Santa Barbara City College Employee Campus EDI Climate ......2019/09/13 · campus climate. 2.Providing actionable information for use in making decisions and identifying and prioritizing

Santa Barbara City CollegeEmployee Campus EDI Climate Survey

focused on equity, diversity, inclusion and culture

Presentation of survey findings & recommendations to SBCC

September 17, 2019

Howard Deutsch (609) 409-9945 [email protected]

QuantisoftEmployee & Customer

Surveys

1

2

Presenter’s Bio – Howard Deutsch

1999–Present Co-founder & CEO, Quantisoft – Surveys, analysis and consulting enabling our clients to achieve their intended outcomes and to thrive : Employee Engagement, Equity, Diversity & Inclusion, Holistic Organizational Effectiveness, IT Customer Satisfaction, Customer Satisfaction, Enterprise Risk, Ethics & Compliance Risk Culture, and other surveys

1992–1999 Deutsch Consulting Services – Management consulting focusing on business strategy, organizational effectiveness, reengineering, process analysis and improvement, quality and customer service improvement. Clients included American Express, Morgan Stanley, Lehman Brothers, Lucent Technologies, Prudential Insurance, Allstate Insurance, Republic National Bank, etc.

1996-2004 Adjunct Faculty, Seton Hall University School of Business: MBA & undergraduate business courses

1982-1991 SVP, NatWest Bank USA – Consulting Services, Quality Program, Community Bank Administration

1977-1982 VP, Bankers Trust Company – Consulting Services

1969-1977 Managed Consulting & Industrial Engineering Departments, Senior Systems Analyst: Grumman Aerospace Corp, Computer Sciences Corp, Control Data Corp, RCA Corp, Chase Manhattan Bank

1977 MBA, Finance, Saint John’s University

1969 BS, Management Engineering, RPI (Rensselaer Polytechnic Institute)

Survey Objectives

3

1. Providing organization-wide information and insight about employee equity, inclusion, diversity and the campus climate.

2. Providing actionable information for use in making decisions and identifying and prioritizing opportunities for enhancing SBCC’s employee equity, inclusion, diversity and culture.

3. Sending an important message to employees that their feedback is valued and that strengthening employee equity, inclusion, diversity and SBCC’s campus climate and culture are top priorities.

4. Ensuring that all survey responses are 100% anonymous

Today’s Objectives

4

1. Provide an overview and understanding of the SBCC Employee Campus EDI Climate Survey findings.

2. Putting the survey findings in context.

3. Coming to terms with the survey findings and the reality expressed by the survey participants.

4. Presenting recommended actions based on the survey findings.

5. Discussing how to make lasting change happen and how to make a great college greater.

6. Answering your questions and concerns.

Survey Process

5

1. Survey conducted April 25th – May 15th. (3 weeks) 2. Survey conducted as an online survey in English & Spanish.3. Survey announcement sent to 2,294 employees.4. All survey responses are anonymous.5. 711 employees completed the survey.6. 30.1% response rate. 7. 588 pages of comments received from employees.

Survey rating scale:

5 Agree 4 Somewhat agree 3 Neutral 2 Somewhat disagree 1 Disagree N/A & Not sure (no rating value)

Note: Z Reisz, Ph.D., SBCC’s Director of Institutional Assessment, Research, & Planning and his team worked with Quantisoft to design the survey questions.

Possible Reasons for Low Survey Participation Rate

6

1. Concerns the survey isn’t anonymous

2. Cynicism – concern leaders won’t listen and take needed action based on survey feedback so why bother doing the survey

3. Some employees are happy, life at SBCC is good for them, so why bother doing the survey

4. Some employees are disengaged and won’t participate in surveys or do anything else not visibly required of them

Concerns/fear about the survey not being anonymous – many employees skipped some or all demographic questions

Validity of the Survey Results

7

1. Results are 100% valid for the 30.1% of employees that completed the survey.

2. High probability that many other employees are experiencing conditions and feel similarly as survey participants about the issues included in the survey, both positive and negative.

3. Even if all of the employees that did not participate in the survey are very happy and are not experiencing the conditions faced by the survey participants, which is not likely, the experiences and feelings of the 30.1% are real and impactful, and should not be denied or ignored.

Each employee’s experiences, feelings and perceptions are their “reality”.

Climate: Current attitudes, behaviors and standards of employees and students concerning the access for, inclusion of and level of respect for individual and group needs, abilities and potential.

Diversity: Understanding that each individual is unique and recognizing those individual differences. These can be along the dimensions of race, ethnicity, gender, sexual orientation, socio-economic status, age, physical abilities, religious beliefs, political beliefs or other ideologies.

Equity: Each person getting what they need to survive or succeed—access to opportunity, networks, resources and support—based on where they are and where they want to go.

Inclusion: Involves an authentic and empowered participation and a true sense of belonging within a group or structure.

8

Definitions

9

Overall Rating Interpretation

4.20 – 5.00 High rating - some opportunity for improvement

3.80 - 4.19 Moderate rating - moderate opportunity for improvement

1.00 - 3.79 Low rating - significant opportunity for improvement

Survey Rating Color Code

Survey rating scale:5 Agree 4 Somewhat agree 3 Neutral 2 Somewhat disagree 1 Disagree N/A & Not sure (no rating value assigned)

Rating Distribution in Descending Rating OrderQuestion Rating %

Agree

% Somewhat

Agree

% Neutral

% Somewhat Disagree

% Disagree

Total Responses 711

All Questions 3.50 39.41 18.90 12.90 9.93 18.85

1. Diversity/Equity/Inclusion Topics Should be Included During New Employee Orientations

4.54 75.99 11.29 7.15 1.43 4.13

2. Opportunity to Engage/Learn about Equity/Diversity/Inclusion Important to Me

4.49 72.50 13.13 9.38 0.94 4.06

3. Am Committed to Working for SBCC for Foreseeable Future 4.40 71.89 11.63 7.59 2.58 6.30

4. Direct Manager Does Not Bully/Abuse Employees in Department/Work Group 4.31 73.06 6.97 6.18 5.86 7.92

5. Diversity/Equity/Inclusion Education for Employees will Enhance SBCC’s Overall Effectiveness

4.26 63.89 16.64 8.82 3.33 7.32

10


Agree

% Somewhat

Agree

% Neutral

% Somewhat Disagree

% Disagree

6. Am Enthused to Come to Work/Do My Best Work Every Day 4.17 60.10 18.76 6.52 7.15 7.47

7. SBCC’s Commitment to Diversity Communicated to All Job Candidates 4.15 55.71 21.46 10.83 5.91 6.10

8. SBCC’s Commitment to Inclusion Communicated to All Job Candidates 4.12 54.42 22.09 11.45 5.62 6.43

9. Would Recommend SBCC for Employment to Friend 4.12 57.84 19.22 9.21 4.36 9.37

10. Experiences at SBCC Allow More Awareness/Understanding of Issues Involved in Equity/ Inclusion

4.07 47.92 28.21 13.94 3.21 6.73

11


Agree

% Somewhat

Agree

% Neutral

% Somewhat Disagree

% Disagree

11. Direct Manager Provides Strong Commitment to Excellence in Provided Services

4.07 58.49 16.05 9.10 6.33 10.03

12. Employees of Different Backgrounds Able to Work Together at SBCC 4.04 49.02 26.31 11.60 6.05 7.03

13. Education About Diversity/Equity/ Inclusion will Enhance My Workplace Performance

4.04 56.44 16.83 11.72 4.13 10.89

14. Have Confidence in Direct Manager 3.96 54.38 19.06 8.44 4.69 13.44

15. Can Disagree with Direct Manager Without Worrying about Getting Into Trouble

3.96 56.89 14.42 8.72 7.29 12.68

12


Agree

% Somewhat

Agree

% Neutral

% Somewhat Disagree

% Disagree

16. Direct Manager Takes Appropriate Action in Response to Incidents of Discrimination

3.93 56.36 10.81 15.68 3.60 13.56

17. Direct Manager Demonstrates Through Actions that Equity/Inclusion Is Important

3.92 53.85 16.19 11.06 6.09 12.82

18. Know to Whom to Report Discriminatory/Abusive Incident/Situation If Personally Experience/Aware

3.90 55.35 18.62 3.46 6.26 16.31

19. Direct Manager Takes My Suggestions About Improving SBCC Seriously 3.90 50.39 21.04 9.58 6.59 12.40

20. If Become Aware of Discriminatory/ Abusive Incident/Situation Feel Comfortable Reporting Issue

3.89 52.95 17.87 6.89 9.34 12.95

13


Agree

% Somewhat

Agree

% Neutral

% Somewhat Disagree

% Disagree

21. Am Treated Fairly/with Respect as Related to My Background/Personal Characteristics

3.86 52.74 15.02 11.11 7.98 13.15

22. Age/Disability/Ethnic/Gender/Religious-Based Jokes Not Tolerated at SBCC 3.84 45.75 23.33 10.85 8.86 11.21

23. Feel Sense of Belonging at SBCC 3.80 43.17 23.65 15.24 6.35 11.59

24. College Demonstrates Commitment to Attracting Diverse Student Population 3.80 43.13 25.63 10.83 8.75 11.67

25. Direct Manager Holds Employees Accountable for Behavior Not in Keeping with SBCC's Values

3.78 49.52 13.73 15.67 7.16 13.93

14


Agree

% Somewhat

Agree

% Neutral

% Somewhat Disagree

% Disagree

26. Colleagues Treated with Respect as Related to Background/Personal Characteristics

3.77 44.88 21.45 12.05 8.91 12.71

27. New Student Orientation Includes Commitment/Policy/Support for Students with Diverse Backgrounds

3.74 42.54 18.23 22.65 3.87 12.71

28. SBCC Designs Programs/Services That Promote Equity/Inclusion for Students with Diverse Backgrounds

3.70 37.02 27.25 16.20 7.46 12.08

29. External Candidates Equal Hiring Opportunity Regardless of Background/Personal Characteristics

3.69 47.42 15.87 10.91 10.12 15.67

30. College Has No Tolerance for Discrimination against Students Based on Background/ Characteristics

3.69 46.54 18.18 9.52 8.87 16.88

15

16


Agree

% Somewhat

Agree

% Neutral

% Somewhat Disagree

% Disagree

31. SBCC Making Progress with Equity/ Inclusion

3.68 34.98 29.18 15.87 8.36 11.60

32. Direct Manager Treats All Employees Fairly without Favoritism to Certain Employees

3.64 47.66 14.54 10.50 9.21 18.09

33. SBCC Attracts Highly-Talented Diverse Employees 3.63 35.20 28.74 12.76 10.54 12.76

34. College Demonstrates Commitment to Retaining Diverse Student Population 3.59 36.19 26.36 11.92 11.30 14.23

35. Colleagues Willing to Hold Each Other Accountable for Behavior Not in Keeping with SBCC's Values

3.54 34.47 25.94 12.12 13.65 13.82

17


Agree

% Somewhat

Agree

% Neutral

% Somewhat Disagree

% Disagree

36. Internal Candidates Equal Open Position Opportunity Regardless of Background/Personal Characteristics

3.53 44.75 13.62 11.67 9.92 20.04

37. SBCC Provides Training Programs That Promote Culture of Diversity/Equity/Inclusion

3.43 27.58 26.98 19.84 11.90 13.69

38. Have Attended Training Programs on How to Effectively Deal with Diversity/Equity/Inclusion Issues

3.42 40.93 17.62 10.68 4.09 26.69

39. Have Access to Training Programs on How to Effectively Deal with Diversity/Equity/Inclusion Issues

3.41 34.00 21.27 13.92 13.32 17.50

40. SBCC Treats All Employees Fairly Regardless of Personal Characteristics

3.27 29.98 20.11 17.46 11.82 20.63

18


Agree

% Somewhat

Agree

% Neutral

% Somewhat Disagree

% Disagree

41. Overall SBCC Demonstrates Commitment to Meeting Needs of Under-Represented Employee Populations

3.24 32.36 18.37 12.85 13.82 22.60

42. Senior Leaders Value Employee Input Regardless of Personal Characteristics

3.24 28.84 19.80 18.94 10.92 21.50

43. Senior Leaders Demonstrate Through Actions that Diversity/Equity/ Inclusion are Important

3.23 28.42 23.56 12.46 13.68 21.88

44. SBCC's Equity/Inclusion Culture Is Apparent 3.23 25.88 25.72 14.47 13.02 20.90

45. SBCC Respects All Employees/Values Their Differences 3.20 24.74 24.06 18.09 12.63 20.48

19


Agree

% Somewhat

Agree

% Neutral

% Somewhat Disagree

% Disagree

46. SBCC Provides Training Programs on How to Effectively Deal with Diversity/Equity/Inclusion Issues

3.15 21.52 24.80 19.26 15.57 18.85

47. Reported Acts of Discrimination/ Abuse Against Employees Handled in Strict Confidence

3.07 29.55 16.62 14.25 10.82 28.76

48. Have Confidence in Senior Leadership Team 3.01 21.71 21.41 18.20 13.91 24.77

49. Students Comfortable Reporting Discrimination/Abuse without Fear of Retribution/Other Outcomes

3.00 29.87 13.96 12.66 13.64 29.87

50. Students Comfortable Reported Acts of Discrimination/Abuse Against Them Handled in Strict Confidence

3.00 28.86 13.42 15.10 13.76 28.86

20


Agree

% Somewhat

Agree

% Neutral

% Somewhat Disagree

% Disagree

51. Diversity of Senior Leaders/ Department Managers Enables Us to Achieve Strategic Objectives

2.92 17.91 22.97 18.24 15.03 25.84

52. SBCC’s Policies Useful for Navigating Issues of Equity/Inclusion 2.90 20.00 19.56 18.90 13.85 27.69

53. Senior Leaders Value Employee Input Regardless of Position 2.89 21.16 20.36 14.70 13.57 30.21

54. SBCC Handles All Reported Acts of Discrimination Against Students with Urgency

2.82 25.52 12.59 13.99 14.34 33.57

55. Employees Comfortable Reporting Discrimination/Abuse without Fear of Retribution/Other Outcomes

2.81 24.64 13.51 13.27 15.64 32.94

21


Agree

% Somewhat

Agree

% Neutral

% Somewhat Disagree

% Disagree

56. SBCC Takes Appropriate Action in Response to Discriminatory/Abusive Incidents

2.81 20.99 18.11 13.79 14.81 32.30

57. SBCC Treats All Employees Fairly Regardless of Position

2.80 18.69 18.86 16.09 16.78 29.58

58. Feel Comfortable Expressing Views on Issues Important to Me Even If I Know Others May Disagree

2.75 19.62 19.15 11.15 16.95 33.12

59. Students Know Whom to Report Acts of Discrimination/Abuse

2.65 17.45 18.69 11.84 15.89 36.14

60. SBCC Handles All Reported Acts of Discrimination Against Students Effectively

2.55 17.99 13.15 14.19 15.22 39.45

22


Agree

% Somewhat

Agree

% Neutral

% Somewhat Disagree

% Disagree

61. SBCC Handles All Reported Acts of Discrimination Against Employees with Urgency

2.50 14.47 14.21 18.27 12.94 40.10

62. Employees Can Express Ideas/ Opinions/Beliefs without Fear of Retribution/Other Outcomes

2.48 15.08 15.42 10.68 20.51 38.31

63. High Trust Level Between Senior Leadership Team and Employees 2.38 8.78 15.61 18.37 19.51 37.72

64. SBCC Handles All Reported Acts of Discrimination Against Employees Effectively

2.36 12.18 12.44 17.01 15.74 42.64

Variation in Ratings

Results Broken Down by Primary Position

Primary Position Count OverallPart-Time Faculty 189 3.78Management and Administration 42 3.67Full-Time Faculty 149 3.45Staff 187 3.38Unanswered 144 3.14

23


Results Broken Down by Division

Division Count Overall

School of Extended Learning 63 4.00

Business Services 38 3.76

Information Technology 21 3.69

Education Programs 270 3.56

Other 32 3.49

Student Support Services 102 3.33

Unanswered 185 3.19

24


Results Broken Down by Office Location

Office Location Count OverallWake Campus 52 4.06Schott Center 16 3.95Main Campus 499 3.49Unanswered 144 3.13

25


Results Broken Down by Gender Identity

Gender/Gender Identity Count OverallMan 186 3.81Woman 346 3.46Gender Not Listed ˂10 3.26Unanswered 165 3.16Genderqueer ˂10 2.22

26


Results Broken Down by Sexual Identity

Sexual Identity Count OverallQuestioning ˂10 3.77Asexual 13 3.75Heterosexual 441 3.61Lesbian ˂10 3.36Unanswered 207 3.29Gay ˂10 3.15Sexual Identity Not Listed 13 3.15Bisexual 13 2.93Queer ˂10 2.19

27


Results Broken Down by Primary Ethnic Identity

Sexual Identity Count OverallAsian/Asian American 15 3.88Native American ˂10 3.87White 328 3.62Hispanic 101 3.52Middle Eastern ˂10 3.48Ethnic Identity Not Listed 44 3.37Unanswered 203 3.27Pacific Islander ˂10 3.13Black/African/African American 12 2.82

28


Results Broken Down by Highest Completed Education Level

Highest Completed Education Level Count OverallNo High School ˂10 5.00Professional Degree 13 3.97Some College 22 3.93Completed High School/GED 10 3.87Associates Degree 34 3.73Bachelor's Degree 117 3.58Business/Technical Certificate/Degree ˂10 3.54Master's Degree 234 3.54Unanswered 189 3.31Doctoral Degree 80 3.22Specialist Degree ˂10 3.13

29


Results Broken Down by Age

Age Count Overall25 and Under ˂10 4.2765 and Over 74 3.9455-64 139 3.6945-54 126 3.5935-44 115 3.3426-34 53 3.34Unanswered 198 3.17

30


Results Broken Down by Military Status

Military Status Count OverallVeteran ˂10 3.87Active Military ˂10 3.64Have Not Been in Military 508 3.57Unanswered 190 3.22Reservist/National Guard ˂10 2.50

31


32

Results Broken Down by Religious/Spiritual Identity

Religious/Spiritual Identity Count OverallMuslim ˂10 4.19Jewish 19 4.05Buddhist 16 3.67Christian 166 3.66Agnostic 62 3.59Spiritual No Religious Affiliation 112 3.51Other 71 3.42Atheist 59 3.36Unanswered 204 3.27Hindu ˂10 3.08

33

Percent of Employees Experiencing/Observing

Question % Yes % No % Not Sure Unanswered

1. Have Experienced Exclusionary/ Intimidating/Offensive/Hostile/ Harassing Conduct Interfering with Work/Learning

31.79 53.45 6.47 8.29

2. Have Observed Conduct Creating Exclusionary/Intimidating/Offensive/ Hostile/Harassing Work/Learn Climate

50.35 36.15 4.78 8.72

3. Have Observed Unfair/Unjust Employment Practices at SBCC

36.85 38.40 16.17 8.58

Employees’ Experiences - All Responses

Top-Level Findings

34

Survey Section Average Ratings – Key ThemesSurvey Section Average

RatingOverall Rating – All Survey Sections 3.501. Employee Engagement and Commitment to the College 4.122. My Direct Manager 3.943. Recruiting and Hiring 3.834. Your Personal Experiences and Perspective 3.795. Diversity & Inclusion Training 3.756. Relationships and Interaction between People 3.537. Supporting Student Diversity and Inclusion Needs 3.258. College Culture 3.239. Reporting Acts of Discrimination and Abuse against Employees 3.0310. Senior Leadership's Commitment 2.99

Organizational Effectiveness

35

Organizational effectiveness is the ability of organizations to create the conditions necessary for achieving their intended outcomes and for the organization, its employees and students to thrive.

Some of the necessary conditions include :1. Pertinent mission, vision & values2. Effective, competent leaders at all levels of the organization3. Strong passion and focus on students & meeting their needs4. Trained, competent and engaged employees5. Healthy culture and subcultures6. Trust & respect between leaders and employees7. Attention to diversity, equity & inclusion issues8. Effective, efficient processes9. Effective information technology and support10.Effective enterprise risk management11.Ongoing assessment of organizational effectiveness12.Commitment to continuous improvement13.Board support

Employee Engagement

36

An engaged employee is a faculty member, administrative or other employee or manager who is fully involved in and enthusiastic about her/his work.

Engaged employees act in a way that furthers the interests of the college, students, employees, alumni and the communities the college supports.

70% of all employees in the U.S. are disengaged ... Gallup

• Employees’ experiences affect their feelings, morale & satisfaction

• Employees’ feelings, morale & satisfaction affect employee engagement and performance, and organizational effectiveness

Cognitive Dissonance

37

As a result of the survey, some people at SBCC may be experiencing cognitive dissonance - the mental discomfort experienced by a person who holds two or more contradictory beliefs, ideas or values.

This discomfort is triggered by a situation in which a person’s belief clashes with new evidence perceived by the person.

• Equity, diversity and inclusion (EDI) issues exist in all organizations and they always have. They are not new to SBCC.

• The world is changing faster than ever and people will no longer tolerate unhealthy cultures and conditions in their workplace.

• SBCC needs to proactively and aggressively recognize and address campus climate issues including EDI. This is a very difficult and important undertaking that can significantly differentiate SBCC from other colleges.

Top-Level Findings (1 of 3)

38

1. Identified positive aspects of SBCC and working at the college

2. Identified many barriers to success and opportunities for

improvement

3. As expressed in comments, there is a wide range of experiences,

both positive and negative, based on:

• department

• who employees report to

• employees’ personal characteristics

• individual employee expectations

4. Read the qualitative analysis of the comments to gain an

understanding of SBCC’s current climate and reality for

employees … the good and bad


39

5. AT SBCC, many employees report experiencing inequities and exclusion based on their personal characteristics and/or because of the biases and prejudices of others:

Ø Race

Ø Ethnicity

Ø Gender

Ø Sexual orientation

Ø Socio-economic status

Ø Age

Ø Physical abilities/disabilities

Ø Religious beliefs

Ø Political beliefs and other ideologies


40

6. Differing perceptions & experiences shared by groups of

employees:

Ø Many people feel SBCC’s diversity, equity & inclusion issues

are very real and need to be addressed with greater urgency

Ø Some people feel that overall things are going well….that

there are some highly vocal agitators within and outside

SBCC stirring up and overstating diversity, equity & inclusion

issues

Ø Some people don’t believe that negative diversity, equity &

inclusion issues exist at SBCC

Ø Some people feel that too much emphasis is being placed on

diversity, equity & inclusion issues

Key Survey Findings (1 of 4)

41

1. The need to increase the level of trust and respect between leaders and employees at all levels of the organization, and trust in the Board.

2. There is a large perception gap between leaders and employees.

3. Insufficient & ineffective communications between managers at all levels and employees.

4. Insufficient & ineffective communications within and between departments.

5. Some managers don’t know what is happening at the employee level, leading to misinformed decisions.

6. Based on their experiences, some employees fear and don’t trust their manager and more senior-level leaders.


42

7. Employees don’t understand some of the issues and constraints confronting managers.

8. There is significant tension and conflict within some departments and between some employees and leaders.

9. Some managers (at all levels of the organization) and employees are not effective in their current jobs.

10. Many employees and managers report being disengaged.

11. Many employees report having personally experienced and/or observed discriminatory and abusive incidents and situations.

12. Many employees report not knowing or trusting the process for reporting, investigating and resolving discriminatory and abusive incidents and situations.


43

13. The process for reporting, investigating and resolving discriminatory and abusive incidents and situations needs to be strengthened.

14. Many employees report feeling excluded from opportunities.

15. Many employees report feeling they and the demographic groups they are a part of are not treated equitably.

16. Many employees report experiencing and observing favoritism.

17. Some employees question SBCC’s direction regarding providing programs and support for students.

18. The hiring process needs to be reviewed and strengthened, and applied consistently across SBCC.


44

19. The employee performance review/management process needs to be reviewed and strengthened, and applied consistently across SBCC.

20. Concerns about the senior leadership team’s effectiveness

21. Concerns about who the next SBCC President will be

22. Concerns that nothing will happen/change as a result of the survey.

General Recommendations

45

1. Communicate Survey Results with Senior Leadership and the Board of Trustees and come to terms with the survey findings

2. Communicate Survey Results with Employees

3. Reimagine SBCC’s Culture, EDI and other conditions necessary for achieving SBCC’s Mission, Vision and Values

4. Create a Comprehensive Campus Climate, Culture, EDI Transformation Action Plan

5. Get Everyone Involved

6. Measure and Communicate Ongoing Progress

7. Selecting the “Right” next SBCC President is critical

Specific Recommendations

46

1. Concerns about accountability - All senior leaders, division and department managers, and all employees should be individually responsible and accountable for strengthening SBCC’s culture and for making equity and inclusion a reality at SBCC.

2. Eliminating fear & strengthening trust - Every effort should be made to create a culture of civility, respect and trust that is free of fear and retribution. Senior leaders need to communicate often about changing the culture and eliminating fear. Leaders need to earn the trust of employees. Managers that instill fear in their employees should be identified and not tolerated.

3. Zero tolerance policy - Implement and communicate a zero-tolerance policy for discrimination, abuse, bullying and other inappropriate behavior by managers and employees. Offenders should be strongly disciplined. Repeat offenders should be terminated to rid the organization of this persistent degradation to moral, campus culture, and institutional effectiveness.


47

4. Performance objectives of all managers - Include equity and inclusion actions, initiatives and compliance in the performance objectives and performance reviews of all managers at all levels of the organization.

5. Identify and deal with employees unwilling to change behaviors that are corrosive to equity, moral, and institutional effectiveness - These are managers and staff that refuse/fail to stop discriminating against, abusing and bullying employees or students. This needs to be a key element in SBCC’s equity and inclusion program. It is one of the best ways to make equity and inclusion a reality at all locations and in all divisions and departments.Get these employees to stop discriminating against, abusing and bullying employees and students. Those that are not able or are not willing to change their inappropriate behavior should be dealt with using SBCC’s performance management process. Successfully dealing with these employees (and if needed, terminating their employment as a last resort) will send a signal to all managers, staff and students that equity and inclusion is a top priority.


48

6. Positioning of the Director of Equity & Cultural Competency– The Director should not be positioned solely as being responsible for diversity, equity and inclusion. Instead, the Director should be positioned as a leader and facilitator to make diversity, equity and inclusion happen and to assist everyone else in carrying out their responsibilities.

7. Closing the gap between SBCC’s mission, vision, core principles, charter and the current reality - SBCC has clear Mission, Vision, Core Principle and Charter statements. The survey found that there is a significant gap between these aspirational statements and SBCC’s current reality. • Senior leadership should openly acknowledge and

communicate about the gap, and provide guidance for how the gap will be closed.

• Senior leaders need to hold themselves and all managers accountable for making the concepts included in the statements SBCC’s reality.


49

8. Review and strengthen the employee recruiting & hiring process – Thoroughly review and revise the processes and procedures as needed to ensure they support SBCC’s mission, vision and values, and that they support and comply with SBCC’s equity and inclusion policies. Implement a process for auditing compliance with these policies and procedures.

9. Review and strengthen the performance management system - Conduct a comprehensive review of the performance review process and make changes as necessary. • On an ongoing basis ensure that all managers receive

mandatory training and follow-up refresher training in how to effectively prepare performance evaluations, how to conduct performance review meetings and how to provide continuous feedback about performance throughout the year.

• Are all employees receiving accurate performance feedback and the performance rating they have earned and deserve?


50

10. Make attending equity & inclusion training mandatory - The top priority should be to have all managers at all levels of the organization attend the training. It would be highly beneficial to have a member of the senior leadership team lead a discussion at the beginning and/or end of each training class to demonstrate leadership’s support and commitment.

11. Strengthening accountability - Numerous comments focused on managers not holding employees accountable for doing their fair share of the workload, employees that are incompetent to perform their work and managers playing favoritism. Senior leadership, supported by HR, should address these issues on a high priority basis. These issues should be a key component of SBCC’s leadership training program, if there is one. Many managers at each level of the organization are not being held accountable for their actions, inactions and avoidance of carrying out their responsibilities. This is an issue that needs to be addressed by the senior leadership team.


51

12. Review and enhance the current equity & inclusion training– There are differing opinions about diversity, equity and inclusion definitions and issues across the College. To the extent that managers and employees have attended training, it is not clear that the training has yet had a significant impact on behavior. More emphasis is needed on holding managers and employees accountable for their behavior and actions using the knowledge they learn in equity & inclusion training.

13. Implement a formal mentoring program for employees and managers in all departments - The purpose is to provide mentoring opportunities for all employees and managers in an effort to help them, develop, grow and become more effective. The mentoring program should include identification of managers and other employees that are likely to be effective mentors, providing training in how to be an effective mentor, ongoing communication of the mentoring program and encouraging employees to take advantage of the program. Effective mentoring is especially needed for ineffective managers.


52

14. Provide leadership training – The survey found that many managers at all levels of the organization need to strengthen their leadership and management skills. Implement a leadership training program to significantly enhance the effectiveness of SBCC’s managers. Attendance should be mandatory.

15. Expanding SBCC’s definition of diversity - As included in numerous survey comments, SBCC’s definition of diversity should be expanded to include economic diversity (addressing the special needs of low-income students and employees), diversity of thought and tolerance/acceptance of atheists.Comments indicate that numerous people at all levels of the college are intolerant to diverse opinions, especially if they reflect conservative political points of view. Some employees feel stifled and are concerned about negative reactions and retribution if they express their points of view. Intolerance and repression of ideas and opinions are forms of discrimination and, like other forms of discrimination, should not be acceptable at SBCC. This will require dialogue from SBCC’s senior leadership team.


53

16. Proactively enhancing communications and collaboration of employees and students within and between departments –Many survey comments identified the need to strengthen communications and collaboration. With support and encouragement from senior leaders, create conditions and facilities that encourage interactions between employees and between employees and students.

17. Improving accessibility for employees and students with disabilities - Numerous comments focused on the need to improve accessibility for employees and students with disabilities. Conduct a comprehensive review of all of SBCC’s buildings, rest rooms, parking and other facilities to ensure they are accessible to people with disabilities. Then set priorities and implement appropriate changes. The review should also include vision, hearing and other disabilities.


54

18. Reward and recognition - Design and implement a college-wide reward and recognition program that enables managers and fellow-employees to recognize and reward outstanding and special accomplishments and efforts of other employees in their own and in other departments. The names of recipients and the reasons for they are recognized should be communicated and celebrated. This is an effective way to increase awareness of the many contributions and successes made by employees of all backgrounds.

19. Role of HR - The Human Resources function is extremely important for leading, supporting and strengthening SBCC’s diversity, equity and inclusion processes and outcomes, and for creating a healthy culture across the College. Review the HR function to ensure it has the necessary leadership, resources, mission and processes necessary to effectively support diversity, equity and inclusion.


55

20.Student survey - Conduct a comprehensive survey of students to learn first-hand about their experiences and concerns about equity and inclusion, the culture and other important issues affecting students’ success at SBCC.

21.Conduct the employee campus climate survey again in Spring 2021 – The objective is to assess progress and to identify any new issues which may surface in the coming year.

22.Conduct a comprehensive employee engagement survey in Spring 2022 - Employee comments indicate that there are many other issues and conditions beyond diversity, equity and inclusion that are impacting employee engagement and organizational effectiveness. Around Spring 2022 conduct a comprehensive employee engagement survey to assess a broader set of issues affecting employee engagement, morale and satisfaction, organizational effectiveness, SBCC’s performance and ability to achieve its intended outcomes for students and employees.

56

Key Challenge Facing SBCC

Addressing and overcoming high levels of cynicism, distrust and fear…. and low levels of satisfaction, engagement and morale

1. Conducting surveys sends a message to employees that leaders are interested in learning how employees feel about important issues.

2. Surveys raise expectations that leaders will listen to employees’ feedback and take action to make needed changes.

3. If employees don’t see, experience and perceive meaningful timely changes as a result of the Employee Equity, Diversity & Inclusion Climate Survey, they will likely conclude that SBCC’s leaders aren’t serious about the campus climate and culture, equity, inclusion and diversity, and/or that they aren’t able to make needed changes. That will further increase cynicism about the leadership team and about SBCC’s handling of the campus culture, equity and inclusion.

57

Key Challenge Facing SBCC Making SBCC’s Aspirational Vision, Mission, Core Principles and Charter a Reality

Our VisionSanta Barbara City College strives to build a socially conscious community where knowledge and respect empower individuals to transform our world.

Our MissionAs a public community college dedicated to the success of each student . Santa Barbara City College provides students a diverse learning environment that inspires curiosity and discovery, promotes global responsibility, and fosters opportunity for all.

Our Core PrinciplesSanta Barbara City College’s core principles guide all aspects of instruction, organization, and innovation:

• Student-centered policies, practices, and programs• Participatory governance• A psychologically and physically supportive environment• Free exchange of ideas across a diversity of learners• The pursuit of excellence in all college endeavors.

Our CharterSanta Barbara City College’s mission and core principles honor our commitment to the spirit and intent of the foundational framework of the California Community Colleges, as described in California Education Code §66010.4:

Primary Mission: Academic and vocational instruction at the lower division level; advancement of California’s economic growth and global competitiveness through education, training, and services.Essential and Important Functions: Remedial instruction, ESL, adult noncredit instruction (in areas defined as being in the state’s interest), and student support services.Authorized Function: Community services courses.

58

Key Challenges Facing SBCC and Every Organization

1. Over 70% of all organizational transformation efforts fail to achieve their intended outcomes, or totally fail … McKinsey & Company

2. Piecemeal solutions and tinkering around the edges doesn’t work3. Deciding what to change4. How to organize for a successful transformation5. Change is difficult for most people and organizations -- How to make

lasting change happen6. Who needs to lead the change 7. Identifying and removing barriers and risks to making change happen8. Poor performing and disruptive managers and employees have an

outsized negative impact on fellow employees, organizational effectiveness and SBCC’s customers (students and internal customers)

9. Overcoming resistance to change - Changing the behavior of adults (Leaders/Managers, Employees, Students) is very difficult

80% of organizations fail to take significant action and achieve significant results based on survey findings

59

In Most Organizations, How people React to Change

1. 25% of managers and employees embrace positive change and proactively lead the change

2. 25% of managers and employees are on the fence, they fear change and want to wait and see who is supporting the change and if the change will positively or negatively affect them

3. 25% of managers and employees are disengaged, don’t know about the new change initiative and are hiding from participation in the change

4. 25% of managers and employees are disengaged, hate and fear change and proactively undermine change initiatives

“Tell me and I forget, teach me and I may remember, involve me and I learn.” – Benjamin Franklin

60

Recommended Top Priorities for the Senior Leadership Team

1. Assessing and understanding the current reality - The senior leadership team and board of trustees should review the survey findings in detail to understand and gain consensus on what employees said. Once this is done the leadership team should identify the initiatives that need to be done to address the issues identified in the survey.

2. Planning for success - Using the findings from this survey, create a comprehensive transformation project plan for guiding initiatives and assessing ongoing progress on actions needed to address the equity & inclusion issues identified in this survey. This requires all senior leaders to fully understand the survey findings and recommendations included in this report.

3. Executing the plan - Using the project plan, visibly lead and support equity and inclusion issues with a sense of urgency. The senior leadership team’s active involvement and leadership will go a long way to making progress in strengthening the culture, addressing and resolving EDI issues, significantly increasing trust between employees and senior leaders, and reducing fear.

4. Assessing ongoing progress – Track ongoing progress against the plan. Given the importance and urgency, conduct the survey again during the Fall of 2020 to assess progress, identify shortfalls in improvement actions being taken, and identify any new issues that may arise in the coming year.

61

Holistic Transformation is NeededAssessing, Reimagining and Transforming SBCC

1. Leadership at all levels2. Governance3. Culture/climate4. SBCC’s direction

• Student population make-up (local, state, region, national, international)

• Majors, programs5. Organizational structure and processes6. Faculty & Staff excellence7. Performance management8. SBCC’s business processes & technology9. Identifying & meeting student’s needs10.Identifying & meeting the needs of the Santa Barbara community

Student (customer)

requirements

MissionVisionValues

Strategies Tactical plans

Organizational Effectiveness Assessment

Reimagining the

organization

Planning the transformation

Executing the transformation

Recommended SBCC Transformation Process

Where we are today

Where we want to be

How we will get there

Transforming the

organization

Conditions for achieving intended outcomes

Senior Leadership support & oversight

Chief Transformation Officer & Office(Project mgmt.)

Survey & other action teams

and all managers

Cont

inuo

us im

prov

emen

t

Thank you!

Your questions and comments

63

Documents

Santa Barbara City College Employee Campus EDI Climate ......2019/09/13 · campus climate. 2.Providing actionable information for use in making decisions and identifying and prioritizing