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Raider Learning System

Team Charter | Minutes & Agendas for: 2007 | 2006 | 2005 | 2004

Team Charter

Team Name: Raider Learning System Leadership Team
Team Sponsor: Mike Schuler and Patti Trepkowski

1.0 Broad Organizational Goals (What broad 1.0 organizational goals is this team expected to work toward?)

    • To provide oversight to the Raider Learning System (policies, procedures and relationships)

    • To assure alignment of individual, departmental, team and organizational learning

    • To define the general learning competencies (knowledge, skills and attitudes) needed for GRCC to be a Learning College focused on increasing student learning success.

2.0 Purpose of the Team (What is this team expected to accomplish?)
To develop a faculty and staff learning system that supports student learning success.

3.0 Decision-making Context and Scope (What level of decision making authority does this team hold?)
RLSLT oversees the faculty and staff learning system at GRCC, assures alignment of learning, and defines the general learning competencies for GRCC faculty and staff. These decisions are made in collaboration with units and teams represented on the RLSLT. The members are responsible for taking a whole systems look at professional development, creating a plan to achieve the system we need, and engaging the various individuals, units and teams in doing the work. Depending on the task, this could involve units such as: bargaining units, the Learning Academy, Human Resources, College Leadership Council, Academic Governing Council, Professional Development Advisory Teams, and Training Solutions.

4.0 Team Goals, Action Projects, and Timelines (How will this team proceed to accomplish their purpose? I.e. What will they do? NOTE: Complete an Action Project template if appropriate)

    • To work collaboratively to ensure that the Faculty and Staff Learning System is well designed and well coordinated.

    • To work with the larger institution to create the systematic supports that will make a faculty and staff development program successful.

    • To support the work of becoming a learning centered college focused on student success..

5.0 Stakeholders and their Key Requirements (For whom is this team doing their work? What do they want?)
Our immediate stakeholders are the faculty and staff. Our ultimate stakeholders are the students and the community. The key “requirement” is professional development. Employees must be professionally competent in specific skills, knowledge and attitudes related to jobs as well as institutional competencies: A balance must be made between institutional and individual needs. RLSLT is working for the organization to ensure that faculty and staff has the skills to achieve our shared goals for increased student learning. Success is measured by improved work performance leading to increased student learning.

6.0 Resources Needed (both people and budget)
The commitment of all areas of the college is necessary to support professional development. This goes beyond the Learning Academy for Faculty and Staff to include all areas. All faculty and staff members must participate in continuing professional development as a component of their job responsibilities. This requires a commitment of people’s time as well as coworker and supervisor support. The time and energy of the members of RLSLT and their willingness to lead efforts to support professional development in their respective areas and teams is critical.

7.0 Troubleshooting Path (How will unresolved issues or roadblocks be handled?)
Unresolved issues will be handled collaboratively. If help is needed, the respective vice presidents will be involved in helping to bring about a resolution.

8.0 Requirements for Integration with other Departments or Teams (How does this Team interface with others doing concurrent work?)
This work integrates with all departments and teams and must be done collaboratively and with clear communication - both sharing information and listening. By design, the work is integrated with other departments (action plans). The work could not get done, literally, without the cooperation of other departments.

9.0 Review Progress (How and when will the work of this team be reviewed?)
The work of this team will be reviewed by CLC - one review point would be when the Michigan Quality Council leadership award application is written. We also communicate progress in College Connection Meetings – monthly.

10.0 Team Leader and Membership Specifications
Team members must be willing to lead efforts to support professional development in their respective areas and teams.

    • Patti Trepkowski

    • Michael Schuler

    • Garret Brand

    • Chris Arnold

    • Cathy Wilson

    • Donna Kragt

    • Kathy McKimmey

    • Tony Myers

    • Pam DeGryse

    • Lorraine Fortuna

    • Fred VanHartesveld

    • Sandra Andrews

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Updated on 27-SEP-07
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