Enabling our leaders to meet the current and future challenges is one of the key initiatives outlined in the current Strategic Plan. A Leadership Strategy for Red River College has been developed to guide the College and its leaders to achieving this initiative. The Leadership Strategy includes a Leadership Vision Statement, developed with input from over 100 College leaders:
“We lead through relationships that encourage and inspire us to learn, collaborate, and innovate together.”
The Leadership Strategy also includes an RRC Leadership Competencies framework, which was developed in deep consultation with stakeholders across the College. These competencies, along with the Leadership Strategy, will be reviewed and potentially updated following the release of the 2016-2021 RRC Strategic Plan and Academic Plan.
1. Values And Ethics Competencies Cluster
1.1 PROMOTES SOCIAL RESPONSIBILITY AND COMMUNITY INVOLVEMENT
Definition: Models corporate citizenship and sustainability practices by striving to engage the wider community in the promotion of social inclusion, participating in worthwhile causes, and strategic partnerships to serve broader needs.
1.2 PROMOTES SERVICE-FOCUSED APPROACH
Definition: Commitment to supporting students, staff, and community through exceptional service and solutions that foster trust and respect, build relationships, and make a difference in peoples’ lives.
1.3 VALUES DIVERSITY, EQUITY AND INCLUSION
Definition: Respects and honours people of all backgrounds and embraces and promotes individual and group diversity for the benefit of individuals, the College, and the community as a whole.
1.4 DEMONSTRATES PROFESSIONALISM AND EXPERTISE
Definition: Guided by a sound practice framework, a willingness to share one’s expertise in a manner that exemplifies a high degree of integrity, ethical conduct and accountability.
2. Vision-Setting Competencies Cluster
2.1 LEADS BY EXAMPLE
Definition: Leadership integrates personal characteristics with skills and behaviours to inspire, motivate, and empower others toward realizing a shared vision.
2.2 MODELS TEAMWORK AND COLLABORATION
Definition: Ability to interact with colleagues at all levels, facilitate effective teams and build partnerships.
2.3 COMMUNICATES WITH PURPOSE AND RESPECT
Definition: Presents information in an organized, transparent and influential manner, in any form, to varied audiences in order to achieve understanding and shared purpose.
2.4 INSPIRES INNOVATIVE AND ENTREPRENEURIAL THINKING
Definition: Generates, encourages, advances and drives innovative solutions and ideas in pursuit of organizational objectives.
3. Applied Management Competencies Cluster
3.1 PRACTICES LEARNER-CENTRED BEHAVIOUR
Definition: Personal and organizational commitment to building an inclusive learning community that engages individual learners and affirms the value of teaching and learning excellence at all levels of the organization.
3.2 MANAGES RESOURCES
Definition: Manages processes, information, physical and financial assets and employees with fairness, efficiency and effectiveness to fulfill the vision, mission, and operational goals of the institution.
3.3 DEVELOPS AND EXECUTES STRATEGIC PLANS FOR QUALITY RESULTS
Definition: Contributes to the College’s strategic performance by developing individual/team goals and plans that align with organizational priorities and drive institutional effectiveness.
3.4 WORKING WITH PEOPLE
Definition: Ensures the goals and performance of oneself, individuals and the team are aligned and actively contribute to the achievement of the College’s vision, mission and goals.
3.5 MAKING DECISIONS
Definition: Excercises good judgment by making sound and well-informed decisions; perceives the impact and implications of decisions; makes effective and timely decisions, even when data are limited or solutions produce unpleasant consequences; is proactive and uses decisions to move the organization forward.
3.6 FINANCIAL MANAGEMENT
Definition: Having the skill, knowledge, and ability to perform activities with a financial impact in compliance with relevant College and external requirements while maintaining fiscal integrity.
Helping to guide the work of an updated leadership framework for RRC, the College formed a Steering Group for Leadership Development in Spring 2016. Members have been selected based on overall representation needs and gaps.
- Nancy Wheatley – Dean, School, Construction, Engineering and Technology
- Neil Cooke – Dean, Student Services & Planning
- Randy Lock – Program Manager, Community Development
- Cindy Boughen – Program Coordinator, Academic & Research
- Kathy Kerr – Program Manager, Community Development
- Ron Budowski – Instructor, Student Services & Planning
- Bill Younger – Chair, Academic & Research
- Debbie O’Donnell – Chair, Academic & Research
- Michele Sykes – Instructor, Academic & Research
- Tracy Brandt – Acting Director, Aboriginal Student Support & Community Relations
- Sherrie Novak – Director, Staff Learning and Development
- Jacqueline Wood – Human Resource Coordinator, Staff Learning and Development
- Carrie Schaepe – Staff Learning and Development Specialist, Staff Learning and Development
Additional College representatives may be asked to attend meetings on a consultation basis.