Effective participatory governance relies on clear norms, defined roles, and practical tools to support meaningful engagement. This page provides guidance to help council and committee members collaborate productively, communicate respectfully, and fulfill their responsibilities. By fostering shared understanding and accountability, SRJC strengthens its culture of inclusive and transparent decision-making.

• Appointments to Committees

  Constituent groups should submit their appointments for the upcoming academic year to the Executive Officer in the Office of the President by the end of the current academic year. Appointments are scheduled on an annual basis. 

• Employee Affinity Groups (EAG) Recognition Process

  Employee Affinity Groups (EAGs) are voluntary, employee-led groups that foster a diverse, inclusive workplace actively embodying SRJC’s values. They provide support, networking, and advocacy for employees who share similar identities, interests, or experiences. 
  In order to become a recognized Employee Affinity Group at SRJC, each EAG will provide: 

  • Recognition Request Form, including purpose/mission, leadership structure, and meeting frequency. 
  • Charter/Bylaws outlining governance and membership (optional). 
  • Statement of Alignment explaining how the group supports SRJC’s values. 

  The recognition process will include an initial review by the Vice President, Human Resources, review at the College Council for approval, and final approval by the President’s Cabinet. A comprehensive review will be conducted, evaluating:  

  • Alignment with the District mission and values. 
  • Demonstrated commitment to IDEAA principles. 
  • A well-defined purpose. 
  • A sustainable leadership structure. 
  • Adherence to board policies and administrative procedures. 

  Officially recognized EAGs will receive a formal letter of recognition from the President, followed by an announcement of the EAG's recognition through District communication channels.  The District is committed to supporting the ongoing success of its recognized Employee Affinity Groups through comprehensive resources and guidance.

  Finally, each EAG will appoint a representative to the Equal Employment Opportunity Advisory Committee (EEOAC). EAG representatives would be instrumental in ensuring the development, implementation, and promotion of an EEO Plan that is not only legally compliant but also truly reflects the diverse needs and experiences of the District's employees, ultimately fostering a more equitable and inclusive environment.
   

• Committee Chair Training

  The College Council will offer annual training for committee chairs, which will include the following key areas:

  • Orientation: Understanding the committee's charge, structure, and responsibilities for managing minutes and agendas, including where they are posted and how they are distributed.
  • Governance: An overview of new and improved governance practices, and how committees align with these changes to achieve effective outcomes.
  • Purview Awareness: Information about the purview of the senates and unions to ensure a clear understanding of the appropriate spaces for conversations to occur.
  • Brown Act Overview: A refresher on the Brown Act and its implications for public meetings and decision-making.
  • Best Practices: A review of best practices and the "rules of the road," such as adherence to the calendar and other essential operational guidelines.
  • Effective Communication: Strategies for maintaining clear, transparent communication within committees, as well as ensuring decisions are made with integrity and openness.
  • Institutional Alignment: Connecting committee work to the broader goals of accreditation, institutional effectiveness, and SRJC's overarching Mission, Vision, and Values.
  • Embedding Foundational Commitments: Incorporating SRJC Forward, HSI (Hispanic Serving Institution), and IDEAA (Inclusion, Diversity, Equity, Accessibility, and Anti-Racism) initiatives into committee processes and decision-making.
  • Tools for Accessibility: Resources and tools to ensure accessibility for all participants in committee work.
     
• Participatory Governance Periodic Assessment Process

  The biennial self-assessment process ensures that all participatory governance committees at SRJC remain aligned with the college's mission and operate effectively. This process supports transparency, accountability, and continuous improvement across the institution.

  Every other year, each governance committee will:

  • Assess their activities and charge in relation to SRJC’s mission and strategic priorities.
  • Identify key accomplishments, challenges, and areas for growth.
  • Submit a self-assessment directly to the College Council by the end of the academic year or to their designated parent committee (if one exists) in the off-year between the parent committee’s reports to the College Council.

  The College Council will review submitted reports to ensure alignment with institutional goals and identify areas requiring additional support or attention.  In addition, the College Council will conduct a comprehensive review of the district’s committee structure, focusing on:

  • Committee purpose and overall effectiveness
  • Procedures and decision-making processes
  • Membership composition and representation
  • Authority and scope of influence

  The College Council will ensure follow-up on recommended actions. Committees are expected to integrate feedback into their self-assessment to strengthen their role within SRJC’s participatory governance system.
   

• Meeting Management

  Meetings are the primary mechanism for convening governance groups. Effective meetings require well-thought-out agendas, active participation, and a record of the meetings, topics, and outcomes. Best practices include the following:

  • Prepare timely, well-structured agendas.
  • Ensure meeting materials comply with ADA accessibility requirements.
  • Review committee charge at the beginning of each academic year
  • Maintain a balance between agenda items and available time.
  • Frame discussions with questions that invite participatory input.
  • Reserve time at the end of meetings to summarize key takeaways and outline next steps.
  • Ensure recommendations move forward appropriately within the governance structure.
  • Conduct a periodic assessment process.

  
  Code of Conduct
  In participatory governance, a high level of collegiality, respect, communication, and civility is expected. Those expectations include the following norms:

  • Treat all participants as peers, regardless of title or status.
  • Speak one at a time and allow moments of silence for reflection.
  • Maintain respectful and civil discourse.
  • Listen actively and seek to understand different perspectives.
  • Use "I" statements instead of "they" attributions to share experiences.
  • Ensure discussions align with the committee's charge and redirect unrelated issues appropriately.

  
  Committee Meetings

  • Meetings occur only during the academic calendar and at the approved date/time in the committee calendar unless approved by the College Council. Changes to meeting schedules must be vetted against the committee calendar before submission to the College Council for approval.
  • Urgent meetings may be called under the following conditions:
    • A previously scheduled meeting was canceled for reasons beyond control.
    • An urgent agenda item requires action and impacts district operations or timelines.
    • The meeting is offered in a hybrid format for maximum participation.
    • A minimum of 72-hour notice is given.
    • The agenda is limited to the urgent item and included in the next regular meeting agenda for broader discussion.
  • The Office of the President maintains and posts the committee calendar on the Committee Website.

  
  Quorum
  Quorum is defined as 50% of the voting members plus one

  
  Attendance and Proxy Representation
  Members are expected to attend all meetings or appoint an informed proxy. Constituency leadership may replace members who are absent three or more times in an academic year.

  
  Calendars
  Effective committees create calendars to guide their work, track deadlines, and coordinate with other committees. These serve as evidence of committee contributions for the institutional self-evaluation.

  
  Agendas

  • Agendas must be created using the designated template and posted online.
  • Include a list of members.
  • Avoid overloading agendas; use time blocks to prioritize discussions.
  • Schedule critical items early in the meeting.
  • Collaborate with co-chairs in planning.
  • Include the Zoom link.
  • Distribute the agenda and materials at least 72 hours in advance.
  • Include a description and proposed outcomes for business items.
  • Ensure accessibility for remote participants.

  
  Open Meetings and Access 

  • Offer a hybrid option for all committees to ensure access and broad participation from committee members. 
  • Committees have the discretion to select whether they want to offer a remote-only or hybrid option for committee meetings.
  • Zoom links should be published on the meeting agenda to ensure the college community also has access to attend.

  
  Running Effective Meetings

  • Start and end meetings on time.
  • Commit to staying on topic and following the agenda.
  • Encourage participation from all members and allow time for discussion.
  • Take personal notes and encourage others to do the same.
  • Include a meeting recap summarizing accomplishments, pending tasks, and next steps.

  
  Minutes and Communication

  • Minutes must be recorded using the designated template and posted online.
  • Distribute minutes to committee members and co-chairs of parent committees.
  • Facilitate two-way communication between committees and constituent groups.

  
  Committee Meeting Accessibility Best Practices
  Inclusive meetings require thoughtful planning, intentionality, and a proactive approach. Accessibility goes beyond compliance; it ensures every participant can engage fully, with dignity and respect. Whether in-person, virtual, or hybrid, implementing key practices fosters meaningful participation for all.

  
  Before the Meeting

  • Use virtual platforms that support screen readers and live captioning.
  • Provide accommodations such as ASL interpretation, CART captioning, or large print materials upon request.
  • Send accessible agendas/documents in advance (Word, accessible PDFs, plain text).
  • Avoid the use of acronyms

  During the Meeting

  • Begin with an "access check-in" and invite requests or feedback on accessibility.
  • For hybrid meetings, in-room speakers should state their name before speaking.
  • All participants must use microphones, even in small rooms.
  • Speak clearly and one at a time to support interpreters, captioners, and all attendees.

  Self-Descriptions

  • Offer visual self-descriptions when introducing yourself, especially if participants are blind, low vision, or remote.
  • Example: "I'm a white woman with light hair, wearing a black shirt."

  Neurodivergent and Mental Health Access

  • Provide structured agendas and stick to timeframes.
  • Offer regular breaks (every 45–60 minutes).
  • Normalize off-camera or off-mic participation.
  • Provide content warnings for sensitive topics and offer an option to opt out.
    
     
• Committee Roles

  There are several roles available for individuals participating in a participatory governance body. The following list outlines the roles and their corresponding expectations.

  
  Role of Committee Chairs
  The role of the chair(s) in any participatory governance committee is crucial for effectively managing the committee’s activities. Most importantly, the chair(s) are responsible for ensuring that all committee members have an opportunity to express their opinions and ideas. They must cultivate a safe, inclusive, and welcoming environment that encourages open discussion and collaboration among all participants.
  
  
  The responsibilities of the committee chairs are as follows:

  • Hold monthly preparation meetings.
  • Attend training and ensure committee members are trained.
  • Request constituency representative appointments from the Executive Officer in the President’s Office.
  • Attend or appoint a substitute for meetings.
  • Facilitate assessment of charge and activities.
  • Ensure agenda topics align with the committee's charge.
  • Distribute agendas at least 72 hours in advance.
  • Maintain committee minutes and documentation.
  • Ensure any subcommittees and workgroups are reporting out to the parent committee.
  • Foster a collaborative and informed decision-making environment.

  
  Role of the Committee Member
  Committee members who represent specific constituency groups, such as faculty, classified professionals, students, or management team members, play a vital role in the participatory governance process. As representatives, they bring essential perspectives, experiences, context, and institutional memory to the table. These representatives speak for the collective interests of their group, rather than as individuals or representatives of a particular department, program, or division.

  While there is no expectation that constituency representatives must share a single perspective or vote as a unified block, they are appointed by their respective leadership groups, such as the Academic Senate, the Classified Senate, the Student Government Assembly, or the Management Team, to represent their constituency. They are responsible for fostering two-way communication between the governance bodies and their constituencies by reporting back on the activities of their committees.

  If a voting member is absent three or more times in the academic year, their constituency leadership may choose to appoint a new representative in their place.

  The responsibilities of the committee member are as follows:

  • Attend meetings or appoint an informed proxy.
  • Actively participate in discussions and provide constituency feedback.
  • Communicate information, including where to find committee-related information, to their represented constituency and seek constituency feedback to inform the discussion in the committee meetings.
  • Read agendas and materials in advance.
  • Listen respectfully and contribute thoughtfully.
  • Serve on subcommittees and workgroups as needed.

  
  Role of the Proxy Member
  Proxy representation on committees should be arranged by the constituency group representative who will be absent, in coordination with the head of their constituency. This arrangement must be communicated to both the committee chairs and the administrative support to ensure smooth participation and continuity in the committee’s work.

  The responsibilities of the proxy member are as follows:

  • Appointed when a constituency representative is absent.
  • Has the same discussion and voting authority as the absent member.
  • A committee member may not hold more than two proxy votes.
  • Must be informed about the agenda and meeting topics in advance.

  
  Role of the Ex-Officio

  • Appointed due to their position or expertise.
  • Advises and provides counsel to the committee.
  • Provides advisory votes that are recorded in meeting minutes but do not register as part of an official vote. 

  
  Role of the Subject Matter Expert

  • Invited based on expertise relevant to committee discussions.
  • Provides critical information to support informed decision-making.