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November 6, 2018 — California General Election
School

Azusa Unified School DistrictCandidate for Board Member

Photo of Jorge V. Rosales

Jorge V. Rosales

Retired Architectural Supervisor
4,479 votes (15.7%)
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My Top 3 Priorities

  • Establish An Effective Internal and External Communication Plan (Increase Employee Morale & Enhance District's Image)
  • Simplify Cumbersome Annual Budget So That All Stakeholders Understand Revenues vs. Expenditures
  • Spend Measure K Bond Money Wisely In Modernizing Schools-Comprehensive vs. Piecemeal Improvements

Experience

Education

California Polytechnic (Cal-Poly) San Luis Obispo (current)
California Polytechnic (Cal-Poly) San Luis Obispo Bachelor of Arts in Architecture, Planning, Design, and Construction (1980)
California Polytechnic (Cal-Poly) San Luis Obispo Planning, Design, and Construction (1980)
California Polytechnic (Cal-Poly) San Luis Obispo (1980)

Biography

            ABOUT ME: I was born in San Luis Potosi, Mexico in April, 1954 and in December 1963 migrated to the United States with my parents and siblings. I graduated from Blair High School in Pasadena, CA in June 1972 and in October 1972 joined the U.S. Army receiving an Honorable Discharge in September 1975. I immediately commenced attending Pasadena City College where I obtained my Associate in Arts Degree in Architecture and after attending the California Polytechnic University (Cal-Poly), San Luis Obispo I received my Bachelors Degree in Architecture. After working in the private sector for nearly three years, I started working for the Housing Authority of the City of Los Angeles, a government organization as large and similar to AUSD for over 25 years in the field of Planning, Design, Bidding, Construction, and Contract Administration I retired in June, 2005. For the past 13 years I have continued to attend college courses of interest to me, including computer classes, real estate, accounting, medical coding and Notary Public Commission.

            After retirement and about two years of travel with my wife, I became actively involved in Civic and Community matters. I have served in the Planning and Architectural Barriers Commissions and the succeeding Citizens Oversight Committee for AUSD’s Measure I School Bond. I recently also served in the 7-11 Surplus AUSD Facilities Committee. I’m currently or have been in the past a member of various community organizations such as the Azusa Veterans Memorial Committee, Downtown Azusa Military Banner Committee, Coordinator of the Annual Korean War Armistice Day Ceremony, Azusa Golden Days Committee, Azusa Sister City Committee, Azusa Tree Planting Committee, Azusa Beautiful Committee, Pathfinder Ministry’s Food Bank and Annual Christmas Toy Give Away and the Treasurer of the Azusa Voucher Committee which helps families with children enrolled and attending AUSD schools which through no fault of their own become unexpectedly homeless.  

            In addition to having prepared (by reading the entire agenda prior to the meetings), attended and participated in most AUSD Board Meetings, I’ve done the same for City Council and Utility Board Meetings for over the past twelve years. I therefore believe know what is happening, or not happening, in our City. That is why I know I Am Ready To Make A Difference!

            I have lived in Azusa since August, 1984 and been married to Maria de Lourdes for the past 39 years. Together we have two daughters, Lulu and Laura, which attended Powell Elementary School, Foothill Middle School, and Azusa High School and went on to obtain Master Degrees in Nursing and Special Education, at UCLA and the Claremont Colleges, after obtaining their Bachelors Degree at Mount Saint Mary and Loyola Marymount University, respectively.

Who supports this candidate?

Featured Endorsements

  • AZUSA EDUCATORS ASSOCIATION (AEA)
  • CALIFORNIA SCHOOL EMPLOYEES ASSOCIATION (CSEA) AZUSA
  • JOSEPH "JOE" ROMERO ROCHA, MAYOR-CITY OF AZUSA

Political Beliefs

Political Philosophy

            I am running for AUSD Board because ‘I AM READY TO MAKE A DIFFERENCE.’ After having prepared for, attended, and participated in nearly every Board meeting for over the past ten years I believe I am ready to deal with many of the problems affecting the District from becoming a District of Choice. In a survey done in 2013 in preparation for the $92 Million Measure K Bond, only 11% of those surveyed believe the District’s quality of education is excellent and 31% said is good; the remaining 58% rated the District as fair to very poor.

            Over the years, I came to the conclusion that the one major problem affecting the AUSD in many ways is ‘the lack of adequate two-way communication, both internally as well as externally.’ Two-way communication is different from one-way communication in that two-way communication occurs when the receiver provides feedback to the sender. This allows the sender to know the message was received accurately by the receiver. One-way communication is when a message flows from sender to receiver only, thus providing no feedback.

            Internally, communication has mainly been one way, from the top down which has resulted in low employee morale and personnel problems resulting in a recent vote of ‘no confidence’ by over 90% of all AUSD educators with the current Superintendent and other Administration staff. “When she came in, she really promoted a policy of programs over people. And decisions were made for the advancement of programs at the expense of employees,” Azusa Educators Association President and 28-year Azusa Unified teacher Meg Savella said. “We do not want to follow someone who does not value us, and who we in turn don’t respect for the decisions that she’s making.” Board member Paul Naccachian said at that same Board meeting that he “found the situation troubling, and the district should look into why District employees are so unhappy.” Two-way communication, both vertical and horizontal, is especially significant in that it enables feedback to improve a situation. When information is exchanged between superior and subordinate, it is known as vertical two-way communication. On the other hand, when communication takes place between persons holding the same rank or position, it is called horizontal two-way communication. 1) The solution necessary is to improve two way communications, up and down as well as sideways, to uplift employee morale and have a better understanding of goals and policies.

            The lack of appropriate external communication with parents, other members of the community and taxpayers, other education stakeholders, the City of Azusa and other surrounding communities has resulted in the lack of appropriate support for the AUSD, low support for the Districts goals, programs, and schools themselves, and last but not least, poor AUSD image. All the above in part has contributed to student enrollment decline and/or the huge amounts of District transfer requests.

            The district has to improve communication methods to reach out to all parents and encourage them to become actively involved in the education of their children, to seek input on what they would like the District to do, or at least consider, to improve the education and test scores of their children such as extracurricular classes and activities or vocational education.

            The annual budget for any organization of the AUSD magnitude is always difficult to prepare as well as communicate in such a way that everyone affected understands, including internally and externally by all stake holders. To compound the problem, AUSD’s budget requires that in addition to the current budget year, the district project the budget for two additional fiscal years, making annual school budgets very cumbersome, extremely hard to decipher, and thus difficult to understand revenue and expenditures in simple terms. The AUSD must find a method to communicate both internally as well as externally its annual budget. The City of Azusa recently recognized the complexity of its annual budget and began the implementation of a folding pamphlet delineating budget revenue and expenditures (See Attachment 1). The budget process and budget expenditures need to be transparent and better understood by everyone affected.

            The other major issue that I have with the AUSD deals with the implementation or expenditure of the $92 Million Modernization of School facilities Measure K Bond. But before I explain my position, everyone needs to be reminded that I was against the approval of Measure K, not because I didn’t think the schools needed improvements and/or repairs BUT because the AUSD staff and its Board failed to do a Physical Needs Assessment of all its school facilities and a professional prioritization of those needs. The needs and prioritization as approved by the AUSD was limited to a one sheet pyramidal needs and priorities (See Attachment 2). Having a more comprehensive list of needs and justifiable priorities would have resulted in a more comprehensible and least costly implementation of modernization projects instead of the current ‘piecemealed and more costly’ implementation of projects, including the un-necessary use of professional consultants.

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