Participatory Governance Structure

SRJC’s participatory governance structure provides a clear framework for collaborative decision-making across the college. This structure outlines how recommendations are developed, reviewed, and advanced through councils and committees representing faculty, classified professionals, students, and administrators. By engaging all constituent groups, SRJC ensures that institutional planning and policy development are informed by diverse perspectives and aligned with the college’s mission.

  • Contsituency Groups

    Constituency groups operate within the broader District committee structure but derive their authority from agreements and regulations beyond the committee framework, such as collective bargaining agreements with the District, Title 5 regulations, the California Education Code, and/or Board policy, which grant them oversight of certain matters. These groups may also form subcommittees to support their work.

    In addition to serving their constituents, constituency group leaders play a crucial role in appointing representatives to operational and central committees. This appointment highlights the important responsibility of these members to actively engage with assigned committees, attend meetings, and report back to their respective constituency groups. Constituency group members may also be appointed to serve on joint task forces or other committees addressing institutional issues, further contributing to the District’s decision-making and operational processes.

    The representative constituency groups are:

    • Academic Senate
    • All Faculty Association (AFA)
    • California Federation of Teachers (CFT)
    • Classified Senate
    • Service Employees International Union 1021 - Classified Professionals and STNC Employees (SEIU 1021) 
    • Student Government Assembly
    • Management/Administration
       
  • Central Committees

    Central committees have final recommendation authority over specified district-wide matters unless otherwise prescribed by the California Education Code, collective bargaining agreements, board policy, or other legally binding statutes. Central committee recommendations shall not override the authority of the Academic Senate or collective bargaining organizations. They represent broad perspectives and provide recommendations that support the District’s mission, vision, values, institutional goals, and operational plans. These committees make recommendations directly to the President.

    Each central committee is responsible for defining its description, composition, and initiatives while integrating its functions into the District’s strategic and operational plans. Decisions with district-wide impact must be discussed through one or both central committees. The process for addressing such matters is determined by each committee’s description. These committees are expected to collaborate in a synergistic and complementary manner. For example, any item with a fiscal impact should be placed on the Planning and Budget Council agenda and may require review by the College Council before being recommended to the President for consideration by the Board of Trustees.

    College Council
    The College Council serves as an advisory body to the President, providing input on board policies, administrative procedures, and participatory governance matters. It functions as a two-way communication channel within the participatory governance system, facilitating recommendations and proposals while also acting as a central hub for information sharing.

    Subcommittees of the College Council

    • IDEAA Task Force
    • Generative AI Task Force
    • Participatory Governance Workgroup


    Planning and Budget Council 
    The charge of the Planning and Budget Council (PBC) is to ensure that the District’s budget aligns with its mission, institutional goals, and integrated planning efforts. It coordinates planning processes, promotes broad participation across the District community, and monitors the implementation of strategic and related plans. Additionally, the PBC oversees the development and review of the annual operating budget. As an advisory body to the President, the PBC provides recommendations, with those requiring board action presented to the Board of Trustees through the President.

    Subcommittees of the Planning and Budget Council

    • Program and Resource Planning Process (PRPP) Coordinating Subcommittee 
    • Accreditation Oversight Subcommittee
    • Strategic Enrollment Management Plan Implementation Workgroup
       
  • Operational Committees

    Operational committees serve a variety of functions across the District, but are most likely department or function-specific. Operational committees may serve a specialized role in supporting the negotiated elements of the collective bargaining agreements or address other institutional functions, such as technology, facilities, and professional development. The operational committees recommend to the Vice President, who oversees the function.

    The Operational Committees include the:
    Reporting to the Vice President, Student Services

    • Doyle Trust Scholarship
    • Board of Review
    • Student Equity*


    Reporting to the Vice President, Human Resources

    • Equal Employment Opportunity Advisory
    • Professional Development*
    • Faculty Equivalency*


    Reporting to the Vice President, Academic Affairs

    • Curriculum Review*
    • District Online*
    • Educational Planning and Coordinating* 
      • Majors and Certificates Review* 
    • Textbook and Instructional Materials*
    • Sabbatical Leave*
    • Department Chairs /Instructional Managers
    • Faculty Staffing*
    • Study Abroad


    Reporting to the Vice President, Finance and Administrative Services

    • District Facilities Advisory
    • District Technology*
    • Fringe Benefits

    * An Academic Senate Consultation Committee
     

  • Academic Senate Consultation Committees

    Academic Senate Consultation Committees are operational committees that address professional and academic matters designated for faculty and Board collegial consultation under Title 5, Section 53200. 

    Faculty and administrative co-chairs of Academic Senate Consultation Committees are responsible for serving as liaisons between the Academic Senate and the President, who will provide the committee's recommendations to the Board.

  • Groups and Committee Definitions

    The following list represents the various types of groups and committees at SCJCD. Each group is formed to gather information and address specific issues related to the District. The work of these groups and committees contributes to the District’s decision-making process:

      Commitees Parent Committees Subcommittees Task Forces Workgroups
    Purpose Facilitate participatory governance, communication, and district planning Provide oversight and guidance to subcommittees or workgroups Address task-specific objectives related to the parent committee’s broader responsibilities Address a specific issue or project outside the scope of standing committees Address narrowly defined, time-sensitive topics aligned with parent committee’s charge
    Duration Permanent Permanent Permanent Temporary 
    (disband after completing task)    		 Temporary 
    (disband after completing work)
    Formation Recognized by College Council Recognized by College Council Requested by parent committee and approved by College Council Initiated by Superintendent/President and approved by College Council Requested by parent committee and approved by College Council
    Membership Varies; determined by governance structure May appoint members to subcommittees and workgroups Members from parent committee and others as needed Appointed based on expertise, job responsibilities, or interest; multidisciplinary Members from parent committee and others as needed
    Reporting Structure Reports to College Council or appropriate authority Receives reports from subcommittees and workgroups Reports to parent committee Reports to College Council Reports to parent committee
    Approval of Output Recommendations follow governance process Recommendations follow governance process Recommendations approved by parent committee Recommendations approved by College Council Recommendations approved by parent committee
    Timeframe Required No No Not typically required, but must have clear charge Yes – defined at creation Yes – defined at creation



     

     


    Committees: The primary organizational structures through which the participatory governance process functions. Committees formalize the collegial process, facilitate communication, develop plans and processes, and provide input for effective district planning and operations. These include Central Committees and Operational Committees, both of which are recognized by the College Council as part of the participatory governance process.

    Parent Committees: A central or operational committee from which a subcommittee is formed. The parent committee provides oversight, guidance, and support to the subcommittee, which operates under its direction and authority.

    Subcommittees: Subcommittees are permanent committees established at the request of a parent committee and approved by the College Council. They may include members of the parent committee as well as individuals appointed from outside the committee. A clear charge should be established at the time of their creation. Directed by the parent committee, subcommittees focus on task-specific objectives, and their recommendations are subject to approval by the parent committee. A clear charge should be established at the time of their creation. Subcommittees report regularly to their parent committee, focusing on specific aspects of the committee’s broader responsibilities. 

    Task Forces: Task forces are temporary groups established to carry out a specific task, complete a project, or address a problem requiring a multidisciplinary approach that falls outside the scope of any standing committee’s charge. A request to form a task force may be initiated by the President and submitted to the College Council for approval. Members are appointed based on their expertise, job responsibilities, or expressed interest in the topic. Task forces draw participants from across the District to focus on a defined issue. A clear timeframe should be established at the time of creation, and task forces disband upon completion of their work. The task force will report to the College Council regularly and at the completion of its work. Any recommendations are subject to the approval of the College Council.

    Workgroups: Workgroups are temporary committees established at the request of a parent committee and approved by the College Council. They are formed to address narrowly defined topics or fulfill specific needs aligned with the parent committee’s charge. Workgroups may include members of the parent committee as well as individuals appointed from outside the committee. Directed by the parent committee, workgroups focus on time-sensitive or task-specific objectives and are subject to the parent committee's approval. A clear timeframe and charge should be established at the time of their creation. Workgroups report regularly to the parent committee and disband upon completion of their assigned work.