May 21, 2025
Dear SRJC Community,
Culture doesn’t shift in silence. It changes when people speak up, share their stories, ask hard questions, and challenge systems that no longer serve. It takes listening, reflection, and action, carried out consistently over time and in community. This year, we have engaged in efforts that unapologetically center students, align with our mission, and strive to realize our vision for the future of Santa Rosa Junior College.
This year, through our Institutional and Workplace Culture Initiatives priority, we’ve seen what’s possible when a community commits to this work. Students and employees stepped forward to shape a more connected and values-driven SRJC. We reexamined how decisions are made, strengthened leadership practices, and improved how we communicate and support one another.
At the core of these efforts is a shared commitment to fostering a learning and working environment rooted in equity, accountability, and belonging. Cultural change requires more than intention—it requires all of us to choose that which serves students and supports our mission. It means building systems that cultivate belonging, engaging in difficult conversations, and challenging behaviors and structures that cause harm. Above all, it means honoring each person’s experiences and recommitting to our shared humanity.
The work takes place every day, and I have seen the impact of sustained engagement in shifting institutional culture. Whether in participatory governance spaces, department/program meetings, and districtwide professional development days, we are making strides towards more inclusive spaces for the exchange of ideas and culturally grounded solutions in support of students.
Below, you’ll find a summary of this year’s progress, which lays the foundation for long-term change across the District.
We know that culture doesn’t shift overnight. As we look to next year, this work will continue with new opportunities to engage and stronger systems to support lasting change. Thank you for the honesty and care you’ve brought to this journey. Together, we are shaping a more inclusive SRJC.
In Community,
Dr. Garcia
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IDEAA TASK FORCE
In 2024–2025, the IDEAA Task Force engaged in a comprehensive and collaborative effort to deepen Santa Rosa Junior College’s commitment to inclusion, diversity, equity, anti-racism, and accessibility. Grounded in student experiences and disaggregated outcome data, the Task Force began a review of campus climate survey results from the National Assessment of Collegiate Campus Climates, analyzed equity-related data for students and employees, and compiled an inventory of IDEAA-related activities across the District. The group initiated a review of the Equal Employment Opportunity (EEO) Plan, explored the Scale of Equity Engagement, and examined shared governance models from other California community colleges to inform recommendations for SRJC’s governance redesign.
The Task Force also contributed to institutional and workplace culture initiatives, and aligned its recommendations with ongoing strategic planning and governance restructuring efforts. Key accomplishments include the development of design principles for a future DEI governance structure, a revised task force charge focused on enhancing institutional culture, and collaborative engagement with groups such as the Integrated Student Success Committee (soon to be renamed Student Equity Committee) and employee affinity groups. The work of the IDEAA Task Force will extend another year work with a sharpened focus on embedding equity principles into the District’s participatory governance framework and advancing a community of belonging for all.
HSI TRANSFORMATION
This year, SRJC took bold steps to embed its identity and purpose as a Hispanic-Serving Institution into every layer of the District. A newly formed HSI Transformation Team led efforts to center Latine and historically underserved students, beginning with a Participatory Action Research (PAR) project on organizational transformation, in collaboration with Dr. Gina Ann Garcia. Findings were shared both locally and with the broader HSI network.
In Fall 2024, SRJC launched a new HSI identity mark and video, helping to demystify what it means to be an HSI and affirming our commitment to intentional, equity-centered change.
We also secured a Partnership Resource Team (PRT) from the Chancellor’s Office to guide long-term capacity building and partnered with Excelencia in Education to examine data and identify best practices for serving students. This work culminated in the launch of a new Transformando grant initiative to scale student-centered strategies that reflect the strengths of our Latine communities.
FOSTERING OPEN DIALOGUE AND COMMUNITY ENGAGEMENT
Facilitated Discussions
This year, we prioritized open dialogue as a key part of shifting our culture. In partnership with Rooted in Love, we hosted over 20 facilitated discussions and listening sessions across the District and online, inviting students and employees to share experiences and insights related to equity, inclusion, and belonging.
These conversations surfaced consistent areas for growth and opportunities to build on our strengths. Participants voiced a need for deeper connection, clearer communication, and stronger accountability. While some of the most critical perspectives emerged, we recognize they reflect only part of the broader campus experience. Our responsibility is to ensure all voices are valued and to address disparities in how belonging is experienced across SRJC. Three key themes emerged:
- Belonging – Foster authentic relationships, embrace conflict as growth, and support well-being.
- Transparency – Communicate openly, acknowledge challenges, and share accessible information.
- Accountability – Build feedback loops, track progress, and cultivate trust and shared responsibility.
We’ve already begun translating reflection into action—investing in leadership development, strengthening communication, and supporting inclusive practices. The IDEAA Task Force will continue to guide this work, alongside external partners, helping us improve how we communicate with transparency and care. Cultural change takes time, but together we’re building a community where every voice matters and everyone belongs.
Shone Farm District Response Plan
In November 2024, we shared the Shone Farm District Response Plan, outlining targeted action items across seven key themes to support development and improvement across the site. We’ve made steady progress, laying a foundation for long-term change while recognizing the work still ahead. Fall 2024 achievements include expanding in-person counseling services, supporting basic food needs, identifying short-term fiscal solutions to stabilize farm operations, and exploring transportation options to improve student access. We shared a Fall progress report that highlighted these efforts and outlined the steps planned for Spring 2025. The plan remains flexible and will continue to evolve based on feedback and emerging opportunities, with a continued focus on thoughtful progress that supports students, employees, and the long-term future of the farm.
OPERATIONAL ASSESSMENT AND CHANGES
Board Policy & Administrative Procedure Review
As part of SRJC’s operational assessment, we outlined a process to undergo a comprehensive review of Board Policies (BPs) and Administrative Procedures (APs), prioritizing those with a strong emphasis on workplace culture, human resources and inclusive governance. Within the participatory governance space of College Council, there is now a clear development and approval process for the revision of BPs and APs. The District reviewed 83 distinct BPs and APs since signing up with CCLC Policy and Procedure Service, 42 of them in the 2024-25 academic year. Many of these updates focused on fostering a safe, respectful, and equitable environment for students and employees. These included revised or new procedures related to the prohibition of discrimination and harassment, including complaints and investigations process, consensual relationships, immigration enforcement, employee evaluations, the District Code of Conduct, diversity and student equity, and work-based learning. These actions reflect the District’s commitment to upholding ethical standards and strengthening a culture of belonging, and accountability. You can find more information on board policy & administrative procedure on our website https://trustees.santarosa.edu/Trustees.
In addition to workplace-focused changes, multiple policies were updated to enhance transparency and structure in Board operations. These covered topics such as board member vacancies, student trustee elections, public participation and decorum at meetings, and travel protocols. Notably, BP 2510—Participation in Local Decision-Making—was revised to expand the areas in which the Board will rely primarily on the advice of the Academic Senate, adding faculty professional development to that list. Together, these policy and procedure updates reinforce SRJC’s values and position the institution for stronger, more inclusive governance and a healthier campus climate.
Beginning with the 2025-26 academic year, I will include board-adopted policies and administrative procedures in the District Monthly Update to ensure transparent communication about these changes.
Human Resources Enhancements to Support a Stronger SRJC
This year marked a period of transformation for Human Resources (HR) at SRJC, with key advancements in leadership, processes, and accountability. Focused improvements across three priority areas—Clear Reporting Mechanisms, HR Leadership Recruitment, and HR Process & Function Evaluation—are helping to create a more responsive and inclusive employee experience.
In April, SRJC welcomed Alia Dunphy as Vice President of Human Resources following a comprehensive national search. The search for a Director of Human Resources was relaunched, with hiring expected by the end of the fiscal year. These leadership roles are critical to shaping a forward-looking and service-centered HR function.
To strengthen core processes, the District addressed a backlog of overdue evaluations, revitalized a 360-degree feedback framework, and modernized recruitment practices to improve fairness and consistency, including updates to equivalency and minimum qualification procedures. A new employee orientation program was launched, and enhancements to the contract faculty hiring process are in development in partnership with the Academic Senate. SRJC will roll out NEOED Perform, a new evaluation tool for management in Fall 2025 and for classified professionals in Spring 2026.
To ensure transparent and secure complaint handling, SRJC refined its reporting procedures and will soon begin utilizing Maxient, a confidential case management system that improves how concerns are submitted, tracked, and resolved.
Together, these changes reflect a growing commitment to cultivating a workplace where employees feel supported, valued, and equipped to serve students and the community.
Governance Structure
We completed a comprehensive redesign of our participatory governance (formerly referred to as shared governance) system to strengthen transparency, accountability, and collaboration across the institution. As shared in earlier communications, this work led to the development of a new governance manual outlining roles, responsibilities, and decision-making pathways, along with training resources for committee chairs. The updated framework will be presented to the Board of Trustees for approval at the June 20 meeting. This marks an important step in advancing inclusive and effective shared governance at SRJC.
Training Programs
Transforming culture requires shared responsibility, and that begins with a commitment to growing together. To support that growth, SRJC’s management team engaged in a series of learning experiences designed to strengthen leadership across the District. These sessions focused on building practical knowledge of how SRJC operates—covering areas such as governance, HR processes, collective bargaining, and accreditation—while also developing skills in supervision, communication, and team development. At the same time, there was a sustained emphasis on equity-minded leadership, encouraging managers to lead with awareness, accountability, and care in their everyday decisions and interactions.
A key element of this work was the development of the Leadership Standards of Excellence, a shared framework to guide how leadership is practiced at SRJC. Through a series of workshops and reflective discussions, managers examined what it means to lead in ways that center equity, foster trust, and advance a culture of accountability and inclusion. Together, they began co-creating a set of shared expectations to support more consistent, values-aligned leadership across the institution. These leadership practices were modeled throughout the year, as internal and external presenters led Leadership in Action sessions on high-impact topics including immigration enforcement protocols, the Dear Colleague Letter, and inclusive practices in crisis response. These sessions reflected the kind of leadership we aim to cultivate by making space for diverse perspectives, encouraging honest dialogue, and embracing discomfort as part of meaningful growth.
Angélica Garcia, Ed.D.
Superintendent/President
707-527-4431, angelicagarcia@santarosa.edu
