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SBCC Employee Campus EDI Climate Survey

Qualitative Analysis of Survey Comments

Overview

711 employees completed the survey in the hope that their feedback will be heard, considered and acted on. Quantisoft reviewed the ratings of all 588 pages of comments in detail.

Employees shared numerous positive comments about their managers, colleagues, jobs, the College

and working with students. Employees also shared a much larger number of comments that identify unhealthy conditions, barriers to performing their jobs, shortfalls in the effectiveness of leaders at all levels of the organization and the need for more resources to effectively perform their jobs.

Numerous diversity, equity and inclusion incidents and a perceived degradation of leadership and overall conditions over the past few years have negatively impacted SBCC’s culture. The overall college climate/culture is now unhealthy. There are exceptions within some departments that have a positive,

healthy culture.

Employees are polarized with very different views of what is happening, what is right and wrong and the future direction of SBCC. Some employees feel a few highly-charged, vocal employees and some

outsiders are stirring the pot and causing significant trouble through their accusations. Many other employees disagree and believe there are significant diversity, equity, inclusion, culture and leadership problems across the College that have always existed and that have further deteriorated in recent

years.

Numerous employees commented that the current situation is known outside the College and it is negatively impacting SBCC’s reputation and ability to attract employees and students.

Given the importance of diversity, equity, inclusion and the campus climate to SBCC, its employees, students and the communities SBCC serves, the 3.50 overall rating and the large number of negative comments indicate that significant opportunities exist to strengthen the College’s diversity, equity,

inclusion, culture and leadership conditions.

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Navigating the Comments Analysis

The comments analysis is organized by survey section. The report starts on the following page with a

summary of the key themes and issues identified in multiple survey sections.

Following is a list of the 11 survey sections and the number of pages of comments received for each section.

Page # Survey Section Number of Comment Pages in Survey

3 Key Themes and Issues Identified in Multiple Survey Sections

5 Section 1: Senior Leadership's Commitment 119

8 Section 2: My Direct Manager 68

11 Section 3: College Culture 47

11 Section 5: Relationships and Interaction Between People 36

16 Section 4: Your Personal Experiences and Perspective 83

19 Section 6: Recruiting and Hiring 31

21 Section 7: Diversity & Inclusion Training 42

23 Section 8: Employee Engagement and Commitment to the College 29

25 Section 9: Reporting Acts of Discrimination and Abuse against Employees

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27 Section 10: Supporting Student Diversity and Inclusion Needs 40

29 Section 11: Suggestions 46

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Key Themes and Issues Identified in Multiple Survey Sections

1. The 588 pages of comments include large numbers of comments identifying significant diversity, equity and inclusion shortfalls.

2. SBCC’s campus climate is highly polarized and unhealthy, especially in some Divisions and Departments.

3. In their comments, many employees are passionate about their strong disappointment in SBCC’s

current situation and direction, about their desire to see things improve and many other issues.

4. Many employees described large gaps between the aspirations communicated in SBCC’s Vision, Mission, Core Principles and Charter and the reality they and students are experiencing.

5. Employees have differing perceptions about decisions made by, and the effectiveness of some of SBCC’s former and current senior leaders and the board of trustees.

6. Many employees don’t trust and have little confidence in some senior leaders, some Board of

Trustee members, their own direct manager and some other managers in their respective Divisions. Numerous comments indicate there is confidence in the acting President but there is concern about who will replace her.

7. Favoritism on the part of managers is an issue that shows up in many comments throughout the survey. For example, the same people are often selected to be on committees or project teams while many others have little or no opportunity to be included and involved.

8. Many employees are concerned about SBCC’s current direction and future based on events during recent years and firings of senior leaders over controversial and highly-charged issues.

9. Progress on equity and inclusion initiatives is ongoing but felt to be slow. Perceptions about the level

of progress on equity & inclusion initiatives varies significantly by location, division, gender, race and other demographic criteria.

10. The lack of diversity (whether it is real or perceived) in some parts of the SBCC organization is an

issue for some employees. To varying degrees employees of all identified diverse and non-diverse groups feel equity and inclusion opportunities are limited for their respective groups and that

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employees of other groups receive preference for hiring, promotion, development and other opportunities. Some employees feel opportunities are limited for all employees.

11. Many employees feel that SBCC has not created the conditions necessary for the College to achieve its intended outcomes and for employees and students to thrive. Many barriers to success are described in the comments.

12. Many employees said they lack the resources and tools needed to perform their jobs effectively.

13. In multiple survey sections, dissatisfaction with compensation is identified as an equity issue for many employees. Adjunct faculty feel especially underpaid. According to comments, dissatisfaction

with compensation is a reason for employee turnover.

14. Overall morale and employee engagement are low. Morale and engagement vary significantly by the various demographics assessed (e.g. division, gender, ethnic background, etc.).

15. Several employees commented that they appreciate the survey and the opportunity to anonymously provide input. Some employees shared their concerns about whether the survey is anonymous or not (it is anonymous….Quantisoft). Many employees are cynical and doubt things will

change.

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Section 1: Senior Leadership's Commitment

1. The most important question in this survey and the question that received the second lowest overall rating (2.38) is High Trust Level between Senior Leadership Team and Employees. Only 24%

of survey participants “Agree or Somewhat Agree” that there is a high level of trust between the senior leadership team and employees. Comments indicate that employees’ trust in the board is similarly low. Regaining this trust should be senior leadership’s and the board’s number one priority.

2. Employees feel senior leadership and the Board need to do a better job of communicating and explaining SBCC’s current situation and key decisions that affect students, employees and the SBCC community served by the College (e.g. why some programs have been eliminated, why there

reportedly is less emphasis now on recruiting international students, etc.)

3. Numerous employees commented that the senior leadership team and the Board don’t listen enough to employees’ and students’ about their needs. They are detached, don’t know what is going on

across the College and don’t communicate enough. They also feel the senior leadership team and the Board talk about taking action but much of the needed action doesn’t happen.

4. Many employees feel there is a need to strengthen leadership effectiveness at all levels of the SBCC

organization, including at the most-senior levels. The comments and ratings indicate that the effectiveness of the person an employee reports to is extremely important and has a strong impact on the survey ratings and comments, along with impact on employee satisfaction and engagement,

and organizational effectiveness. According to SBCC’s employees’ comments and survey ratings, SBCC has significant numbers of highly-effective, moderately-effective and ineffective managers.

5. Numerous survey participants commented that they feel the board and some senior leaders have

allowed vocal outsiders and a small number of vocal employees to gain control of the diversity, equity and inclusion narrative and have taken it in an inaccurate and misdirected direction. Numerous comments are also critical of SBCC’s attorney’s effectiveness in this regard.

6. Numerous employees have a very negative view of the former President and former VP of HR and feel their ineffective leadership contributed to many of the current EDI issues.

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7. Adjunct faculty members are treated as second-class citizens. They are excluded from many opportunities and benefits that are available to full-time faculty. Their compensation is much lower

for performing essentially the same work performed by full-time faculty.

8. Minorities are generally underrepresented as faculty members and employees in general.

9. Employees aren’t held accountable for poor performance.

10. Many employees feel the campus climate has deteriorated significantly in recent years.

11. There are numerous organizational silos that operate with limited communication, collaboration and support from other organizational groups.

12. Only 43% of survey participants “Agree or Somewhat Agree” that they have confidence in the senior leadership team.

13. Only 52% of survey participants “Agree or Somewhat Agree” that senior leaders demonstrate

through actions that diversity, equity and inclusion are important.

14. Only 51% of survey participants “Agree or Somewhat Agree” that overall SBCC demonstrates commitment to meeting needs of under-represented employee populations.

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Question %

Agree

% Somewhat

Agree

% Agree + Somewhat

Agree

Senior Leadership's Commitment 22.74 20.30 43.04

Senior Leaders Demonstrate Through Actions That Diversity/Equity/ Inclusion Are Important

28.42 23.56 51.98

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

32.36 18.37 50.73

Senior Leaders Value Employee Input Regardless of Personal Characteristics

28.84 19.80 48.64

Have Confidence in Senior Leadership Team 21.71 21.41 43.12

Senior Leaders Value Employee Input Regardless of Position 21.16 20.36 41.52

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

17.91 22.97 40.88

High Trust Level Between Senior Leadership Team and Employees 8.78 15.61 24.39

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Section 2: My Direct Manager

1. The survey comments and ratings indicate that many employees feel their direct manager is ineffective/incompetent in many ways including but not limited to diversity, equity and inclusion

issues. Many managers are perceived to be overwhelmed with work and issues they need to deal with and as a result, many things don’t get addressed/done. Many managers don’t have the leadership skills and job-related knowledge and experience needed to be effective as

managers.

2. In the Education Divisions, numerous managers at all levels of the organization are felt to not be focused on students and identifying and meeting their needs.

3. Comments indicate that based on their previous negative experiences and significant distrust between them and their direct manager, many employees are reluctant to offer opinions.

4. Many managers are ineffective communicators, holding few or no staff meetings, not sharing

important information with employees that need to know the information, isolating and not interacting with some of their direct reports, not speaking “truth to power”, etc. Many managers are not responsive to communications, requests and suggestions from their

employees.

5. With some exceptions, many managers don’t ask for or welcome employees’ opinions.

6. Comments indicate that there is fear and distrust of managers at all levels of the organization.

Fear of speaking up, sharing ideas and opinions….fear of retribution and possible derailing of careers and job loss. People who speak up are often shunned.

7. There is significant bullying by some managers and some fellow employees. Only 80% of survey

participants “Agree or Somewhat Agree” that their direct manager does not bully or abuse employees in department/work group.

8. Many managers play favoritism to certain employees and are biased against others. Various

reasons are mentioned including personal characteristics (e.g. race, gender, age, etc.) of employees, personalities, differences in work ethic, etc.

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9. Many employees feel their direct manager and some of the managers at higher levels of the organization are powerless. This is due to various reasons including reporting to domineering

managers, personalities, etc.

10. Some managers (and employees) have a poor work ethic, impacting the ability of others to perform their jobs effectively. The higher performers and non-complainers are often expected

to do the work of the non-performers as well as their own work.

11. Some managers are perceived to be overly-aggressive self-promoters, at the expense of the College, other managers, employees and students.

12. For various reasons, many managers tolerate poor performance on the part of their employees.

13. Only 62% of survey participants “Agree or Somewhat Agree” that their manager treats all

employees fairly without favoritism to certain employees.

14. Only 71% of survey participants “Agree or Somewhat Agree” that they can disagree with their manager without worrying about getting into trouble.

15. Only 63% of survey participants “Agree or Somewhat Agree” that their direct manager holds employees accountable for behavior not in keeping with SBCC's values.

16. Only 67% of survey participants “Agree or Somewhat Agree” that their direct manager takes appropriate action in response to incidents of discrimination.

17. Only 73% of survey participants “Agree or Somewhat Agree” that they have confidence in their direct manager.

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Question %

Agree

% Somewhat

Agree

% Agree + Somewhat

Agree

My Direct Manager 55.62 14.76 70.38

Direct Manager Does Not Bully/Abuse Employees in Department/Work Group

73.06 6.97 80.03

Direct Manager Provides Strong Commitment to Excellence in Provided Services

58.49 16.05 74.54

Have Confidence in Direct Manager 54.38 19.06 73.44

Direct Manager Takes My Suggestions About Improving SBCC Seriously 50.39 21.04 71.43

Can Disagree with Direct Manager Without Worrying About Getting Into Trouble

56.89 14.42 71.31

Direct Manager Demonstrates Through Actions that Equity/Inclusion Is Important

53.85 16.19 70.04

Direct Manager Takes Appropriate Action in Response to Incidents of Discrimination

56.36 10.81 67.17

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

49.52 13.73 63.25

Direct Manager Treats All Employees Fairly Without Favoritism to Certain Employees

47.66 14.54 62.20

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Section 3: College Culture / Section 5: Relationships and Interaction between

People

The “College Culture” and “Relationships and Interaction between People” sections of the survey are being reviewed together because Relationships and Interaction between

People is a subset and critical component of culture.

1. Fear and cynicism are significant components of SBCC’s culture. The ratings and comments for several survey questions indicate there is significant fear and cynicism

among employees and students across many parts of SBCC. Large numbers of employees fear sharing their opinions and suggestions with their direct manager, their fellow employees and with more senior-level leaders. Many employees said

they have experienced retribution for sharing opinions or speaking out on issues.

2. There is a culture of fear in many departments across the College. This includes fear of sharing ideas and opinions for fear of retribution from managers at all levels of the organization. One

employee commented “A small group of professors have demonstrated their ability to destroy one’s reputation and career for expressing their opinions.” Employees shared incidents where they have been intimidated and even blacklisted. Another employee commented “I have been

penalized financially because I ask questions, seen my other colleagues ask relevant and legitimate reasons why things are going a certain way, their hours get cut or some have left because they can't handle the bad treatment or don't want to deal with it anymore.”

3. Many employees feel that some leaders at all levels of the organization and some Board members are in denial of many cultural and DEI shortfalls.

4. Comments describe various forms of hostility across SBCC. Many employees feel there is a need to significantly broaden SBCC’s focus on civility. Civility is “claiming and caring for one's identity, needs and beliefs without degrading someone else's in

the process. Civility includes being polite and courteous in behavior and speech.”

5. Many employees feel they work in a hostile environment. Many feel they are disrespected.

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6. Many employees feel their manager is dismissive of the concerns and needs of faculty, staff, and, ultimately, students.

7. Some employees experiencing serious illnesses, pregnancy and other personal conditions/situations mentioned inappropriate reactions from their manager.

8. Many survey participants feel that equity, inclusion and other cultural conditions

have degraded in recent years. Very few employees commented that conditions have improved.

9. Numerous employees commented on the lack of accountability at all levels of the

organization.

10. Many employees feel they have been discriminated against, have been excluded from opportunities and are not being treated equitably based on their personal

characteristics (e.g. gender, race, age, etc.).

11. It is felt by some employees that a grassroots group of employees focused on addressing EDI issues has emerged in the past year. They are felt to be rigid in

their views and not open to listening to other points of view.

12. As in all organizations, SBCC has numerous subcultures, some of which are significantly stronger/healthier than others. It depends on the campus, division and

the effectiveness of the management within each division.

13. Groups that were mentioned in in the survey where inequities have been noted:

Note: These inequities are perceived in several areas such as hiring (“some hired because they

checked the diversity box” rather than “because of their competency”), promotion, evaluations, develop and other opportunities, allocation of resources, compensation, reporting and handling issues about bullying, harassment and abuse, feeling “safe” on campus.

Incidents of the inequities were noted based on following characteristics:

• Gender

• Sexual Identity

• Race/Ethnicity

• Religion

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• Age

• Education Level

• Personal background, and

• Political opinions (numerous people at all levels are intolerant to diverse opinions

especially if they reflect conservative political points of view), as well as

• by the employees’ Location (Wake Campus, Schott Center, Main Campus) and/or Division/Department

14. Comparisons were also noted between the following groups with one treated better/worse

than the other:

• Diverse vs non-diverse

• Adjunct vs Full-time faculty

• FT vs PT classified

• “Performers” vs “Non-performers” (and the differences between managers who hold

their direct reports accountable and those who do not)

• People with disabilities vs those without

• Classified vs Faculty vs Manager

• Employees vs Senior leaders

• Internal vs external job candidates

• Vocal vs non-vocal employees (“Numerous survey participants commented that they feel

the board and some senior leaders have allowed vocal outsiders and a small number of

vocal employees gain control of the diversity, equity and inclusion narrative and have

taken it in an inaccurate and misdirected direction. Numerous comments are also critical

of SBCC’s attorney’s effectiveness in this regard.”)

15. There have been many e-mails circulating around the College about individual employees’ opinions about EDI issues. Some of these e-mails are felt to be

confrontational and inflammatory to some employees. Some employees feel it would be better to stop the e-mails and start having forums where the issues can be discussed openly and where ideas and feeling can be shared without fear of

retribution.

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16. Some employees feel that SBCC has a very positive, healthy culture. The culture depends heavily on the division and department one works in and who they report

to. One employee commented “I think SBCC is the most open-minded, equitable, respectful campus. I have been here 18 years and honestly, I have never seen anything but respect for students and diversity. I love this place and it really

UPSETS me that a few people who have a personal agenda and a personal vendetta are DESTROYING our reputation in the community.”

17. Culture and leadership are the two most important drivers of organizational

effectiveness and performance. The low “Agree or Somewhat Agree” percentages for College Culture and Relationships and Interaction between People indicate that much work needs to be done in this critical area.

18. The survey ratings indicate that progress is being made, but slowly. 64% of survey participants “Agree or Somewhat Agree” that progress is being made with equity and inclusion. There are significant differences by division and other demographic

criteria. 0nly 54% “Agree or Somewhat Agree” that SBCC’s equity/inclusion culture is apparent.

Question %

Agree

% Somewhat

Agree

% Agree + Somewhat

Agree

Section 3:College Culture 26.85 23.59 50.44

SBCC Making Progress with Equity/Inclusion 34.98 29.18 64.16

SBCC's Equity/Inclusion culture Is Apparent 25.88 25.72 51.60

SBCC Treats All Employees Fairly Regardless of Personal Characteristics 29.98 20.11 50.09

SBCC Respects All Employees/Values Their Differences 24.74 24.06 48.80

SBCC Treats All Employees Fairly Regardless of Position 18.69 18.86 37.55

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Question %

Agree

% Somewhat

Agree

% Agree + Somewhat

Agree

Section 5: Relationships and Interaction Between People 37.84 22.49 60.33

Employees of Different Backgrounds Able to Work Together at SBCC 49.02 26.31 75.33

Age/Disability/Ethnic/Gender/Religious-Based Jokes Not Tolerated at SBCC 45.75 23.33 69.08

Colleagues Treated with Respect as Related to Background/Personal Characteristics

44.88 21.45 66.33

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

34.47 25.94 60.41

Employees Can Express Ideas/Opinions/Beliefs Without Fear of Retribution/Other Outcomes

15.08 15.42 30.50

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Section 4: Your Personal Experiences and Perspective

1. Many of the personal experiences and perspectives commented on in this survey section were also commented on in one or more other sections of the survey. To avoid

redundancy, the comments analysis for these comments is included in other sections of this report.

2. Many survey participants commented on their personal negative experiences with a wide

range of equity, diversity and inclusion issues and many other types of issues. They also commented on negative experiences they have observed or heard about that were experienced by others.

3. Many employees described a wide range of negative experiences and perspectives that are contributing to low morale, disengagement, lowered productivity, employee turnover. The negative experiences are also negatively impacting students and SBCC’s reputation.

4. Many employees said that their experiences at SBCC, both positive and negative, allow more awareness and understanding of issues involved in equity and inclusion.

5. Employees’ personal experiences and perspectives vary greatly depending on their

division and department, who they report o, who their fellow employees are, their personal characteristics, their personality, their expectations and their level of competence in their position.

6. Some employees are doing work that is outside their position description without additional compensation.

7. Large numbers of employees are experiencing and observing negative behaviors,

incidents and situations. Significant numbers of employees answered “Yes” to three

questions about their experiences and observations at SBCC.

A. Yes, significant numbers of employees have experienced exclusionary, intimidating/offensive, hostile, harassing conduct interfering with work/learning.

B. Yes, significant numbers of employees have observed conduct creating an

exclusionary, intimidating, offensive, hostile, harassing work/learning climate.

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C. Yes, significant numbers of employees have observed unfair/unjust employment practices at SBCC.

The comments indicate that these experiences and observations are having a very significant impact on employee morale, satisfaction, engagement and loyalty to SBCC. These experiences and observations are also negatively impacting organizational

effectiveness and the ability of SBCC to achieve its intended outcomes.

7. A very low 39% of survey participants “Agree or Somewhat Agree” that they feel comfortable expressing views on issues important to them, even if they know others may

disagree. Employees’ discomfort in expressing their views extend beyond equity, diversity and inclusion issues to also include expressing views, opinions and suggestions about policy, how work should be done, the best ways to support students, as well as

political perspectives (especially for employees with conservative political views).

8. 32% of survey participants said they experienced exclusionary/intimidating/offensive /hostile/harassing conduct interfering with work/learning.

9. 50% of survey participants said they observed conduct creating exclusionary/intimidating/ offensive/hostile/harassing work/learn climate.

10. 37% of survey participants said they have observed unfair/unjust employment practices at SBCC. This is a very high percentage for such an important issue.

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Question %

Agree

% Somewhat

Agree

% Agree + Somewhat

Agree

Your Personal Experiences and Perspective 48.20 18.88 67.07

Opportunity to Engage/Learn About Equity/Diversity/Inclusion Important to Me

72.50 13.13 85.63

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

47.92 28.21 76.13

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

52.74 15.02 67.76

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

19.62 19.15 38.77

Question % Yes % No % Not Sure % Unanswered

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

31.61 53.15 6.43 8.81

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

50.07 36.94 4.76 9.23

Have Observed Unfair/Unjust Employment Practices at SBCC

36.64 38.18 16.08 9.09

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Section 6: Recruiting and Hiring

1. Comments in this survey section and throughout the survey focus on biases and inconsistencies in the hiring selection process, the most competent candidates often not

being selected, outside candidates being favored over internal candidates and other problems with the employee selection and hiring process. According to comments, strong preference is sometimes given to minority candidates, sometimes at the expense

of not selecting the best candidates. Other comments mentioned that some departments have few or no minority employees. Some comments said that specific current employees are sometimes pre-selected for positions and the recruiting/hiring process is

just a formality to check the boxes.

2. Numerous employees expressed concerns that some employees are hired and promoted based more on their personal background and characteristics than on their

competencies, experience and past performance. Some comments suggested that people are hired because of their relationships with people on committees. Others suggested people are selected because they “checked a diversity box.” In short, many

employees said that SBCC has a culture where people are hired not because of their competency.

3. Many employees perceive that there is bias against hiring some external and internal

candidates for open positions because of their personal characteristics.

4. Some adjunct faculty members feel adjuncts are discriminated against when applying for full time faculty positions.

5. Comments indicate that some employees and especially adjuncts feel SBCC’s compensation isn’t competitive and that it is too low. Some comments focused on the high cost of living in Santa Barbara and that it negatively impacts the College’s ability to

attract and hire highly competent faculty and other employees. According to comments, SBCC’s policy of not reimbursing job candidates from outside the Santa Barbara area for their interview travel expenses hurts SBCC’s ability to attract competent candidates.

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6. 77% of survey participants “Agree or Somewhat Agree” that all SBCC’s commitment to diversity and inclusion is communicated to all job candidates.

7. Many survey participants feel the hiring process for both external and internal job candidates isn’t fair or effective. 63% of survey participants “Agree or Somewhat Agree” that external job candidates have an equal hiring opportunity regardless of their

background and personal characteristics. The percentage for internal job candidates is 58%.

8. Only 64% of survey participants “Agree or Somewhat Agree” that SBCC attracts

highly-talented, diverse employees. Only 35% said “Agree”.

Question %

Agree

% Somewhat

Agree

% Agree + Somewhat

Agree

Recruiting and Hiring 47.50 20.36 67.86

SBCC’s Commitment to Diversity Communicated to All Job Candidates 55.71 21.46 77.17

SBCC’s Commitment to Inclusion Communicated to All Job Candidates 54.42 22.09 76.51

SBCC Attracts Highly-Talented Diverse Employees 35.20 28.74 63.94

External Candidates Have Equal Hiring Opportunity Regardless of Background/Personal Characteristics

47.42 15.87 63.29

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

44.75 13.62 58.37

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Section 7: Diversity & Inclusion Training

1. Most survey participants “Agree or Somewhat Agree” that equity, diversity and inclusion training will enhance SBCC’s overall effectiveness and their own work performance.

2. In their comments, some survey participants said they feel the people who need the training most either don’t attend the training because it is not mandatory, or they won’t benefit from the training because of their deeply felt biases. One person commented

“We can't train our way out of this situation.”

3. Some employees said the Crossroads equity, diversity and inclusion training is highly effective. Others feel it isn’t effective and that training needs to include more open,

honest discussion about the issues and SBCC’s current reality, and what needs to be done to make positive change happen. Some employees commented on the need to have all managers attend the training. Some employees feel it would be highly beneficial

to have senior-level leaders participate in discussions at the EDI training classes. One employee commented “Since Crossroads, having debate or discussion about anything having to do with discrimination, racism or equity has become very difficult.”

4. Many survey participants, including managers at all levels, have not attended equity, diversity and inclusion training, which is not mandatory. Many employees said they do not have access to the training due to their work and/or personal schedules and other

considerations including their manager won’t let them attend.

5. Ideally all new employees should attend a formal, defined orientation program that includes SBCC’s perspective, policies and procedures regarding EDI issues. Comments

indicate that isn’t happening.

6. Current and newly hired/promoted managers do not receive management training that

would help them become effective managers.

7. Adjuncts comprise 57% of the faculty headcount and they teach 42% of all courses.

They have little or no access to EDI and other training. This is a significant problem that needs to be addressed.

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8. SBCC has an opportunity and need to provide more diversity, equity and inclusion training/ education for employees and students.

Question %

Agree

% Somewhat

Agree

% Agree + Somewhat

Agree

Diversity & Inclusion Training 45.76 19.35 65.11

Diversity/Equity/Inclusion Topics Should Be Included During New Employee Orientations

75.99 11.29 87.28

Diversity/Equity/Inclusion Education for Employees Will Enhance SBCC’s Overall Effectiveness

63.89 16.64 80.53

Education About Diversity/Equity/Inclusion Will Enhance My Workplace Performance

56.44 16.83 73.27

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

40.93 17.62 58.55

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

34.00 21.27 55.27

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

27.58 26.98 54.56

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

21.52 24.80 46.32

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Section 8: Employee Engagement and Commitment to the College

Employee engagement definition:

An engaged employee is an employee 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.

1. While employee engagement and commitment is the highest rated section of this

survey, the comments and ratings identify significant opportunity for improvement.

2. Disengaged and non-committed employees typically have lower productivity and the quality of their work is lower than that of engaged, committed employees.

3. Reasons for employee disengagement and lower commitment at SBCC include dissatisfaction with and lack of trust and respect of some senior leaders and some Board members, reporting to ineffective managers, ineffective administrators,

experiencing discrimination, stifling work environment for some employees, cutbacks in programs, lack of needed resources and tools, lack of opportunities (especially based on personal characteristics), feeling excluded, insufficient compensation (particularly for

adjunct faculty and because of the high cost of living in Santa Barbara), concerns about SBCC’s current direction, lack of civility in some departments, bullying, harassment, favoritism, perceived inadequate focus on meeting students’ needs, etc.

4. Comments indicate that some high-performing employees have left SBCC due to current conditions.

6. Over 83% of survey participants “Agree or Somewhat Agree” that they are committed to

working for SBCC for the foreseeable future. Unfortunately many of these employees are disengaged and some are felt to be incompetent.

7. Every organization should want all of their employees to “Agree” that they are enthused

to come to work and do their best work every day. At SBCC, only 60% of survey participants agree.

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8. Large numbers of employees feel detached from the organization. Only two-thirds (67%) of survey participants “Agree or Somewhat Agree” that they feel a sense of

belonging at SBCC.

9. 58% of employees that “Agree” and 19% “Somewhat Agree” they would recommend SBCC for employment to a friend. Significant numbers of employees wouldn’t

recommend SBCC, or they would recommend the college with reservations.

Question %

Agree

% Somewhat

Agree

% Agree + Somewhat

Agree

Employee Engagement and Commitment to the College 58.25 18.32 76.57

Am Committed to Working for SBCC for Foreseeable Future 71.89 11.63 83.52

Am Enthused to Come to Work/Do My Best Work Every Day 60.10 18.76 78.86

Would Recommend SBCC for Employment to Friend 57.84 19.22 77.06

Feel Sense of Belonging at SBCC 43.17 23.65 66.82

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Section 9: Reporting Acts of Discrimination and Abuse against Employees

1. According to the survey ratings and many negative comments, the processes for reporting and handling situations and acts of discrimination, abuse and bullying are not

well known, understood or trusted, and are perceived to be ineffective by many employees (and students according to faculty).

2. Many employees aren’t confident that reporting situations and incidents will be treated

confidentially. Employees need to be more comfortable reporting acts of discrimination and abuse without fear of retribution for doing so. This process is at the heart of SBCC’s ability to handle equity, diversity and inclusion issues effectively and right now, many

employees feel the process is highly ineffective and not to be trusted.

3. Most employees aren’t aware of policies for navigating equity and inclusion issues. Many of those that said they are aware of the policies don’t feel they are useful.

4. Only 55% of employees said they “Agree” that they know to whom to report discriminatory/abusive incidents and situations. Of these 55%, the person or department they should report incidents/situations to is inconsistent. This indicates that

the person/department SBCC officially designates as where to report incidents/situations isn’t really clear or known by most employees.

5. Survey participants (and students according to faculty) aren’t comfortable reporting incidents. Only

38% of survey participants “Agree or Somewhat Agree” that they are comfortable reporting discrimination/abuse without fear of retribution/other outcomes.

6. There is significant variation in the ratings for each of the “reporting and handling” questions by

division and the other demographics.

7. These are critical processes that need urgent attention.

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Question %

Agree

% Somewhat

Agree

% Agree + Somewhat

Agree

Reporting Acts of Discrimination and Abuse against Employees 28.77 16.37 45.13

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

55.35 18.62 73.97

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

52.95 17.87 70.82

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

29.55 16.62 46.17

SBCC’s Policies Useful for Navigating Issues of Equity/Inclusion 20.00 19.56 39.56

SBCC Takes Appropriate Action in Response to Discriminatory/Abusive Incidents

20.99 18.11 39.10

Employees Comfortable Reporting Discrimination/Abuse Without Fear of Retribution/Other Outcomes

24.64 13.51 38.15

SBCC Handles All Reported Acts of Discrimination Against Employees with Urgency

14.47 14.21 28.68

SBCC Handles All Reported Acts of Discrimination Against Employees Effectively

12.18 12.44 24.62

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Section 10: Supporting Student Diversity and Inclusion Needs

1. Many comments indicate that, from the perspective of faculty and support staff, SBCC is falling short in many ways of supporting students’ diversity, inclusion and other needs.

They also feel that this shortfall is negatively affecting students’ educational opportunities and needs for support. Comments suggest that SBCC doesn’t fully understand students’ needs, and that there needs to be more focus by leaders at all levels on identifying

students’ needs and developing/executing programs and resources needed to execute on the needed changes.

2. Comments identified concerns about programs that have been cut back or eliminated.

3. The “Agree and Somewhat Agree” percentages for all of the questions in this section are fairly low, especially the “Agree” percentages. The “Agree and Somewhat agree” percentages for reporting and handling of acts of discrimination and abuse are especially

low. It would be good to ask students directly in an anonymous survey about these and other important questions regarding meeting students’ needs.

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Question %

Agree

% Somewhat

Agree

% Agree + Somewhat

Agree

Supporting Student Diversity and Inclusion Needs 32.51 18.75 51.26

College Demonstrates Commitment to Attracting Diverse Student Population

43.13 25.63 68.76

College Has No Tolerance for Discrimination Against Students Based on Background/ Characteristics

46.54 18.18 64.72

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

37.02 27.25 64.27

College Demonstrates Commitment to Retaining Diverse Student Population

36.19 26.36 62.55

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

42.54 18.23 60.77

Students Comfortable Reporting Discrimination/Abuse Without Fear of Retribution/Other Outcomes

29.87 13.96 43.83

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

28.86 13.42 42.28

SBCC Handles All Reported Acts of Discrimination Against Students with Urgency

25.52 12.59 38.11

Students Know Whom to Report Acts of Discrimination/Abuse 17.45 18.69 36.14

SBCC Handles All Reported Acts of Discrimination Against Students Effectively

17.99 13.15 31.14

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Section 11: Suggestions

Employees shared many suggestions for strengthening SBCC’s culture and approach to handling EDI issues, conditions and incidents.