2012-2013 Services and Program Reduction Advisory
Department:
Component:
Manager:
Position Being Reviewed:
Summary of Plan:
In regard to the Plan submitted:
Was the decision-making process inclusive?
Comment:
Yes
No
Is it realistic from an employee perspective?
Comment:
Yes
No
Subsequent issues that may need to be addressed:
Activity
Plan received by SPRAC
SPRAC meets with affected unit as necessary
SPRAC sends input to manager
Manager responds to SPRAC concerns as necessary
SPRAC Chair sends final summary to manager, Cabinet, and CPC (Dominque)
Date(s)
SERVICES AND PROGRAM REDUCTION ADVISORY COMMITTEE
PURPOSE:
The Services and Program Reduction Advisory Committee shall serve as an advisory
committee in the case of either the reorganization of programs involving classified staff, or a
reduction of services involving classified staff. Reorganization shall be defined as any change
being made within the college organizational structure.
MEMBERSHIP:
Shall consist of three classified representatives appointed by CCEU (one of which shall act as
committee Chair), one faculty member appointed by the Faculty Senate, one faculty member
appointed by CCFT, one management representative appointed by manager group, and the
Cabinet administrator or designee from the affected area.
MEETINGS:
Shall meet on a regular and ongoing basis, schedule and frequency to be determined by the
committee.
CHARGE:
To review administration proposals regarding service reductions or reorganizations. To
affirm that the decision-making processes were inclusive, whether they were realistic from an
employee perspective, and to identify any subsequent issues that may need to be addressed
after the changes are affected.
Criteria
Did the unit have inclusive meetings to gather input from all involved staff?
What is the proposed change?
What is the implementation plan/timeline?
How are staff affected?
How are services affected?
How are students affected?
Has the work associated with the reorganization been identified and either eliminated or
disbursed?
What is the impact on other areas on campus?
Are there potential reclassification issues?
Will this change result in workload concerns?
Does this proposal present any other issues that need to be addressed?
Is retraining needed? What is the plan to retrain displaced or reorganized employees?
Additionally, in cases of reduction:
Has the work associated with the loss of a position been identified and eliminated?
PROCESS:
Reorganization/Reduction Process Steps
1. The SPRAC Committee receives the reduction or reorganization proposal after the
unit has formulated it.
2. The committee will review the plan and meet with the affected unit as necessary.
3. The committee will evaluate information and provide input to the unit manager for
further review.
4. The manager has an opportunity to respond to the committee’s concerns.
5. The committee Chair will provide a final summary to the affected manager, the
Cabinet and to CPC.
MINUTES:
DRAFT - 12/15/11
The Chair shall see that minutes of all meetings are recorded, distributed to Committee
members, and posted online to the Budget Information page.
SPRAC COMMITTEE SELF-EVALUATION
ROUNDS 1 AND 2, 2011-2012
General:
SPRAC was constituted in mid-May, 2011. A charter of purpose, membership, charge, and
process provided a framework for SPRAC's activities. The charter set up expectations for
meetings and minutes as well. SPRAC made a good-faith effort to adhere to the letter as well as
the spirit of the charter; however, as with any new endeavor, modifications and adjustments were
necessary along the way.
What SPRAC Did Well:
 Dissected the charter to determine what was expected.
 Mobilized the team to meet with workers and managers in an extremely tight timeline.
 Recorded and posted minutes for every SPRAC meeting.
 Made adjustments to carrying out the charter as feedback was received from CPC.
 Highlighted concerns for discussion points at CPC.
 Recognized Plans that specifically spoke to areas in the purview of SPRAC's charter.
 Provided a summary spreadsheet of activities each time SPRAC was on the CPC agenda.
 Submitted a response to every Plan within the time allotted.
Reduction Plans Received: 16
Not reviewed: 2 - Not in Classified ranks (Confidential Assts in HR and Pres. Office)
Reviewed:
14 - 10 "Yes"; 4 "Undetermined"
Staff Members Affected: 30
Not reviewed: 2 - No Plans Submitted (reductions from the previous year)
2 - Not in the Classified ranks (Confidential staff)
Reviewed:
26 - 19 "Yes"; 7 "Undetermined"
Areas for Improvement, Lessons Learned
 When only one or two SPRAC members met with workers and/or managers it created a
non-uniform process.
Remedy:
o Work with CPC to establish manageable timelines for SPRAC to meet with the
effected areas and submit advisory responses to CPC.
o Schedule a weekly SPRAC meeting day, time and place where all SPRAC
members can attend to hear the same information and publish this for workers
and/or managers to meet with SPRAC.
 Although attempts were made to be fair and collegial, the make-up of the SPRAC
committee may have engendered a sense of bias.
Remedy:
o Reemphasize the role of SPRAC according to its charter within the committee
itself and without.
o Classified staff committee members approach SPRAC responsibilities from a
shared governance perspective rather than an advocacy, union perspective.
o A manager is added as a regular member who does not represent a particular unit,
but rather the overarching management perspective.
DRAFT - 12/15/11