Districtular poppycock: our “vision” and our “mission” and our tolerance of twaddle

     (First in a series: see District and college goals and values.)

     Gosh, what’s the SOCCCD all about?
     The district has an answer, an official one. It is contained in the district’s “vision” and “mission,” which are prominently displayed in such lurid documents as “Fast Facts.”
     Much effort went into crafting these things. Committees were formed, votes were taken, etc.
     They’re stupid. Our so-called “vision” isn’t a vision at all. Rather, it’s a purpose, which is OK, but you’d think college types would take care to choose the right word. (Perhaps we're required to use this word by the dunderheads that be.) Meanwhile, our “mission” is a “mission,” I guess, but it’s pretty much the same as the purpose—er, the vision.
     And what they’re saying is so fucking obvious and trite that, well, they’re just about worthless.

* * *

Our Vision: To be a leader in exemplary teaching and learning, student success and community partnerships.

     I'll start with an observation. First, this “vision” seems to be (largely) about what is true of the district now, not what the district hopes to achieve in the future. To suppose that it identifies hoped-for ideals is to suppose that its authors think that exemplary teaching and learning are not (yet) going on at the colleges. The authors think no such thing (and neither do I).
     On the other hand, it’s clear that our trustees, or at least some of our trustees, hope to promote “community partnerships.” That's a buzzword and it's full of undeserved positivity. That they're promoting such things implies that we can do better than we are now doing in that regard. And so this “vision” seems confusedly to mix a statement of what we have achieved (and what we intend to continue to achieve) with a statement of aspiration. Apples and oranges, if you ask me.

The word “vision”:
     OK. Let’s focus now on the word “vision” and how it is understood among speakers of the English language (so, you jargonauts can leave now). I reviewed the OED’s discussion of this word, and here’s what I found out.
     Presumably, the district’s vision isn’t literally the seeing of phenomena via eyeballs. “Vision,” obviously, can be metaphorical: seeing something but not by sight.
     What is seen by those with "a vision"? –Something “prophetic or mystical,” says the OED. Sometimes, a “highly imaginative scheme” is contemplated, i.e., something fantastic. Or something supernatural is “seen.”
     And so a “vision” is of something crazy or fantastic—or it is an occult glimpse into the future. When one has a vision, one is “seeing” what is not real. One does not have a vision of what is actual, factual, like the socks on one's bedroom floor.
     Of course, we sometimes speak of someone’s “having vision” rather than “having a vision.” Great political leaders (Churchill, L Ron Hubbard) are sometimes said to have vision. The OED defines this as an “ability to conceive what might be attempted or achieved….”
     Again, “vision” is of that which is not real or not yet real.
     But “our” (i.e., the district’s) vision is of good teaching & learning. Presumably, that’s what we’ve got now and hope to continue to have. So “vision” is just the wrong word for this blather.
     Ah, but then there’s that “community partnerships” part. Maybe that part of the “vision” is something we aspire to (i.e., we hope to have more of that sort of thing).
     Observe that, as far as the scholars at the OED are concerned, a vision is not essentially or particularly aspirational. Nothing I find in the OED discussion encourages the notion that a “vision” is inevitably or ordinarily of an ideal aspired to. Visions tend to be about the fantastic—the crazy or astounding or the metaphysical, not the merely good and desirable.
     I briefly consulted the Merriam-Webster Dictionary (online), which is American. It essentially agrees with the OED. According to MW, when one has a vision, one is seeing in “a dream, trance, or ecstasy….” Something “supernatural” appears and “conveys a revelation.” A revelation, of course, is of something surprising or fantastic. One does not have a revelation of an ordinary contemporary fact such as, say, illiterate educators.
     MW does include this meaning: “a thought, concept, or object formed by the imagination.” But this doesn’t describe our “vision.” Colleges comprise teaching and learning by definition; imagination has nothing to do with it.
     It seems to me that this thing that we are calling “our vision” isn’t a vision at all. It is what we hope to be (or to have achieved) and to continue to be (or to achieve). Perhaps it is our “purpose” (aim, function, chosen task).
     Here are two relevant meaning for “purpose” given by the OED:

1. That which a person sets out to do or attain; an object in view; a determined intention or aim. [Examples are given from c. 1300 to 2002.]
2. The reason for which something is done or made, or for which it exists; the result or effect intended or sought; the end to which an object or action is directed; aim. [Examples given from c. 1350 to 1988.]

     We’re a college district. We ought to use the right word in a declaration putatively so important. We ought not to blather or burble.

Our “mission”:
     Let’s turn now to the district’s “mission.”

Our Mission: To provide a dynamic and innovative learning environment dedicated to student success and economic growth of the region.

     I don’t get it. Isn’t this just another purpose or goal, closely related to the one above? The words “dynamic” and “innovative” are flummery. The “mission” is referring, of course, to a “good” learning environment, whether it is “dynamic” (constantly changing) and “innovative” (new) or not. ("Dynamic" and "innovative" are just thrown in for buzzitude. It's the way of morons and advertisers.) A good learning environment would be one that would yield desirable (i.e., “exemplary”) teaching and learning.
     What about this dedication to “student success” codswallop? You’ll recall that, according to our “mission” (i.e., purpose), we are to be a “leader…in student success.” Part of our mission is to provide a “learning environment dedicated to student success.”
     The upshot: our “mission” is to provide a learning environment that secures our vision. I guess.
     What convoluted bullshit. What tommyrotten tripe!

The meaning of “mission”:
     Let’s turn again to the OED. The relevant meanings of “mission” are these:

• A task, an undertaking.
• A task which a person is designed or destined to do; a duty or function imposed on or assumed by a person; a person's vocation or work in life, a strongly felt aim or ambition in life….

     Here are the relevant meanings from MW:

• a specific task with which a person or a group is charged.
• a preestablished and often self-imposed objective or purpose [My emphasis.]

     OK, so, in the English language, a “mission” (in the relevant sense) is a task or a purpose.
     According to the district, our task (i.e., our “mission”) is to provide the kind of learning environment that yields student success (and “economic growth in the region”).
     Meanwhile, our mission—which is really our purpose—is to teach well, to have students “succeed,” and to partner with the community. (N.B.: only assholes use "partner" as a verb.)
     So what does all this boil down to?

     We want to teach well. We want our students to succeed.
     Yeah, and that would be good for the local economy.

     Did we really need all those committees to come up with this insipid balderdash?
     Next time, let's just ask my niece (she's ten) to scrape something up. She works cheap.

Contra corruption

Saddle Crest Development in Trabuco Canyon Overturned! (NavelGazing)

     Hell YES! Just last Friday, Orange County Superior Court Judge Steven L. Perk ruled in favor of 2,000 petitioners and activists to reject the Saddle Crest housing development in Trabuco Canyon. The development would have bulldozed over 150 old oak trees and figuratively raped the beautiful and unadulterated landscape just northwest of Cook's Corner.
     In place of the rolling hillside would have been a new, 65-unit McMansion neighborhood, because we really don't have enough of those already. Presumably, the project wouldn't have come this far had Orange County Supervisors followed the Foothill-Trabuco Specific plan that the county adopted in 1991. The plan was designed to protect the canyon lands from the mass grading of hillsides and from destroying the historic oaks, but Supervisor Bill Campbell (who oversees the area) and others took it more as advice than a rule. Last October the Supervisors made a unanimous decision to approve Saddle Crest, citing that the environmental impacts would be minimal, if not insignificant.
     Supervisors also amended the Orange County General Plan during the same time. The plan placed restrictions on developments that would impact traffic flow, but they said that the new neighborhood would have little bearing on the movement of the two-lane highway.
     Oddly enough, Rutter Santiago LP, the company hoping to build Saddle Crest, was a campaign contributor to all five of the Orange County Supervisors, and the rules against development were changed solely for this project….

Bugsy and Teddy on a wonderful summer's day

 Bugsy and Teddy are both between one and one-and-a-half years old. They're both sweet-natured cats, though Bugsy has a surface rascality that Teddy does not. They both love to play.
Bugsy enjoys a very good relationship with each of my folks, who are elderly.
He's a great little guy—maybe 7 pounds. He's very smart.

 Bugsy was pretty tired when I took these pics earlier this afternoon.
He was on his favorite perch, overlooking birds and squirrels and such.

I've had Teddy now for about a month and a half. We've become good pals.
He's about as sweet as a cat can be. Yesterday, he played with Sarah and Adam (niece and nephew), who fell in love with 'im, and who wouldn't?
He's about 15 pounds of fuzzy goodness, playfulness.
He has issues: this morning, he thought he saw some kind of monster through the window—I looked and couldn't find a thing. He stayed under the bed growling for a half hour. What was that all about?
We rescued him from a shelter; who knows what happened to him before he ended up there.
Note Teddy's special tufts at the tips of his ears. Pretty exotic.

Both Bugsy and Teddy say "hey"

Shakespeare a success

• Evidently, yesterday’s Shakespeare By the Sea event at IVC was a success. Somehow, I managed to miss it. Those who attended were thrilled.
• For those interested, I’ve posted a little something about the meaning of terms (and the impulse to insist on "correct" meanings) on my philosophy blog (When Uncle Ted said he shot the fuzzy bear).

Duh

FBI Spearheads OC Political Corruption Task Force (Voice of OC)

    The FBI, IRS, District Attorney and U.S. Attorney’s Office have formed a task force to investigate reports of political corruption in Orange County, the FBI confirmed Wednesday.
     The state’s Fair Political Practices Commission, which enforces campaign reporting laws and is investigating a majority of the Board of Supervisors, as well as the board of CalOptima, also is working closely with the task force, according to county sources.
     No details were made public about individuals or specific areas of corruption being investigated by the task force, but Los Angeles FBI spokeswoman Laura Eimiller said it was formally created in April….

"Verbatim responses" in the SOCCCD "climate" survey

A smattering of “VERBATIM RESPONSES TO COMMENT QUESTIONS” in the recently-released SOCCCD “climate” survey: 

Q 17. Please write any comments you have regarding the climate between Saddleback College and District Services. 

President *****is a top-down leader, willing to override the will of students, facutly, and staff whenever it suits him. As a tenured faculty member, I feel safe speaking out though I am never confident my voice will be listened to. I know many classified staff who continue to feel that they cannot object to anything without jeapardizing their jobs. Even President ***** has told me he serves at the will of the Board; he might be more willing to listen to students, faculty, and staff if he didn't feel pressure from the Board to do what they want.The climate has improved with the new chancellor and some changes in the Board. But there is still way too much fear and top-down decision making. 

The facilities are filthy. Custodial help is at a low. 

I get the sense that District Services is working very hard to improve its working relationships with the colleges. 

Overall climate has deteriorated in the last five years. There is distrust and a lack of transparency that emanates from campus leaders. Most every problem is blamed on the district. The atmosphere is almost juvenile. Taxpayer resources are being wasted and students are underserved. 

You may ask a question and get two totally different answers IF you can get a response at all. This pertains to mostly to HR - payroll is great. 

The district services working environment far outweighs Saddleback's when you look at who is inhabiting the nicest office space.The relationship between Saddleback and District Services has improved immensely. You have nice people working in District Services who want to work collaboratively with the college. ***** in particular comes to mind. She's smart, friendly, and down-to-earth. 

Policy and/or procedure changes are not communicated between College and District.

I hope it is a better relationship than that of IVC.

Chancellor Poertner: they like him, they really like him

Q 19. Please write any comments you have regarding the climate between Irvine Valley College and Saddleback College. 

If watching the colleges interact and react to one another was a spectator sport, we could probably sell tickets. Some find it quite entertaining. Like birth, death, choice and change, conflict is a constant fact of life. It's also a fact between the colleges. While disagreements and differing opinions are normal, even healthy, in work relationships, constant conflict can cost both colleges productivity and employee satisfaction. The leadership needs to set the tone by being respectful and sincere, and never sarcastic - especially behind closed doors when they don't think the other college will find out. They always do. 

The two campuses do not seem to be on the same page . They almost would seem to be competing at times, instead of a cohesive, collaborative district . The academic calendar this year would be an example of that.

It appears that there is always competition for resources between the two campuses, and there is a divide in the district. Curriculum and school policies are different, as are class listings.

The college leadership teams are key to successful working relationships between the two colleges and with District Services. Disregarding intent, they seem to have created distance and friction. I applaud District Services for taking the lead, encouraging a positive district-wide view.

Some tensions have arisen because of disagreements between the two college Presidents with regard to ATEP. This conflict seems to derive largely from the peculiar vices of those gentlemen. If we are not careful, tensions with regard to the colleges' service areas could grow into something ugly.

There seems to be a lot of animosity between similar departments at the two campuses. They act (or talk) like competing entities, not sister campuses.

There is still a lot of competition between both colleges. The we are one family motto is not sinking in. The need to be better than each other should not be their goal. They exist to serve the students, period.

The climate between colleges seems highly competitive in terms of college policies and practices. Each campus has unique challenges, but I feel like we have to live with a one size fits all when it comes to policies and procedures. 

The IVC president has a negative attitude toward his Saddleback counterpart that is not appropriate for a president in a multi-college district. 

The competition between the two colleges is immature, juvenile, and impractical. There is too much redundancy and not enough cooperation. The college presidents are like two stepbrothers trying to outdo one another. All the blame for the terrible climate between the two schools is focused on IVC. Saddleback's president needlessly instigates and exaggerates differences between the two colleges by making stupid public comments in open meetings. he has no respect for his colleagues whatsoever.

Does this include the climate between IVC and ATEP? That relationship seems very competitive and unsupportive based on my experience with it.

The workloads are not the same between the campuses for the managers and administrators.

I see students from saddleback at IVC, this shows to me that there is cooperation somewhere and

At most levels I see this as a very collaborative relationship...I believe we certianly share that with our counterparts.

For Emeritus it's definitely improved since a former director retired. The snipes she made toward IVC insulted many of us who teach for both colleges. We shouldn't hear one administrator attacking the desperate measures sometimes needed elsewhere.

I worked as a sub at IVC before being hired at Saddleback. There is a definite chip-on-shoulder attitude about starting out as the Saddleback North Campus that will not go away.

adversarial, overly competitive and constant one upsmanship. Power struggle.

Cooperation between colleges is given lip service but no leadership from the top.

No interaction between faculty members. The courses are supposed to be equitable but that is not the case. We are finding that students taking earlier science courses at IVC are not prepared when they continue on at Saddleback for additional courses. 

Irvine College continually sends students to Saddleback for our help when they should be helping the student. Hear from students that Irvine is not helpful

There isn't much of a climate to discuss. I get along with my counterpart but overall it just seems like the colleges don't know each other.

While strides have been made towards improving the relationship between the two campuses, significant work needs to be done. Both campuses need to work on transforming several decades of behaviors that have created a culture of suspicion and distrust amongst the faculty, administration, and classified staff. The formation of the five task forces on barriers to mutual collaboration is a start. The true test will be the immediate and diligent implementation and follow through with the recommendation made in these groups. Trustworthy, innovative leadership is lacking on both campuses. Actions and behavior are not consistent with verbiage that emanates from leadership committees. The spin doctor is working most of the time, with lip service being given to issues of transparency and cooperation. 

Seems the presidents do not get a long and it trickles down, we hear stuff about SC that is not always good, I would guess the same goes for SC about IVC.

There has been a lot of improvement in the past year.

My interaction with the folks at IVC have always been pleasant, if infrequent.

Seems the presidents do not get a long and it trickles down, we hear stuff about SC that is not always good, I would guess the same goes for SC about IVC.

There has been a lot of improvement in the past year.

My interaction with the folks at IVC have always been pleasant, if infrequent.

It seems like the college presidents are much more civil to each other and to district services. This makes working at the district so much nicer.

The two colleges are always competing for money

Depends on the issue. Saddleback College after all these years still from time to time exhibits paternal behaviors towards IVC. The individual relationships between disciplinary faculty seem to be good however.The juvenile playground pissing contest between the two President's is embarrassing, immature and damaging to both institutions. Both of these men need to stop with this nonsense.

Burnett: loose lips sink ships

Q. 26 Please provide any comments regarding the planning models and processes in the district. 

Good tools have been developed by district-wide committees; the processes should be followed rather than circumvented or re-designed by college administrators.

The model or manner in which Classified staff are hired at IVC is not transparent. It is not consistent and certainly not a fair process. It is governed by the sole desires of the President & Vice President. Please fix this! We need your Assistance!!!

There is too much appears to be too much conflict at the board level from board members trying to represent the special interest needs of their campus, instead of looking at the needs of this campus at Saddleback. We have yet to finish the original plan that was established 40 years ago. We have buildings that are in need of repair and replacement, yet the district is creating new buildings on IVC's campus that are less than half that old. Why? We are spending millions on a satellite campus to serve less than a thousand students. Why? How is it that money is not spent to enhance the programs and facilities on our two existing campuses. Doesn't seem to make much fiscal sense.

The college is planning to build a new science building and they have not asked the faculty for input. As a result, the building design is poor.

Often, the discussions and results of these processes seem to be undermined by the inevitable embrace of highly questionable jargon and concepts that seems to derive from the least estimable sectors of academia (i.e., education). It often seems to me that these well-meaning people on the many and various strategic planning committees are essentially debating how many angels can dance on the head of a pin--or, rather, how many outcomes can be fit into our metrics-based action-strategies and delivery systems. Students plainly don't study enough. They study far less than students in other developed countries. Why don't we get them to study more? --I sincerely believe that that kind of common sense suggestion simply cannot be accomodated by our byzantine processes. Here's another bit of common sense: our system encourages the notion that a student can take a full load of courses (or more!) while holding down a job and maintaining some sort of social life. (C. our embrace of the Carnegie Unit.) This notion is manifestly false, and it produces constant pressures on instructors to demand less of students, yielding the increasing fraudulence of the label higher education. How come our bloated and labyrinthine planning models and processes never touch upon this simple and all-important factoid? 

The planning and decision making manual at IVC is ignored when the VPI or president want something--they just do it. Everyone else has to jump through innumerable hoops to accomplish the smallest thing for their area, but things just seem to happen overnight for the top brass. These planning models and processes are just there to snow the accreditation commission. After the reports are turned in and the visits are over, the top administration just does whatever they want, whenever they want. 

No room for comments on administrators? I found it very difficult to answer these questions as there is a wide range of administrators. I have a good working relatiohship with my dean, who is the administrator I interact with most often. My trust of other deans varies. I have no trust in President *****. Questions regarding climate and my feelings of being respected and listened to were also difficult to answer. I am very happy in my department and division. We have a healthy working environment and I feel like I am respected as a member of the team at that level. I do not feel the same way at the college level.

Draconian, insulated from reality, not in touch with major trends and issues in the community college system at large.

I just had a conversation yesterday with a staff person regarding a classifed hiring committee that was over turned by the college president and someone else was hired. This happens on a very regular basis. Why have committees and have people jump through all the hoops if in the end it really doesn't matter? Why have committees? I think this is not a shared governance entity. 

Some of the newer processes have gone a long way toward tearing down old barriers...like BAARC.

Our College is lacking in direction and leadership from the top.

The District-wide Planning and Decision Making Manual, while new, has proven to be an effective tool for standardising procedures, improving communication clarity /effectiveness, and keeping everyone on track with deadlines and assessments. The next few years will be critical as the model develops and planning becomes more integrated between all entities. The goal of creating an organizational culture that supports informed, data driven decisions needs to be communicated through all governance groups, measured, listened to, and updated to keep it current. There is a culture in the distict to check the box , place these types of documents / models on the shelf, and not take further action or evaluation. The leadership in all governance groups needs make a committment towards active collaboration and effective review of all processes, and attentive adhearence to the processes listed in the planning documents.

Sadly, have no idea that I should be aware

I believe that as a result of the accreditation problems our district has been encumbered with an unhealthy focus on process over results. We seem to have numerous committees producing volumes of documents, but to what end? Are our students better off now than before we were doing this? Other than having many more meetings, how has this process improved our services? 

IVC's vaunted Strategic Planning process is a joke. It is uncommunicative and dismissive at best - it is NEVER timely in communication and follow-through, things disappear into a black hole never to be heard from again especially with regard to Facilities and Maintenance and capital projects. It is an unwieldy and bureaucratic undertaking that frustrates people and causes the college to not get things done. It has miserly control freak leadership. The principles of the Strategic Planning process are in and of themselves not necessarily so bad, - there are problems that can be addressed but only if mature administration exists, that we do not have. Its the application and management of the Strategic Planning process that is very bad. It is a negative experience that has lost the confidence of the faculty and demoralizes the college. The near universal response to the process is eye rolling and head shaking and I have heard personally numerous claims from long time faculty and staff that they will never use it again. The managers of the process are really the problem. It is a control freaks dream.Let's not forget that the essential need for Strategic Planning was developed at IVC in 2008 with/due to a possible 'loss of accreditation gun held to our collective heads'. It needs to be significantly overhauled starting with an understanding of what its appropriate role and the level of decision making it shall have the authority to make or not make shall be in advance.

District micro-manages everything.

Roquemore: grooming himself for chancellorship

Q 28. Please provide feedback regarding unhealthy competition that exists in our district. 

This competition is often due to the lack of use of metrics or for the fact that processes are not clear. In addition, it appears that some people are heard when going out of process and those who utilize process are not. Lastly, there appears to be a long-standing culture of unprofessional and non-collegial behavior at all levels. I've experienced more behavior that could be categorized on the spectrum from disrespectful all the way to bullying more at this institution than any other by far. People feel entitled to demand things from their colleagues and to use power by position to try to get what they want instead of collaborating and really just trying to do what's best for our shared purpose of serving students. In sum, I feel the unhealthy competition is indicative of a generally unhealthy district-wide culture where people feel threatened instead of valued. 

Some administrators get to do whatever they like without consulting affected parties while other administrators are powerless. Administrators, Deans, Mangagers should be held accountable for their behavior as much as any other group. 

The IVC president has a negative attitude toward his Saddleback counterpart, and often criticizes him publicly in meetings. This is unprofessional, inappropriate, and hypocritical, since he also goes around telling everyone else to be civil and respectful.

Definitely support mutual respect in work environment as I have witnessed other employees not treating others civily. In addition, I have observed managers not setting an example of treating employees with respect.

Seems one President more than the other is continuing with the competitive narrative though we have come a long way.

I've never witnessed any unhealthy competition or any behavior that did not express civility, respect and collegial behavior.

I still get the feeling that there are a few folks at IVC who act like they are afraid that SC is trying to take advantage of them. Just a feeling...

No centralized planning agenda. Other multicollege districts have the ability to organize and strategize about programs and services quite well with strong leadership from the district office. The colleges have bullied the district into cowardice and passive roles concerning strategic planning, budgeting, growth, and efficient use of resources. The competition between the colleges is at a terminal level. The chancellor must make clear to the presidents that their JOBS will depend on the willingness of the two colleges to work together productively to effectively and efficiently serve students. It appears administrators are directed to be uncooperative and uncommunicative by their bosses.

Competition, in my opinion, is healthy. Let's all cross the finish line at the same time to show that we are getting along and don't want to be first is bad. Win is the name of the game no matter how the other guy is doing - fair or otherwise.

There is too much nepotism in our district.

The President's do not lead or encourage cooperation.

Some teachers put their ego ahead of the needs of our students.

In my area, I haven't noticed any unhealthy competition.

The fact that IVC has built multiple new buildings in the time that Saddleback has been waiting for a new science building seems to have caused unnecessary tension between the colleges. The state of the SME building at Saddleback is unacceptable when its sister college looks to be state-of-the-art. Saddleback's science and math courses are a stronghold of the college, and their building should reflect that.

Every adult should be civil towards each other, as our parents taught us. A policy on civility may help the incivility, but it is a shame that we even have to put one in place. Local administration doesn't care about classified, I don't care how many policies are put in place. There is no one at district that we can go to who will actually help, or who will take the time to listen. Things are getting worse and at my campus people are afraid. It's all about IVC vs SC and those who work are ignored.

I have never heard a positive comment in any meeting about Irvine Valley College. It has always been as a distant place that things happen at and we are not really part of the picture. 

We all work for the same institution and have great pay, working conditions and benefits. So let's encourage each other to appreciate our jobs - especially in this economy, do our jobs well and get along like grown up people! 

I think that competition does exist, however I feel it is coming primarily from the Presidents' embarrassing playground '6th grade boy' pissing contest.Saddleback's aggressive actions with the Chancellor's and Board's support with regard to ATEP is the 'district of old' - when we were called the Saddleback CCD instead of the SOCCCD. Thanks guys, just how to make IVC faculty feel again like secondary citizen's to the demands and wishes of Saddleback Faculty and once again that seeking our input is really just an old-fashioned paternal exercise of patronizing conduct.

Our District forgets that they're primary responsibility is to guide colleges but all we see them useless and un-necessary. District create the division between themselves and the college and the right to demand what protocol must be followed by colleges. Most of the time, they don't even know themselves.

Q 29. Please provide any feedback regarding how data is used or not used for decisions in our district.

Management makes major decisions without surveying all those affected and often is unaware/doesn't care about the impacts. Then compounds the problem by failing to communicate the changes.

Data is used only in good times. When money is tight, Politics rule.

The data can be too complicated and manipulated to fit the needs of each college, department, division and district services.

Obviously, reliance on bad data or poorly collected data is a problem, but, in my experience, college and district officials seem always to proceed on the assumption that our data is sterling and our data-interpreters always know what they're doing--assumptions that many of us are disinclined to make. Also, it is easy, I think, to become lost in data and attendant strategizing--and to fall into the trap of making the data fit preconceptions. I suspect that that happens here at IVC. In any case, I have often been presented with data (at the college) that was by no means self-explanatory but that was treated as such. I have little faith in the use of data that goes on at this college. Not all bulbs on the IVC tree are bright. 

At IVC, the top administration uses data selectively to support preconceived decisions. It hires consultants and pays classified staff to generate reports supporting these preconceived decisions, making a mockery of the data driven decision making process, and wasting funds that could go to the classroom.

Last year we had a College Resources Committee that required departments to request resources, including human resources. The committee went through the entire process and got a position approved through the committee process. In the end the whole thing got trashed and a decision was made outside the committee as a few people got mad. What is the point of having the committees if 360's are done when someone wants something else.

Reorg of Student Services leadership at SC and IVC gaining 7 new management positions without supporting data and metrics. Pay raises, or sorry, not the right term... scale increases for ALL faculty. Meanwhile, we're being told the budget is nearing peak and staffing is to blame and that we're not going to be hiring any staff for 2 years. Where do you think this money is going? 

Data is provided but bench marking is not done so the data is usless.

Does anyone ever look at the success of teachers who attract large numbers of students to their classes and also retain them to the end of the semester?

At IVC, the Vice President of Instruction sometimes gives lip service to the policies and procedures, but circumvents them at times.

At IVC data is used when it suits the President's, the VPI's or the Director of Facilities and Maintenance's opinions and needs and is dismissed when it demonstrates something they do not want to hear or accept.

They tell us and we are required to follow. No options are given.

Q 30. Please provide any feedback regarding adherence to policies and procedures in our district. 

I see alot of people trying to circumvent or not understanding the policies.

There is no uniformity or standards are not followed by either colleges. They seem to work independently of each other and the District.

Some policices are viewed as obstacles to get around. The less an employee understands why certain policies/procedures exist, the more likely they are view them as a road block.

There are the rules and the priorities but they can be easily circumvented. A few people are hot for a new football stadium - how is THAT a priority? Still might get done though because it will not go under scrutiny.

I think that, now that ***** ***** and certain bumptious and ruthless trustees have exited the scene, we can trust that policies and procedures are, by and large, adhered to at the district. But a system, with policies and procedures, is only as strong as the officials who manage or lead it. Here at IVC, the presence of ruthless, petty, and clueless top administrators makes a discussion of adherence to policies and procedures seem pretty academic. 

Policies change and it can be hard to get straight answers. Processes are opaque.

Politics, bias, egos, unfair competition overrides any written policy or contract, or responsibilities and always works against the good for all and or student population.

In actual practice, the policies and procedures at IVC exist mostly on paper, only. The top administration follows them only when convenient for their immediate purposes. For example, when a staff or faculty member wants something, he/she must go through a complicated and time-wasting strategy form process, with the request ultimately being decided by the VPI, who never takes a vote at his meetings, but simply browbeats the attendees--mostly his subordinates--into consensus. In short, the entire college is being run by a dictator, the VPI, with the policies and procedures simply serving as a paper covering. 

I've been employeed almost four years and have never had a review. I don't know what my management expects from me, and I don't have an opportunity to let them know my expectations and things that could help me in my job. We are regulary asked to work extra or odd hours and are forced to accept compensation time rather than being paid overtime. It also seems like we are expected to be on call without compensation.

The respect and civility is more an issue between full-time administrations and faculty versus part-timers. Several years ago I worked for another division which axed, within a year, at least 5 women part-timers over age 45. I'm sure a district policy somewhere should have inspired the dean to be more circumspect. One part-time brought in the union and the whole issue of priority to continuing part-timers was negated. In several cases, my colleagues went from two or three classes to zero!

Policies are not explained and training for AR's is not provided in a structured manner.

People just do what they want without regard to rules and policies. And if said rules and policies are brought up, they act derisively, like you are holding them back from doing whatever crazy thing they want to do.

The lab tecks in my department are held in higher regard than the teachers. They are allowed to be rude to both faculty and students with no consequences. The tail is wagging the dog.

I have to base my answers on past history wherein I had a very bad experience with a dean who could not be stopped for almost nine months and only then, when the Union came in, did things change.I refused to sue the college although the attorney for the union thought I should.My present dean is wonderful to work with and my deans the last 20 years before my experience in ATAS were all wonderful as well. 

I think there has been tremendous work in recent years to require adherence to policies and procedures.One area where enforcement is needed is in submittals of Board Agenda Items, especially to HR. No one follows deadlines, which causes a domino effect in trying to get the Board Agenda packet completed and posted. The colleges think they don't have to meet HR deadlines, so they continue to submit urgent paperwork late. Lack of planning on their part should not become an emergency for those left waiting for their delinquent paperwork. A few well-placed sorry, it's too late responses will underscore who isn't getting the work in and may get them to do it timely.

IVC: leadership

Q 31. Please provide any feedback regarding delineation of roles and responsibilities in our district. 

The roles seem to have changed during the time I have been here. It is not at all clear.

In the past, the leadership at the top (chancellor on down), did not follow through with standards and policies to change the culture from a devisive one to a collegial environment. Each college had their own agenda and it did not necessarily follow the District's philosophy.

I don't know who is responsible for what anymore, especially within my own department.

I think we do all right on this score, though I am mystified as to why Saddleback College President ***** violated the policy concerning commencement prayers with impunity. The policy gave powers to the commencement committee that were, as far as I can see, undermined by *****. And the board seems not to care.

My career background is a corporate model of responsibility and reporting. For example, I see support personnel responsible for maintaining computers and servers. They report to and are responsible to their line administrator; they care little about the impacts of equipment problems on instructors or students who USE the computers. Printer problems have been ongoing for 9 weeks. Who is accountable?  There is a lack of respect for authority of the Chancellor and district executive team by the presidents and other college managers and administrators. The presidents need to work collaboratively with the Chancellor, who is the chief executive officer of the district.

It is hard to know who is serving who. I feel more overseen than empowered and supported.

Clearer definitions over the last year have helped with this and added definition will continue to help toward this end.

Roles and responsibilities are ad hoc. It all depends on who is in or out of favor with the president. Most employees at the college do not know what the district directors or vice chancellors actually do -- there is no direct benefit apparent to staff, faculty, or students.

Previous survey results blame District Services for issues that are the colleges responsibilities.

The secetary runs the show in our division deans office. Her husband is his boss. This makes no sence.

The situation has improved greatly in the last few years re. the district.

Congratulations on the significant progress that has been made on this issue.

Roles and responsibilities are beginning to become more clear, after about two years working here. It took a lot of guess work, running into brick walls, and tromping on toes to begin to perceive the responsibilities and expectations of admin assistants, fiscal departments, accountants, project directors, faculty. It would be nice to have some help in figuring all the varied roles and responsibilities along the way for a new employee.

The President oversteps his role and waives policies and fees for facility use policies/rentals if it is for one of his 'buddies'. This interference causes frustration and demoralization. On the other hand, under the guise of not wanting to be a micro-manager, he will not step in and address the heavy-handed and abusive conduct of some of his administrators & directors. Thus, as with the other - causing fear, intimidation, lack of trust and confidence in him personally as well as in the institution, extreme frustration and demoralization abound at IVC. Few believe we can fix IVC with the management as it currently is configured.

Q 32. Please provide any feedback regarding the lack of district policy encouraging civility, respect and collegial behavior. 

Faculty seems to have the biggest problems being civil to each other, and to management and classified. Here is another issue that I never hear addressed: why is it that there is no training of management about how to manage? Besides faculty, the biggest barrier to a civil and respectful workplace is managers who are clueless about how to deal with people. 

The ***** administration carried over to the the ***** administration. No cutting edge or innovative changes that would promote civility and respect. I think it is worse now becasue there is no sense of team building between the colleges and district services. The adminstration's matra is do what I say, not what I do. I truly believe in changes but the culture will remain the same as long as the adminitration remains status quo and the current board of trustees continue to represent our District. I think it is time for a new guard to replace our board of trustees and the current district adminstrators. There is a lack of true competent leadership who also have people skills. 

People know who to work with and who to avoid already. It won't change any behavior unless you can fire somebody for being a jerk and that is not going to happen. All you can do is to spend a lot of time and hand wringing to write out a bunch of rules that will be largely useless. 

Bottom line is that people do not feel appreciated. That brings the bad feelings and lack of civility.

IVC Administration and Management have a culture of harassment and humiliation of lower level staff members. It appears to be encouraged and/or ignored by top management. Individuals have been targeted. Morale is low.

I think that this is already a great place to work, but having a policy encouraging these three qualities may assist in further enforcing positive employee behavior. 

I'm alarmed with the practice of allowing prayer at college or district functions. I would hope that the district respect the First Amendment to the US constitution, and the diversity of its employees by not subjecting them to religious practices by management. 

O feel that we are considered as little worker bee's with no worthwhile opinion.

This is not something that should be used against faculty.

At least as far as IVC is concerned, the lack of district policy on civility and respect is not the problem. All enacting such a policy will do for IVC is provide another tool for a vindictive top administration and their relatives to go after, persecute, and fire people they do not like. These people will be charged with incivility, written up, and punished. What IVC really needs is better enforcement of existing laws prohibiting discrimination and workplace bullying. HR is in cahoots with administration when employees seek redress of these wrongs. 

There is no incentive or reward for good behavior. Bad and uncivil behavior is often ignored and sometimes rewarded. Most of the uncivil behavior, bullying, and disrespect is coming from the college administration. College personnel have little to no recourse if they are harassed and belittled by a president or a VP.

I have always been treated in a way that I would expect to be treated if I was full-time. I have liked it here from the very first day I worked here. I am not planning to leave any time soon. Policy isn't required; maturity and professionalism are. We try to assist each other wherever we can.

I am woefully uninformed , but it seems to be a good thing. 

You have a lot of great, hardworking people here. But you have the crazy side to the college that brings us all down, and it seems that you have patterns of behavior in certain administrators and staff that is apparently allowed to continue. There are A LOT of people here who do not do their fair share.People here are just plain rude to each other. I can't believe the tone in some of the emails I get. People act extremely unprofessionally, and usually the ones who act that way have managers/administrators who don't do anything about it. Why is it okay to watch your employee be a total jerk to people and not do anything to correct the behavior?You have some administrators here who act like they're too good to talk to people. I know of deans who feel that talking to a director, or having to sit in a meeting with directors, is beneath them. That attitude is inexcusable and should not be tolerated, but it is. You have your job to do and I have mine, who cares what your title is?You also have administrators who seem unwilling to do any actual work, and if you need something from them, they kick the work back to you in a passive-aggressive way. All in all this place is crazy, and the stuff people get away with is shocking. 

District needs to establish a safe place for classified from the campuses to go to where their confidential conversation will not be violated and told to local administration. The administrators who violate it should be reprimanded. As a note, ignoring us is also uncivil. With the mass exit due to retirement in January, it will be very difficult on remaining staff, especially at IVC. So a civil tone is to be required. The question of filling vacant positions for retirees is not answered very well. So there is a very uncomfortable atmosphere at IVC. 

Some managers (eg. *****.) are very rude and condescending towards the classified staff. People need to realize that no matter what their title is they have to be cordial. 

If a policy could enforce civility, I'd be for it. Administrators have tried different approaches to encourage civility and respect but they can't make people treat others well. People have to want that for themselves -- a policy cannot make it happen. I would like to see staff that continuously disregard civility and respect promptly fired. That would be more effective than a policy. 

My entire year after my sabbatical was one of the worst experiences I've ever had due to a lack of respect and civility. I was yelled at, my classes given to a non-tenured new faculty member and told I would never make the money my previous colleague had made. I was insulted and belittled in front of my colleagues. Overall, this is a person who should not be in an administrative position and it's well known. The college/district has done nothing to remove him despite many formal complaints. This is where the district and college really have a tremendous lack of following policies or taking someone out of control in hand. Again, in over 20 years, I've had nothing but respectful deans and people I enjoy working with. This individual, though, is the prefect example of some inherent problems with the system. 

We are a higher learning institution. I believe we are civil, respectful and collegial, and the civility document has been very divisive -- is that civil? 

The Foundation Director at IVC seems to view himself as some sort of a savior and 'knower of all'. This man treats people badly, has a serious temper and has demoralized the college with regard to the Foundation. I have never seen faculty sentiment be so low, not even with our past director - and it was bad then. Yet the President 'stands by his man' and won't hear of criticism of his chosen director. The 'word on the street' is, 'He who gets to President's ear first controls the truth regardless of evidence or facts'. This situation is very bad.We have a couple of classified managers as well as non-managers who are allowed by IVC administration to have too much iron fisted destructive power. They are aware of these problems, but they do nothing about it. One can only assume then that they must like these types of heavy-handed dictatorial control freak people as their proxy's. At IVC, if one disagrees with administrators or classified managers then one need to be prepare oneself for eventual slap-back and or interference with one's program. I am not optimistic for the near future of IVC due to the current management both in the content of their decision making and in style of managing.We all want a civil work environment however, the administration has the power so this will remain a struggle and continue to cause the never ending erosion and loss of confidence and a refusal to participate from the faculty until, somehow the President changes, or pays attention to the messages people have tried to get through to him and, either changes his management team or gets involved in changing their behaviors. The civility issues at IVC are now a local management issue. The Board of Trustees is no longer a problem for IVC. I am not optimistic of change soon in part because the Chancellor does not seem to be interested in getting involved at the management levels in changing the behaviors and treatment of people.

Proof of leadership

Q 33. You have now completed the survey. Do you have any other comments or suggestions regarding the survey in particular?

I really enjoy working at IVC. However, we are understaffed and our local administrators have no solution to correct this problem. The fact is that we have added several new buildings to our campus without adding the minimum number of Classified staff to support these new buildings. Promises are made readily by our President & Vice Presidents but still no additions to the staffing crisis. We add large numbers of faculty each year but not the relevent amount of staff to support the old & new faculty. This is an odd way to efficiently run a business!

Main problem is: Management not showing respect and being able to get completely away with bad treatment.

Yes, I only hear about the conflict and problems in the colleges, I do not personally experience this. One of the reasons for this is that my Division, Saddleback - Bus. Sci. and Eco and Workforce Dev. is a very well run and managed dept. We have a sense of community and family where we cooperate and work for the greater good. *****, ***** and ***** and ***** work tirelessly to insure that we ALL(including our studuents) succeed. I love working for Saddleback College.

Yes but unfortunately if I stated them you would know who I am!

Feedback was mispelled in question 32. I would correct it before resending this out again. Thank you! 

Give the employees a meaningful voice in the evaluation of the top IVC management. They are widely regarded as incompetent and corrupt, but the chancellor and board seem to ignore the problems. 

The survey is well developed. I hope someone actually reads it and takes action. 

Only one, things do continue to get better in this district...I for one appreciate the leadership of our chancellor and the current climate/interactions with our board. Both elements of leadership have provided excellent support to the colleges. Thanks.