The Ombuds Office is a confidential, independent, impartial, informal, and voluntary resource for faculty, staff, administrators, and students. My role is to help people navigate concerns, resolve conflict, improve communication, explore options, and strengthen relationships. I don’t make decisions for people—I help them make informed decisions for themselves.

Human Resources and the Ombuds Office are partners, but we serve very different functions.

Human Resources administers policies, conducts investigations, manages employment processes, and makes formal organizational decisions.

The Ombuds Office is an informal resource. I do not investigate, determine facts, enforce policy, or make employment decisions. Instead, I provide a safe place for people to talk through concerns, explore options, prepare for difficult conversations, and often resolve issues before they become formal matters.

A simple way to think about it is:

Human Resources manages processes. The Ombuds helps people navigate them.

Yes.

Confidentiality is one of the cornerstones of the Ombuds profession and one of the reasons the office is so valuable.I do not report conversations to supervisors, Human Resources, or administrators. I do not share names or identify visitors without their permission.

Before every conversation, I explain the scope of confidentiality, including the very limited exceptions involving an imminent risk of serious harm. My goal is to ensure every visitor understands exactly what confidentiality means before we begin.

The Ombuds Office operates under the International Ombuds Association Standards of Practice, which emphasize confidentiality and informality.

Unlike many campus offices, I generally do not function as part of the institution’s formal reporting structure. Instead, I help visitors understand their options, including formal reporting pathways when appropriate, so they can make informed decisions.

Whenever possible, I believe in empowering individuals rather than taking choices away from them.

Those conversations happen.

Often, individuals are unsure whether they want to pursue a formal complaint. My role is to help them understand the available options, explain campus resources, discuss potential outcomes, and support them in making informed decisions.

Sometimes people choose a formal process. Sometimes they seek coaching or facilitated conversations. Every situation is different, and the visitor remains in control of their choices whenever possible.

No.I advocate for fair processes, respectful communication, and healthy conflict resolution—not for one individual over another.

Impartiality means I don’t take sides. My commitment is to helping people find constructive paths forward while treating everyone with dignity and respect.

I prefer the word impartial.

Neutral can sometimes imply indifference.

I’m not indifferent.

I care deeply about people and about the health of the organization. I simply don’t take sides. I work to ensure every individual is heard respectfully while helping people identify productive solutions.

I maintain only minimal information necessary to support my work and identify organizational trends.

The Ombuds Office does not maintain personnel files, investigative records, or documentation intended for formal proceedings.

Absolutely.

Leadership can be challenging, and supervisors often appreciate having a confidential thought partner.

Many administrators seek coaching before difficult conversations, organizational changes, performance discussions, or team conflicts.

The Ombuds Office serves everyone—from students to executive leadership.

Yes.

Students are welcome to use the Ombuds Office just as faculty, staff, and administrators are.

Students often seek guidance regarding communication challenges, conflict with peers or employees, navigating university processes, concerns about fairness, interpersonal issues, or simply understanding what options are available.

My goal is to provide every member of the Cabrillo College community with a confidential place to think through concerns and identify constructive next steps.

Almost anything involving relationships, communication, or organizational life.

Examples include:

• Communication breakdowns

• Workplace conflict

• Team dynamics

• Leadership coaching

• Difficult conversations

• Role clarity

• Respectful workplace concerns

• Organizational change

• Interpersonal misunderstandings

• Student concerns

• Faculty concerns

• Questions about institutional processes

• Conflict between departments

• Career coaching and professional relationships

Sometimes people simply need someone to listen.

Many organizational conflicts don’t require an investigation.

They require better communication.

The Ombuds Office helps people prepare for conversations, clarify misunderstandings, facilitate dialogue, improve working relationships, and identify practical solutions before conflict escalates.

Early intervention often prevents much larger problems.

Yes—but only in ways that protect confidentiality.

I regularly identify trends, themes, and systemic issues that may benefit the institution.

For example, if multiple visitors express concerns about communication, onboarding, role clarity, or workplace culture, I can share those themes without identifying any individual.

This systems-level feedback helps leadership improve the organization while protecting everyone’s privacy.

Collaboration is essential.

The Ombuds Office complements—not replaces—existing campus resources.

I regularly help visitors determine which office can best address their concerns and encourage referrals when a formal process is appropriate.

Think of the Ombuds Office as an early intervention resource that helps people understand their options before deciding which path is best.

Training is one of my favorite parts of this work.

I provide customized workshops on topics such as:

• Building Trust

• Emotional Intelligence

• Conflict Resolution

• Difficult Conversations

• Psychological Safety

• Communication Skills

• Civility and Respect

• Mediation Skills

• Leadership Development

• Team Effectiveness

• Navigating Change

• Building Healthy Workplace Cultures

Every workshop is designed specifically for the audience rather than using a one-size-fits-all approach.

The Leadership Academy is a professional development series designed to help leaders become more effective through stronger communication, emotional intelligence, trust-building, conflict management, coaching, accountability, and collaborative leadership.

The goal is not simply to create better managers—but to develop leaders who inspire trust, strengthen teams, and create cultures where people can thrive.

Success isn’t measured by the number of people who visit the office.

It’s measured by healthier conversations, stronger relationships, earlier conflict resolution, improved communication, better leadership practices, and organizational insights that help Cabrillo College continue building a positive and collaborative culture.Ultimately, my goal is to help create an environment where people feel heard, respected, valued, and empowered to do their best work.

My vision is simple.

To build a trusted resource where every member of the Cabrillo community—students, faculty, staff, and administrators—knows they have someone they can talk with confidentially when challenges arise.

I believe trust is built one conversation at a time.

When people feel heard, organizations become healthier.

When organizations become healthier, collaboration improves.

And when collaboration improves, everyone benefits—especially our students.