude that still persists today. She says her SF State teachers gave her everything. “Not a lot. Everything!” she reiterates.

“We talked many a time about strategies for improvement, which she diligently worked on,” Johnson-Brennan says of the Russian student who had trouble with exams. “She always had a positive, ‘Let's do this’ attitude.” Both Hess and Johnson-Brennan became professional collaborators, first at SF State’s School of Nursing, where Rezvina was an adjunct faculty member for a time, and later at Gurnick, doing curriculum development and part-time teaching. “She never fails to treat me as a friend and mentor rather than an employee of the Academy,” Johnson-Brennan says of their ongoing relationship. “She is one of the most dynamic, entrepreneurial women I have ever met.”

A passion for nursing

Gurnick’s humble birth story is a product of that entrepreneurialism. When Revzina’s nursing job changed to part-time, once again she needed money. Drumming up opportunity, she set up an informational interview at a very small medical training school. Her interviewer didn’t have a job for her, but he had some ideas on expanding on the medical-education model, and paid her a small consulting fee, which led to a business partnership. Their big break came a year later, when a change in the law required phlebotomists — the technicians who draw blood — to be licensed at an official school. She designed the curriculum and filed the paperwork. Five campuses, twelve nursing and imaging programs, and thousands of alumni later, Revzina says her partner enjoys joking that the $1,200 consulting fee was the best investment he made.

Thinking back to her confusing community college experience, Revzina says Gurnick’s aim was clarity. “It’s very straightforward: These are the courses you have to take; this is the certification or licensing you earn,” she says. From phlebotomy they branched out to train vocational nurses and medical assistants, imaging technicians, physical therapy assistants, and — coming full circle — dental assistants. Last year they reached a new milestone, graduating their first baccalaureate class in nursing.

As she marvels at her opportunities — and those of her daughter, who studied at two top universities and is now a senior manager at PayPal — Revzina wonders if people who were born here don’t understand how lucky they are. Back at Foothill, she cleaned houses to pay tuition. “I hated cleaning toilets. Awful. Horrible,” she says. Yet she still keeps a list of chores a client once left her, revealing both a humility and a boundless appreciation for having fulfilled that early calling to medicine. “I don’t have hobbies. Work is my hobby,” she says.

She also uses nursing to stay connected to her home country, with a weekly clinical day at a private practice that serves San Jose’s Russian-speaking community. It’s work that keeps Revzina grounded. After all, at its core, her life is an American immigration story — from the beginning, all she ever wanted was a decent job in the profession of her choosing.

Revzina recalled an event back in Iron Curtain–era Moscow, when a delegation of French girls visited her special French-Russian school. The cultural interaction changed her forever. “They had the freedom to talk about anything, to be anything,” she says. As she looks at what she values most about her American life, it boils down to that teenage insight. “I’m not smarter, I’m not younger. I’m not more talented, I’m not different,” she says with characteristic humility. “This country gave me opportunity to achieve whatever I wanted to.”

Leveling the Playing Field: The Willie L. Brown, Jr. Fellowship

Jared Walker and Naomi Kelly in SF City Hall

Jared Walker (left) and Naomi Kelly in San Francisco City Hall

The Willie L. Brown, Jr. Fellowship offers public-sector opportunities to students who have overcome obstacles

With its gilded dome, grand staircase and formally dressed wedding couples posing for photos that will last a lifetime, San Francisco City Hall is a character in every story that plays out there. Jared Walker remembers when it entered his life: on the first day of his internship with the Office of the City Administrator as a Willie Brown Fellow. “When I first walked in there I was like…” — he takes a deep breath and exhales with a whoa — “I felt like this was a big chapter coming up.”

That chapter was a semester-long internship handpicked for Walker based on his career ambition to become a city manager. The Willie L. Brown, Jr. Fellowship connects talented, public-service-interested individuals like Walker — specifically, students who face barriers to opportunity — with public-sector internships, a $3,000 stipend and a support system to guide them.

Walker, a finance major who graduated this spring with a GPA just shy of 4.0, came to SF State through Project Rebound, a program that helps ex-offenders succeed on campus — he served three years in prison. He is one of 52 Willie Brown Fellows who have been placed in city and county government internships around the Bay Area, according to Raquel Pinderhughes, the fellowship director and a professor in Urban Studies and Planning in the School of Public Affairs & Civic Engagement, where the fellowship program is housed.

Support includes a weekly three-hour professional development seminar led by Pinderhughes. “The focus is on identifying professional strengths and weaknesses, preparing for informational interviews, written and oral communication, résumés, cover letters and discussing the issues that the students face in their internships,” she says. This includes ongoing counseling and mentorship for current and past fellows.

“SF State is a lifelong support system for these students, as are many of their supervisors — that’s our job.”

Partners at the City

And when Pinderhughes reaches out to people like City Administrator Naomi Kelly to place fellows, the answer is yes. That’s the original vision for the program, which Willie L. Brown, Jr. (B.A., ’55), the former mayor of San Francisco and former California State Assembly speaker, started in 2008. Pinderhughes works with seasoned city and county officials to find each fellow a position that directly facilitates his or her career aspiration, a laborious behind-the-scenes matching process she calls “the real secret behind our success.”

For City Administrator Kelly, mentorship is personal — Brown hired her right out of college, encouraged her to go to law school and guided her career as she moved through the ranks at the City. Her office regularly welcomes interns from throughout San Francisco’s neighborhoods. “If they want to come and work with me in the City Administrator’s Office and have an interest in public service, then I open up my doors.”

Walker is her office’s first Willie Brown Fellow. She ticks off some of the disjointed to-do list they exposed him to: measuring performance for animal care and control; developing policy to address the out-migration of African-Americans; evaluating software that measures the efficiency of the city’s fleets; working with different divisions on their budgets. “The array of topics he was able to touch on is kind of exciting,” she says.

Walking through the building’s Doric-column-lined corridors, Walker anticipated a weighty-sounding topic for his main project, so he was surprised to find that his work would focus on puppies and kittens. He soon learned that city management involves all facets of urban life — even ones with cute, furry faces. Working under Kelly’s budget and planning director Adam Nguyen, Walker analyzed a proposed change to the city’s animal vaccination schedule.

Nguyen says doing analyst work has enormous value for a future manager. “How many times do we vaccinate, what are the best practices, what are other municipalities doing around this? Then doing a cost-benefit analysis… and what are the tradeoffs and considerations along the way?” Gathering and assessing such facts yourself, he says, helps you to determine whether the information others present to you “is valid—if they’ve asked the right questions, if they have the information they need” to inform policy and operations-management decisions.

City managers pivot topics every hour or less, Kelly adds, so sharp analytical skills are important. “You’ve got to be able to think fast and on your feet.”

Nguyen also taught Walker that strong teamwork skills can make government more efficient. “Every step he showed me, ‘Now look, if you do this, you’re making it easier for the next person who has to pick this up and make something happen with this project,’” Walker recalls.

In addition to his project, he shadowed Kelly and others to a range of meetings, from listening to the mayor and department heads wrestle with public policy issues to reviewing purchase orders with division-based analysts. The internship, including the most challenging parts, strengthened Walker’s resolve to become a city manager.

Walker and Kelley talking

Metrics of success

Based on the program’s success rate, his odds look good. All former fellows are either employed, applying to graduate or law school, or in a postgraduate program, Pinderhughes says.

 And she doesn’t limit the definition of success to public-sector jobs. One former fellow is an English Language teacher for new immigrants. Another helps secure loans for low-income housing. “Even students with jobs outside the public sector are doing work that serves communities in meaningful ways,” she says, proud of the program’s already considerable impact.

“The Willie Brown students are highly motivated to pursue a profession and highly motivated to give back to their communities, so the likelihood of their going on to do something good in the world is very, very high.”

A dedicated network

The program is open to all SF State students, but the majority of applicants in the past year came from the College of Health and Social Sciences (CHSS), the program’s academic home. “Majors in CHSS are very directed to serving some of the critical needs in the city… public health, urban planning, housing, transportation, criminal justice reform, management,” Pinderhughes says. “They are well trained, their applications are strong, and their career goals are well defined.”

Something else the Willie Brown Fellows have in common is access to opportunities they wouldn’t ordinarily come by, including a network of influential people rooting for them to succeed. Supporters are dedicated because of their respect and affection for Willie Brown — and equally, Pinderhughes says, a deep belief in the program’s mission. “They are truly committed to the shared goal of getting people from diverse communities into positions of decision-making and power so that we can have representative government and services,” she says.

Naomi Kelly thinks cultivating such opportunity is just good governance. “The more diverse opinions you have around the table, the better your policy will be,” she says. “You need to have multiple insights into cultural differences.

Walker, who plans to get more work experience and then pursue an M.B.A., grasps the value of the doors being opened for him and his fellowship colleagues. “I think people are sometimes are written off — people just assume that you don’t have anything to offer because of what you’ve been through or where you come from. It’s all working against you,” he says. He calls the Willie Brown Fellowship and its many supporters “a counterbalance” to such routine prejudices. “This gives you the opportunity to show: That’s your past. What are you capable of now? What do you want your future to be like?”

Roped In: The Pacific Leadership Institute helps kids find their path

Vida Sanford and Ian Mosier at ropes course

Vida Sanford (left) and Ian Mosier

At 16, Ian Mosier was shy, chronically truant, and on the verge of dropping out of San Francisco’s Galileo High School. He was given a choice to enter a community service learning program or face expulsion. Mosier decided to give the program a try and was referred to the Pacific Leadership Institute (PLI), which is based at SF State’s Department of Recreation, Parks & Tourism. PLI uses outdoor, experience-based activities to teach teamwork, leadership, self-esteem and life skills. A primary feature of the program is training teens to lead PLI's Adventure Challenge Course, a system of outdoor team-building challenges located on a four-acre parcel of land at Fort Miley within the Golden Gate National Recreation Area.

For a kid who hadn’t gotten much praise for his academic performance in recent years, Mosier says, “Going to the ropes course and being good at it, and getting positive feedback was very transformative for me.” Being a leader and helping others made him feel he was a part of something larger than himself, he says. “My sense of duty kicked in. I re-engaged with my school and with my education.”

Mosier not only graduated from Galileo, but following a PLI internship, he was hired to be a team leader and eventually became the PLI ropes course coordinator. He later completed two years in SF State’s Recreation, Parks and Tourism Administration program.

A local stalwart

PLI delivers multiple success stories like Mosier’s every day. School- and community-based programs make up more than two-thirds of the Institute's Adventure Challenge Course clientele. PLI also operates summer programs, including leading the ropes course at the Taylor Family Foundation’s Camp Arroyo in Livermore, which serves children with life-threatening and chronic illnesses or developmental disabilities. In addition, PLI offers ground-level team-building and leadership games and initiatives, including mobile workshops it takes to client sites.

But the Fort Miley Adventure Challenge Course, in continuous operation since 1979, is the Institute’s marquee program. Last year 14,000 people, mostly youth, enjoyed PLI’s programs, with more than 10,000 of them participating in the Adventure Challenge Course. The success of the Fort Miley program has opened the door to discussions with the National Park Service, which manages the Golden Gate National Recreation Area, on an expansion plan that includes building a large group campsite and a universally accessible ropes course designed to serve those with disabilities.

PLI owes its long-term success to a business model that is primarily fee-for-service, and it has proven to be both sustainable and community-centered. Partner institutions like San Francisco Unified School District are repeat customers who write the Institute’s activities into annual grants. “We have a built-in audience with the different school districts and with different programs that use our services year after year,” says Drew McAdams, PLI’s chief of programs. “We’ve been able to be autonomous with that not-for-profit model.”

Vida Sanford is one such steady customer. A district coordinator for San Francisco Unified School District’s Mentoring for Success program, Sanford, who earned both her B.S. and M.S.W. at SF State, manages Project Arrive, a program supporting ninth graders as they transition into high school. Project Arrive’s small groups have been coming together for the ropes course challenge for the past five years.

“There are 50 ninth graders who have to learn to get along with each other for the next four years, so there’s a real value in having this experience together to help deepen their sense of community and trust,” says Sanford. The course offers kids something schools can’t. “We have a lot of kinesthetic learners in our cohort… they’re very physical, which may be the reason traditional schooling’s not working very well for some of them,” she says, adding, “It’s really beautiful to see them in action out there.”

The Ecology of Peer Leadership

What really makes PLI unique is the way its programs and clients engage with each other to create a rich, value-added ecosystem, with the various participants leading and inspiring future groups.

Mosier is home-grown in that ecosystem. His peer-leadership experience was part of PLI’s Youth Lead! training, which teaches teens to facilitate groups and lead ropes-course challenges. New cohorts shadow the veterans, then the veterans shadow the trainees as they gain new skills and confidence. PLI then hires on newly trained kids as leaders. It’s a process that feeds on itself, McAdams says. “As my mid-level managers start to mentor that other generation, it solidifies their skills, so they start to move up,” he says. “That diversity of leadership really works for us.”

PLI’s partners understand that value. “I love to schedule our ropes course on days when those older teens are out there showing what they can do as leaders.” Sanford says. “Our ninth graders love it, and it’s great role-modeling for them because they see, ‘Oh, that could be me.’”

McAdams works to enhance this mentoring further, trying to match visiting students with leaders who graduated from their schools. Such peer relationships “add another layer of cultural relevancy to the groups that we serve,” McAdams says. It’s a quality that makes PLI a rarity in outdoor education, a field often dominated by white males. At PLI, 75 percent of the leaders are people of color, and 95 percent of activities have youth in leadership roles. About 80 percent of all participants are under age 25.

“That whole idea of cultural relevancy — not only in the programming but in the staffing — creates a welcoming environment and breaks the ice,” McAdams says.

Staying Relevant

Jason Martinez was a student for whom those demographics made a difference. At 15, a period of transition had him living out of boxes with his mom and godparents, with no room of his own. He became more interested in being out with friends than going to school. His grades sunk.

He landed at Downtown High School, a continuation school for kids with credits to catch up on. But being at his new school made him feel like he’d done something wrong, he said, and he struggled to fit in. Then at an orientation program, a teacher from Get Out and Learn, an outdoor education-based pathway at Downtown High, gave a slideshow showing kids camping, hiking, and facilitating at PLI’s ropes course.

“I see all these inner-city youth — people who look like me — doing it and having fun,” he said. “I was like, wow, people in the city actually do this?” Kids from the program were at the presentation. “They shared stories of overcoming challenges and overcoming fears — that’s what drew me into the program,” Martinez said.

Soon he was at Fort Miley, scaling tall poles, then jumping off, swiping at dangling objects to test his limits. Far outside his comfort zone, Martinez says the challenges helped him located his self-confidence and make connections. He saw that just as he choose his own path down the cliff, his new school would help him get to graduation. “I learned I’m taking a different route and I’m going at my own pace… but I’ll get there,” he says.

Martinez earned his diploma and returned to work at PLI's ropes course, often sharing his story with new arrivals from Downtown High School. His PLI leadership experience with helped him see “how I’ve inspired other people just by being who I am,” he says, and led him to the education field. He worked with kids in after-school programs, and now, at 27, he’s enrolled at City College and, through an AmeriCorps placement, he’s working with Sanford at Mentoring for Success.

McAdams loves seeing such trajectories.

“The best part of my job is watching the development of these young leaders, not only when they start to gain confidence… but then transfer these skills sets to other parts of their lives.”

Mosier, who’s 34, is still applying PLI skills nearly two decades on. He’s returning to SF State, this time as a psychology major, and plans to go on to pursue a master’s in counseling. It was the ropes course and overall experience with PLI that guided him along that path.

Out on the course for team-building exercises with his master’s students, Professor of Counseling Alvin Alvarez, now dean of the College of Health & Social Sciences, observed a special aptitude in Mosier.

Mosier recalls, “Every year, he was like, ‘You know, Ian, you’d be a good counselor.’” It became an annual refrain. “You know, Ian, you’d be a really good counselor.” Finally, when Mosier re-evaluated his career direction after nearly two decades as a PLI leader, “I looked at my skills and my passions and I said to myself, ‘You know, Ian, you’d make a great counselor.’”

After all these years, Mosier says PLI and SF State professors are still changing his life. “I think that’s pretty cool.”