the sait strategic plan · sait is one of eight polytechnic institutes in canada. with a mandate to...

2006–2016

the SAIT STRATEGIC PLAN

Productivity, Innovation, and Growth

If you are planning for a year, sow rice.

If you are planning for a decade, plant trees.

If you are planning for a lifetime, educate people.

- Chinese Proverb

tableof CoNTENTS

Focus and alignment in a world of possibilities 1

Strategic planning approach 3

Bridging the past and the present 6

Blueprint for the future 11

Our vision, mission and core competency 11

Defining our principles and cultural values 12

Strategically positioning SAIT for success 14

Directional priorities, goals and performance measures 17

Strategic scorecard 21

Implementing the SAIT Plan 24

The Management Action Plan (MAP) 24

Resource issues 28

Priority setting 28

Appendices 29

A. How the plan supports government and industry 29

B. Strategic planning definitions 32

The SAIT Strategic PlanProductivity, Innovation, and Growth


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While many believe post-secondary education is in crisis, it also presents a tremendous opportunity for SAIT Polytechnic.

Today a technical education is becoming the first choice for learners attracted by lucrative job and career possibilities for a shorter and more affordable investment of time and money. With the aging population and escalating demands for skilled workers, industry and government leaders see Canada’s future prosperity tied to workforce development, improving productivity, and stimulating innovation. As such, they are committed to enhancing skills training and upgrading, supporting lifelong learning, and encouraging applied research and innovation. They are also increasingly committed to investing in post-secondary education to enhance Canada’s competitive edge in a global environment.

In recognition of this changing landscape, SAIT’s Board of Governors and Executive Management have identified the need to build a new strategic plan to ensure SAIT flourishes in this evolving environment. They have also identified the need to harness SAIT’s expertise and energy in a highly focused way, given the multifaceted nature of a polytechnic institution. The outcome is this new plan, developed with extensive research, consultation, and stakeholder input. Designed to focus and align the organization, the plan highlights the urgency to work together towards a common purpose.

The SAIT Plan is a ten-year plan for achieving one clear outcome: to be a leader in learning with a strong entrepreneurial outlook and world-class service culture. This outcome will be achieved by collectively working to increase productivity, embrace innovation, and effectively manage growth. In the initial phase of the plan, the

focus and alignment IN A WoRLD of PoSSIBILITIES

focus is to increase capacity to take in more learners, to renew the campus with world-class facilities, technology and equipment, and to develop curriculum and teaching outcomes that align with industry needs. The focus will then shift to attain best practice standards in credentials, e-Learning, educational modelling, and corporate training. In the final phase of the plan, the focus will be on applied research, technology adoption and commercialization, and internationalization and diversity.

SAIT’s history reflects the best of Alberta’s heritage. From its inception at the turn of the last century to the complex challenges of a brand new century, SAIT has continually built a legacy based on the perseverance, determination, and pioneering spirit of people who believe in possibilities. This strategic plan builds on that strong legacy. It was developed with the input and guidance of many dedicated people who see great possibilities for SAIT in the decade ahead. New learning models, an increasingly competitive global community, enormous human capital demands, and rapidly advancing technologies — the journey forward will require all of the admirable traits of those early pioneers as well as new attributes like productivity, collaboration, and innovation.

Our aim is for the next chapter in SAIT’s history to highlight inspired and purposeful accomplishments. This plan is SAIT’s focus on productivity, innovation, and growth in the decade ahead to 2016, when the community celebrates SAIT’s 100th birthday. It describes the journey SAIT Polytechnic plans to travel to reach its ultimate destination — Canada’s premier polytechnic.

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SAIT was established in 1916 as one of the first publicly funded technical institutes in North America.

The SAIT Plan – to be a leader in learning with a strong entrepreneurial outlook and world-class service culture.


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About the SAIT Plan

The Institutional Planning Project was launched in March 2005 to identify the pressures driving the post-secondary environment and to develop a comprehensive plan that maximizes SAIT’s contribution to the community it serves. Initiated by the Board of Governors and the Executive Management Committee, the goal of the project was to create focus and alignment by establishing clear priorities for the future.

To build internal alignment, the SAIT Plan builds on past institutional and divisional plans. The planning process involved an extensive data gathering process to assess the external environment and identify significant issues. The SAIT Plan presents the vision, mission, core competency, principles, and cultural values of the institution. It focuses on priority directions, goals, strategic objectives, and performance measures and targets for the next 10-year period. Consequently, the Plan does not focus on many ongoing activities underway at SAIT. This does not diminish the importance of these activities, as they all contribute to achieving SAIT Polytechnic’s vision and mission.

To ensure focus, the SAIT Plan identifies 3 priority directions, 6 goals, and 27 strategic objectives, which are highlighted in the pages that follow and detailed in the Management Action Plan (MAP). The implementation of the MAP will require realignment of resources and the addition of new resources. These adjustments will be identified following in-depth analysis of the strategic objectives and will be managed through the annual budget process.

strategicPLANNING APPRoACH

Communication and stakeholder engagement

At the outset of the planning process, input from both internal and external stakeholders was collected through surveys, one-on-ones, and group interviews. The stakeholders involved include the following groups:

nBoard of Governors

n Executive Management Committee

n Management Council

n Academic Coordinators

n Faculty and Staff

n SAIT Academic Faculty Association (SAFA) Executive

n Alberta Union of Provincial Employees (AUPE) Executive

n Administrative, Professional, Technical (APT)

n SAIT Students’ Association (SAITSA) and Student Council

n Current Learners

n Alumni

In order to build alignment with a broad cross-section of stakeholders, a detailed communication and stakeholder engagement plan was designed at the outset of the planning process and implemented over the past year.

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Strategic Plan(2016)

10-year horizon Reviewed every 3-5 years

Vision

Mission & Core Competency

Principles & Cultural Values

Directional Priorities & Goals

Performance Measures and Targets

Management Action Plan (MAP)1-5 year horizon

Reviewed annually

Strategic Priorities and objectives

Strategies (1-5 years)Actions

Performance Indicators and Targets

AccountabilitiesResource Requirements

BenchmarksBudget

Business Plan4-year horizon

Reviewed annually

Institutional Context

opportunities & Challenges

focus

Goals, outcomes, and Performance Measures

Alignment with Government Priorities

Budget forecast

Tuition fees and Enrolment Projections

A continuous planning system

In past years, SAIT Polytechnic has conducted formal strategic planning efforts to establish multi-year, organization-wide directions and priorities. Fundamental to this planning process is a gap analysis of the current environment and future directions developed in response to four basic questions:

n Where are we today?

n Where do we want to be?

n How do we get there?

n How do we measure our progress?

The three outcomes of SAIT’s continuous planning system are:

n the Strategic Plan

n the Management Action Plan

n the Business Plan

The Directional Priorities and Goals drive the Management Action Plan.

This approach was also used to develop the SAIT Plan with its ten-year outlook. The Board of Governors will steward this process, which reviews the plan every three to five years. The Management Action Plan (MAP), integrally linked to the SAIT Strategic Plan, focuses on actionable operational priorities and is reviewed by SAIT Management on an annual basis. In addition, a four-year business plan is submitted annually to Advanced Education to ensure that the Government of Alberta is well informed of SAIT Polytechnic’s plans and initiatives. Together, these documents provide clear focus and alignment for strategic and operational plans and activities.



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Institutional Planning Timeline 2005-2006

Establish project parameters February - March 2005

Engage stakeholders March 2005 - February 2006

Gather data and complete situation assessment

May - September 2005

Develop planning system September - October 2005

Create and refine strategic planning framework

September - December 2005

Create and refine Management Action Plan

December 2005 - February 2006

Finalize SAIT Strategic Plan March - April 2006

Establish Management Action Plan March - April 2006

Implement Plan Ongoing

Institutional planning process

The institutional planning process was led by the President and CEO and a steering team composed of members of SAIT’s Executive Management Committee (EMC). A small but dedicated team of planners worked in close collaboration with EMC and members of Management Council, including Deans and Directors, to incorporate stakeholder input throughout the development of the SAIT Plan. Ultimately, the SAIT Plan provides strategic focus and alignment that, combined with daily activities, will propel the organization toward achieving its vision.

Government and industry perspectives

Given that almost half of SAIT’s funding is provided by the provincial government, another touchstone of the planning process was a review of the Alberta Government’s vision document and its strategic plan, as well as strategic planning documents from Alberta Advanced Education. (refer to Appendix A on page 29)

SAIT Polytechnic also relies on funding and support from industry, generating significant revenue from corporate and international training contracts, research and development projects, and donations. Therefore, the Plan also takes into consideration the current and projected needs of industry in terms of labour shortages and workforce development.


Consolidated Revenues (2005)$202.1 Million

Consolidated revenues from government, earned revenue, and tuition fees.

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bridgingTHE PAST AND THE PRESENT

Building on a strong foundation

Established in 1916 as the Provincial Institute of Technology and Art (PITA), SAIT Polytechnic has a rich and distinguished record of achievement. In close partnership with business and industry, SAIT has delivered relevant, applied training and workplace skills for over 90 years. Over that period, SAIT faculty and staff have made impressive achievements, including:

n The first polytechnic established in Canada

n One of the first publicly funded technical institutes in North America

n One of three worldwide Exxon Mobil preferred training vendors

n The first Fieldbus certified training centre in Canada—one of five sites worldwide

n The first rail training centre in Canada

n The first aviation centre at an airport with airside access to an international airport’s runways

n The first Xerox Records Management program for Aboriginals

n The first Centre for Advanced Patient Care Simulation in Canada to include an ambulance as part of training

n Recipient of largest donation by an individual to a Canadian polytechnic

n The only polytechnic in Canada with a Trades Teaching Chair

n One of the first Canadian institutes to work in other countries, including China, Kazakhstan, and Russia

SAIT is one of eight polytechnic institutes in Canada. With a mandate to deliver a broad and comprehensive range of technical and applied arts programming, over 2,000 faculty and staff manage the delivery of 4 applied degrees, 60 diploma and certificate programs, 33 apprenticeship programs, and 2,100 domestic and international continuing education and customized training courses. Operating revenues for the 2004/2005 fiscal year were over $200 million.

While SAIT has expertise in many areas, its distinctive focus is on the energy sector. Building on its industry perspective and reputation for quality training in energy and trades, SAIT’s current portfolio also includes construction, business, communications, culinary arts, English language skills, health and safety, information technology, manufacturing, media, tourism, and transportation. The institution generates $418 million in economic activity, and indirectly creates 12,000 jobs.

SAIT leverages its Alberta-based program offerings and relationships throughout Canada and the world. Serving more than 150 corporate clients with customized training programs, SAIT provides exposure to improved technologies and expertise essential for training learners for a global marketplace. SAIT actively pursues the development of training partnerships with external organizations, including other post-secondary institutions, employers, and professional associations. SAIT Polytechnic currently provides training in 23 countries and operates campuses in Kazakhstan and the United Arab Emirates.


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The times they are changing

The new economy, characterized by global competition, advancing technology, information, and communication, continues to transform the world around us. The digital age has created an interconnected flat world in which speed, agility, flexibility, and value are the new cornerstones for success. Businesses have been dramatically restructured from hierarchical to networked organizations to serve ever-more demanding and intelligent customers. In shifting their tightly held span of control, businesses are empowering their people to be innovative, to react to opportunities in real time, and to focus on delivering value to their customers.

Education is not immune to these powerful changes. In fact, the implications of the new economy for post-secondary institutions are enormous: commercialization to reduce reliance on government funding, global reach and online delivery, lifelong learning, changing demographics, and increasing competition for learners, faculty, funding, and private donations. To survive, thrive, and flourish in this fast-paced, highly competitive, flat world, SAIT continues to transform itself from a regionally based technical school to a world-class learning enterprise known for the effective integration of learning with technology and the advancement and adoption of applied technology.

To achieve this goal, SAIT will become more focused and aligned, more responsive and flexible, more collaborative and, at the same time, more competitive. We will enhance learning and educate new and more diverse learner groups. We will develop world-class facilities and capitalize on new technology. We will find new and innovative ways to serve employers, industry, and our community.

And we will make the hard decisions about the allocation of scarce resources.

Strategic change is about acting on our vision. It involves structural changes to curricula, teaching and delivery models, and learning and assessment practices. It addresses cultural change as we behave and interact differently with one another and with stakeholders, building new types of collaborative and competitive relationships. We do not underestimate the challenge of strategic change for a large, complex institution like SAIT. By challenging our people to think differently, engaging them in continuous campus-wide conversations, and establishing cross-divisional and departmental task teams, this Plan sets the foundation for continued success in the decade ahead.

The development of the SAIT Plan is already challenging our people to think differently. Ultimately, our aim is to successfully transform SAIT from a one-size-fits-all institution to a more agile, responsive, innovative learning enterprise that responds proactively to changing learner needs and industry demands for graduates and workplace training. Given that backdrop, this Plan is our blueprint for managing change and embracing new economic realities.

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Scanning the horizon for insight

At the outset of the planning process, a comprehensive situation assessment was completed. The process involved a review of successful post-secondary transformations, market-responsive community colleges, and award-winning institutions, as well as existing research, statistics, and current SAIT plans. A scan of the external environment was completed along with a review of other post-secondary institutions with a particular focus on best practices in polytechnic education, energy, e-Learning, technology, and trades.

The environmental scan examined socioeconomic, business, technological, political, and post-secondary trends. A wide variety of sources, such as Statistics Canada, the Conference Board of Canada, Calgary Economic Development, the League for Innovation in the Community Colleges, and the Society for College and University Planning, were consulted in the scanning effort. Key implications of these trends include:

n we must expand capacity to address changing demographics and labour demands

n we must become fast and flexible to respond to market developments

n our graduates must achieve globally recognized standards and credentials

n we must focus on our core competence to distinguish SAIT in a highly competitive global market

n we must have a comprehensive technology strategy to maintain a competitive edge

n we can be more proactive in ensuring that Alberta is a leader in post-secondary technical education

n we must address the needs of a changing workforce and aggressively compete for resources

How SAIT Polytechnic compares to other institutions

As part of the situation assessment, a broad review of other post-secondary institutions and a more comprehensive examination of select institutions revealed important insights. For example, we have strong similarities with other post-secondary institutions, particularly Polytechnics Canada members, formerly the Association of Canadian Public Polytechnic Institutes, or ACPPI. While many Alberta-based institutions focus on energy, it is a distinguishing feature for SAIT among Polytechnics Canada members and public post-secondary institutions worldwide. Interestingly, three other polytechnic institutions claim they are Canada’s premier polytechnic.

Most Canadian institutes also have a corporate and/or international training function. Specific areas of expertise generally align with the needs of the local and regional business communities. Given the concentration of head offices located in Calgary and the multinational scope of these companies, SAIT partners with a range of employers to deliver employee training and workforce and career development here and abroad.

Emulating the private sector, SAIT has an open door philosophy towards partnerships and opportunities. To this end, the Institute has a track record of effective partnerships and alliances, competing and/



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Progress towards SAIT’s vision

Strategic plans have resulted in major milestones.

or collaborating with other education and training providers where and when appropriate. One example is eCampusAlberta, where SAIT collaborates with Alberta-based colleges and universities to deliver online learning. At the same time, SAIT successfully competes with local and Canadian organizations to deliver international training in select countries worldwide.

Identifying internal strengths and capabilities

To complete the situation assessment, an extensive collection of research, performance indicators, and data was compiled in a series of white papers on key topics. Following a review of these papers, a gap analysis was completed and the following significant implications were identified:

n we need to consistently deliver quality results

n we can better address learner needs and improve satisfaction rates

n we need a streamlined approach to developing new programs

n we must create an engaging, dynamic environment for our employees

n we must increase our capacity to address market demand

While this situation assessment represents a snapshot in time, the research conducted for the environmental scan, competitive positioning, and internal review provides a solid foundation for the SAIT Plan.

1995

1997

1998

1999

2000

2001

2002

2003

2004

2005

2006

‘Shaping Our Future’Strategic Plan 1995

‘Business Case of Our Vision’1999

‘Canada’s Institute of Advanced Technology’ Strategic Plan 2000 – 2010

‘Productivity, Innovation, and Growth’ Strategic Plan 2006 – 2016

Applied Degrees

Technology Enhancement Program (TEP) / Laptop Initiative

Customer Services Redesign

Organizational RestructuringISO 9001 Registration

Innovation and Technology Development Office

Invest in Technology Campaign

Enrolment Management

eCampusAlberta

Expansion Project

Global Education Network

Campus CalgaryCentre for Advanced Diagnostic Imaging and Advanced Patient Care Simulation

Art Smith Aero Centre

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The new SAIT residence will open in August 2007 replacing Owasina Hall which was built in 1972.


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blueprintfoR THE fUTURE

Our vision, mission and core competency

The organizational philosophy sets the context for our strategic planSAIT’s organizational philosophy is defined by our vision, mission, core competency, principles, and cultural values. These critical elements describe who we are, what we want to achieve, and what will guide our decision-making and management approach on a daily basis. The vision sets out the ideal state that we want to achieve. The mission identifies our purpose. Combined, the vision and mission set the context for the development and evaluation of directional priorities, goals, and performance measures.

Our Vision is sharply focusedDeveloped and approved in 2004, SAIT’s vision is:

To be recognized as Canada’s premier polytechnic, one of the world’s finest, setting the standard in education, training and innovation

In other words, our vision is to become the leading multidisciplinary post-secondary institute in Canada known for applied learning, innovation, and applied research. To accomplish this vision, we will leverage our passion for innovation and technology to define new global standards in learning, employee training, and technology adoption and commercialization. We will pursue challenges and opportunities with an entrepreneurial spirit and can-do attitude. Our learners will gain value from their SAIT experience and our employees will be fully engaged in a dynamic, fulfilling, and stimulating work environment.

Our Mission stands the test of timeEstablished in the mid 1980s, the SAIT mission stands the test of time. Effectively identifying the nature and scope of our business, the mission states that:

SAIT shall be an innovative organization equipping people to compete successfully in the changing world of work by providing relevant, skill-oriented education

The driver of that mission and the feature that most clearly distinguishes SAIT from other post-secondary institutions is our core competency.

Our Core Competency harmonizes SAIT strategyOur core competency – transforming lives by integrating learning with technology – harmonizes all we do, drives SAIT initiatives, and is fundamental to decision-making. Developed through extensive input and discussion, our core competency describes what makes us unique, what generates our greatest value, and what most unites and excites our people.

We transform the lives of young people who want to find a job or launch a career, workplace learners who want to upgrade or change careers, employees who want to enhance their value to their company, and lifelong learners who want personal fulfillment. We integrate learning with technology by facilitating learning through the relevant use of technology in teaching, applied research projects, partnerships, and technology development, adoption and commercialization. Throughout the SAIT plan, our focus and alignment around this core competency provides clarity of purpose and helps fuel our progress.

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Defining our principles and cultural values

Walking our talk in a global communityThe very nature of a polytechnic is multifaceted and multidisciplinary. Given these complexities, it is essential for SAIT to clearly articulate what we stand for and how we conduct our business. To this end, an extensive review was compiled regarding organizational values and principles with respect to ethical conduct. This process included a literature search to identify world-class practices and an analysis of how local companies we admire manage business ethics. With an external perspective in hand, discussions with a broad cross-section of faculty and staff were initiated to help us understand and identify the unique attributes important to SAIT Polytechnic today and in the future.

What we learned is that a global standard for business ethics is emerging. This standard, relevant to our graduates who increasingly work in a global marketplace and to the many employers who hire our graduates, forms the foundation for SAIT Polytechnic’s Code of Ethics. It encompasses the following principles:

Fairness – We treat people fairly and equitably, provide equal employment opportunities, and engage in fair competition.

Integrity – We carry out SAIT business with honesty, integrity, and due diligence. We honour our commitments, are accountable for our actions, and follow through on promises and agreements.

Respect – We respect the dignity and human rights of people. We provide a safe environment where people can speak freely. We enhance human development in the workplace, the marketplace, and the community.

Safety – We foster positive health practices and ensure safe, secure, and environmentally sound working and learning environments.

Transparency – We work and communicate in a truthful, open manner, we disclose information in a timely way respecting confidentiality and privacy, and we engage in transparent accounting and financial reporting.

Building on these principles, the following statement describes SAIT’s cultural values in terms of what we believe as an educational institution and as an employer:

We value People, Learning, an Entrepreneurial Spirit, Technology and Innovation

We value People

n We value our learners and are wholly focused on their success

n We value the people who work with us and for us. Their knowledge, expertise, dedication, and commitment are fundamental to delivering on our promises and commitments

n We value our friends and partners in industry and government. Their guidance and support ensure we can be the best we dream to be

n We value our alumni, who help us understand the benefits of lifelong and mutually supportive relationships


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We value Learning

n We value academic excellence, quality improvement, and the application of innovative learning approaches

n Our learners benefit from the delivery of consistently high standards in collaborative integrated learning

n Our people benefit from ongoing organizational and personal learning opportunities

n We embrace opportunities that support lifelong learning for learners and employees

n We strive to continuously improve learning models and delivery systems for the benefit of our learners

We value an Entrepreneurial Spirit

n We encourage agility, collaboration, and perseverance in our delivery of quality education and training

n We have a can-do attitude with a focus on the future

n We adhere to quality business practices that align with those of our industry partners

We value Technology and Innovation

n We value innovative approaches in all that we do

n We value technology as an enabling tool for the creation and delivery of innovative courses and programs

n We use technology to enable our people to work more effectively and deliver high-quality results

n We collaborate with learners and business partners to enhance technology adoption and commercialization

Together, our principles and cultural values align with the SAIT Code of Ethics, forming the fundamental beliefs that guide our decisions, affirm our collective priorities. These are the standard upon which our stakeholders can rely.

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Strategically positioning SAIT for success

Where are we today?SAIT Polytechnic is one of two publicly funded institutes of technology in Alberta and one of eight polytechnics across Canada offering a full spectrum of credentials, from apprenticeships to certificates, diplomas, and select applied degrees. Energy is our primary area of distinction.

SAIT’s portfolio also includes programs and courses in Business, Communications, Media and Broadcast, Health and Safety, Information Technology, Construction, Manufacturing, Hospitality and Tourism, Culinary Arts, Trades, and Transportation.

Funded in part by the Government of Alberta, SAIT has established a track record for generating revenue in workforce development programs, customized employer training, and energy-related international training. Industry-relevant instructors currently teach within the traditional classroom setting, while some programs are enhanced by laptop learning and some offer integrated Internet delivery. Initiatives are underway to launch and expand market-relevant applied and baccalaureate degree programs. Applied research and technology commercialization are currently in their early stages of development.

Nonetheless, the impact of funding reductions over the past decade continue to resonate given SAIT’s aging and end-of-life facilities and equipment. While e-Learning is part of SAIT’s plan, it enhances learning and does not replace the traditional face-to-face experience. Looking forward, SAIT faces a significant dilemma. We have the capability and track record to address the shortage of skilled workers by substantially

increasing the intake of apprentices, K-12 students, Aboriginals, female learners, migrants, and immigrants. However, SAIT faces two main obstacles: lack of operational funding to open new seats for learners and lack of appropriate space, technology and equipment.

While SAIT is recognized for the development and delivery of industry relevant skills training locally, regionally, and internationally, it cannot rely on past achievements to address new realities. SAIT’s future success will be measured by its ability to enhance human productivity, streamline operations, and absorb or acquire innovation to drive itself into the marketplace.

Where do we want to be by 2016?In the short term, SAIT will work with governments and industry to continuously deliver skilled graduates into the workforce. Partnerships with corporate clients and employers will be strengthened to enhance employee training programs and generate new revenues. However, the potential for substantially increasing graduates and skilled workers directly correlates with a reinvestment in SAIT facilities, equipment, and technology. To this end, business plans have been developed for renewing areas of campus where demand is greatest. Dialogue with governments and industry leaders is ongoing to build awareness and support for SAIT’s short and longer term infrastructure needs.

SAIT management is also focusing on streamlining operations, improving service delivery, and optimizing systems and processes to realize efficiencies and enhance productivity. In collaboration with industry, faculty are working to improve instructional quality through


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technology integration and enhanced curriculum development. The outcome of these initiatives will ensure that SAIT is well positioned to anticipate learner, business and industry demands and to respond with maximum flexibility and efficiency. Growth in numbers of new learners and corporate clients will be well managed as new facilities, equipment and technology are available.

With improved operational efficiencies and increased productivity, the focus will shift to increasing SAIT capabilities to world-class best practice standards in credentials, e-Learning, educational modelling, and corporate training. Through strategic alliances and partnerships, SAIT will extend its expertise and reach in applied research, technology adoption and commercialization, and internationalization and diversity.

As SAIT celebrates its 100th birthday in 2016, its vision to be a world-class polytechnic that is a first choice for post-secondary, career and lifelong learners and corporate clients will be achieved. SAIT will be an agile, responsive, innovative learning enterprise that proactively addresses evolving learner, business and industry needs. A highly collaborative, productive, and engaged workforce will be challenged by new opportunities, sharing its knowledge and expertise around the globe. SAIT Polytechnic will be recognized for developing new learning models, enhancing teaching methods through the integration of relevant technology, and creating new synergies as trades, technology, and professions converge. Practical research and technology adoption will be embedded into our programs. Innovation will be a cornerstone of our business philosophy.

How will we get there?To bridge the gap between now and 2016, SAIT must become a leader in learning. It must take on an entrepreneurial style and outlook. And it must develop a world-class service culture. By focusing on these three directional priorities, SAIT will achieve its place as Canada’s leading polytechnic.

What will it take to become a leader in learning?In some respects, SAIT is already a leader in learning in select courses and programs, particularly those where learning is enhanced using simulations and real-world equipment. For the most part, SAIT instructors combine industry experience with accepted teaching methods to provide valuable learning outcomes. However, these strengths must become the SAIT standard of excellence, which will require an investment of time, energy, and money in people, facilities, technology, best practice methodologies, and curriculum development.

How can we build an entrepreneurial style and outlook? Developing an entrepreneurial style and outlook isn’t a stretch for many SAIT employees. Working in close association with business and industry leaders over the years, employing a majority of instructors with industry experience, and successfully generating revenues from entrepreneurial activities, SAIT is well positioned to leverage these strengths in a more systematic way. This will involve new reward systems, enhanced performance recognition and standards, and an emphasis on star and steady performers. The culture must nurture and encourage inventiveness, innovative thinking, collaborative knowledge sharing, and can-do attitudes and solutions.

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What would a world-class service culture look like?Of the three priorities, the creation of a world-class service culture likely presents the toughest challenge. Like many established educational institutions, SAIT is a large, complex organization bound by collective agreements and characterized by divisional and departmental silos, competing subcultures, and deep-rooted attitudes, systems, and processes. While some believe SAIT will survive the fundamental socioeconomic and technological changes now underway, others believe SAIT’s future success rests entirely on its ability to balance quality, speed, and flexibility. Achieving a culture driven by excellence in service and quality that is also distinctive and world-class requires new behaviours, systems, and skills. It necessitates creating the right strategies, measuring the real cost of service quality, inspiring people, rewarding the right behaviours, and encouraging ownership and risk.

How do we tackle these three directional priorities? First, awareness, understanding, and support for the SAIT Plan and the three directional priorities must be created through effective communication strategies and stakeholder engagement. Second, a sense of urgency must be created by announcing dedicated cross-functional teams to identify and map core processes related to these three priorities. For example, a team of financial and information systems employees could be charged with the task of developing realistic plans to automate processes through which time, savings, and productivity improvements could be realized. Teams will be charged with specific tasks, timelines, and desired outcomes in terms of recommending improvements or wholesale change as needed. Finally, the Board and Management team will need to resource and act on recommendations in alignment with the SAIT Plan, the Management Action Plan, and the annual budget process.

The journey beginsAny journey begins with a first step. Therefore, the SAIT Plan is designed to ensure we walk before we run. While the ten-year horizon represents a marathon, the first leg of the journey (2006–2008) focuses on Board-identified priorities, including increasing capacity, addressing access issues, improving curriculum and instructional performance, and advocating SAIT plans to stakeholders. From an operational perspective, management will focus on productivity and service improvements. During the second leg of the journey (2009–2012) the focus will be to leverage best practice standards in credentials, e-Learning, educational modelling, and corporate training. Beyond 2012, SAIT will manage growth in a regional, national, and international context and will be well positioned to realize progress in applied research, technology adoption and commercialization, and internationalization and diversity.


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Directional priorities, goals, and performance measures

To ensure focus and alignment, we will fulfill our vision by addressing the following three directional priorities and six goals. Progress will be monitored by performance measures for each directional priority.

Directional Priority: Leader in LearningThe Leader in Learning directional priority encompasses learner focus to ensure positive learner experiences and learning centred to focus on successful educational outcomes and results. Two goals have been established for this directional priority:

Goal 1: We set the standard for academic excellence in learning and applied research

Goal 2: We provide an engaging learner experience so our learners and alumni are proud lifelong SAIT advocates and supporters

Performance Measuresn Learner and Graduate Success

n Learner/Graduate Satisfaction and Alumni Loyalty

Directional Priority: Leader in Learning

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Directional Priority: Entrepreneurial OutlookAn Entrepreneurial Outlook reflects the close alignment between industry needs and labour demands to anticipate and deliver industry-relevant education and training for learners. It also leverages SAIT’s can-do attitude, thereby eliminating barriers to progress. Two goals have been established to address this directional priority:

Goal 3: We develop and deliver market-focused education, training, and technology adoption

Goal 4: We build long-term connections that leverage community expertise and resources

Performance Measuresn Market Needs

n Effective Partnerships

Directional Priority: Entrepreneurial Outlook


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Directional Priority: World-Class Service Culture World-Class Service Culture requires a commitment to treat learners, employers, and employees as valuable assets and customers. Service excellence defines reputation and impacts bottom-line results through increased satisfaction and retention. There are two goals for this directional priority:

Goal 5: We manage our infrastructure to maximize sustainability and create flexible working and learning environments

Goal 6: We engage our people in a continuous learning culture

Performance Measuresn Satisfaction with Service, Facilities, and Technology

n Employee Survey

Directional Priority: World-Class Service Culture

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The SAIT Plan targets three directional priorities: leader in learning, entrepreneurial outlook, and world-class service culture. It identifies six goals:n Academic Excellencen Learner Experiencen Stakeholder/Market Focusn Community Connectionsn Infrastructure Managementn People and Culture

Directional Priorities and Goals


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Strategic Scorecard

The following scorecard of performance measures enables the Board and SAIT management to monitor progress in achieving the Plan’s directional priorities and goals. These high-level targets are aligned with the ten-year strategic plan, which will be reviewed in three to five years.

Success will be measured through the perspectives of key stakeholders: learners, clients, and employees. SAIT will grow by focusing on learners, because their loyalty is the foundation for the future. SAIT will focus on learners’ perspectives, while taking into account both the external environment (client perspective) and the internal environment (employee perspective).

The scorecard aligns to the 3 directional priorities and 6 goals, while measuring progress on all 27 strategic objectives. The aim is to make continuous progress towards reaching all of these targets within ten years, while focusing on making intensive progress in the priorities set by the Board each year.

Performance Measures and Targets

Learner Perspective

Learners remain loyal to SAIT because they are successful and satisfied with their SAIT education and experience.

Learner and Graduate Success

Teaching ExcellenceIncreased percentage of learners feel their knowledge has increased; 95% course completion rate; 95% of SAIT apprentices are successful


on the provincial exam; quality of instruction is one of the top factors influencing learners to choose SAIT

Curriculum ExcellenceLearning outcomes align with learner and industry needs

e-LearningEnhanced learning; increased number of learners experiencing e-Learning

Credentials, Accreditation, and ArticulationIncreased credentials offered (within polytechnic continuum); increased percentage of programs with articulation agreements; increased learner usage of articulation agreements

Innovation & Applied ResearchIncreased number and scope of learners and faculty involved in applied research; increased philanthropic investment into applied research

Learner/Graduate Satisfaction and Alumni Loyalty

Learner SatisfactionPlace, provincially, in the top five institutions for learner satisfaction; 85% learner satisfaction with courses, programs and quality of instruction; 85% graduate satisfaction with programs and quality of instruction; 85% graduate satisfaction with the relevancy of courses; increased learner satisfaction with use and relevancy of technology in learning

Enrolment Management75% program completion rate

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Internationalization and DiversityIncreased percentage and growth percentage in learner diversity

Lifelong Commitment50% of new graduates remain actively involved in SAIT

Client Perspective

Employer and government needs are addressed.

Market Needs

AccessAnnually graduate 7,500 learners and train 12,000 apprentices; increased number of lifelong learners and number of employees and prospective employees trained for corporate clients; increased Full Load Equivalents (FLEs) and reduced number of qualified applicants turned away

Workforce DevelopmentNumber of graduates align to industry needs (by industry sector and job classifications)

Program Relevancy and Positioning85% of graduates attain related employment; 95% employer satisfaction with SAIT graduates; increased program fill rates

Employer NeedsIncreased percentage corporate client retention; increased percentage business development (new clients); 95% client satisfaction; increased gross revenue, net revenue and market share

Institutional PositioningPositioned as Canada’s premier polytechnic, known as a leader in learning with a strong entrepreneurial outlook and world-class service culture

International PositioningIncreased percentage business development (new clients); 95% client satisfaction; increased gross revenue, net revenue and market share

Technology Adoption and CommercializationIncreased number of prototypes and implemented projects

Effective Partnerships

Government AdvocacyGovernment approvals and funding align with SAIT proposals

Philanthropic DevelopmentIncrease in funds raised for reinvestment into SAIT; Strategic Donor Plan success

Strategic Alliances and PartnershipsStrategic Alliance and Partner Plan success

Employee Perspective

SAIT is an employer of choice because of its positive culture and working environment.

Satisfaction with Service, Facilities, and Technology

Capacity and RenewalReduced percentage of deferred maintenance relative to assets


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Business Technology ManagementImproved learner satisfaction with technology integration; increased employee productivity

Long-Range PlanningLong-range strategy established and reviewed annually

Operating EfficienciesSurplus funds available for reinvestment into SAIT; lower operating cost per square foot; increased utilization rates

Employee Survey

Employee Recruitment and RetentionReduced position vacancy rate; reduced turnover rate

Employee EngagementSAIT Employee Survey results higher than the North American average

Organizational Leadership and TeamworkIncreased development of leadership skills; increased number of successful internal candidates for job postings

Health, Safety, and SecurityAttain Certificate of Recognition (COR); improved results on annual Health, Safety and Environment report


The Strategic Scorecard measures progress of the three

directional priorities and six goals.

Strategic Scorecard

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The Management Action PlanThe Management Action Plan (MAP) is designed to provide in-depth strategies and action plans that align with the SAIT Strategic Plan. The MAP focuses on a one to five-year horizon and includes strategies, actions, accountabilities, resource requirements, performance indicators and benchmarks. Largely the purview of management, MAP is reviewed and adjusted on an annual basis to reflect budget constraints, market demands, government funding, and emerging opportunities.

The process for developing each of the 27 strategic objectives includes a three-step approach: a current assessment to identify strengths, challenges and opportunities; a gap analysis to explore where we are today, where we want to be in 2016 and how we intend to get there; and action plans that detail who is accountable, what resources are required and what indicators will be monitored to ensure progress.

A Management Scorecard that links to the Strategic Scorecard has been developed for monitoring and assessing in-depth progress on the 27 strategic objectives.

Directional Priority: Leader in Learning

Goal 1: Academic Excellence

We set the standard for academic excellence in learning and applied research

Strategic Priorities and Objectives

1.1 Teaching Excellence: An environment and system for teaching excellence

1.2 Curriculum Excellence: Quality, interactive curricula that meet learner and industry needs

1.3 e-Learning: e-Learning methodologies that enhance learner success and address industry needs

1.4 Credentials, Accreditation, and Articulation: Credentials that ensure learner advancement and are valued by employers

1.5 Innovation and Applied Research: A polytechnic leadership position for innovation in applied research

implementingTHE SAIT PLAN


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Goal 2: Learner Experience

We create an engaging learning experience so learners and alumni are proud, lifelong SAIT advocates and supporters


2.1 Learner Satisfaction: A culture that is focused on learner satisfaction

2.2 Enrolment Management: A recruitment model for managing growth and retention

2.3 Internationalization and Diversity: A diverse culture and expanded international initiatives

2.4 Lifelong Commitment: Strong long-term stakeholder commitment to SAIT

Entrepreneurial Outlook

Goal 3: Stakeholder/Market Focus

We develop and deliver market-focused education, training, and technology adoption


3.1 Access: Growth to accommodate more learners while focusing on quality and satisfaction

3.2 Workforce Development: Industry-relevant programs and courses that deliver skilled workers into the Alberta market

3.3 Program Relevancy and Positioning: Program mix, courses, and training products that meet learner and industry needs

3.4 Employer Needs: Custom programs and courses to meet the needs of Canadian employers

3.5 Institutional Positioning: SAIT differentiates itself from other education and training providers in Canada

3.6 International Positioning: SAIT differentiates itself from other education and training providers in select international markets

3.7 Technology Adoption and Commercialization: Innovation creates new enterprise

Goal 4: Community Connections

We build long-term connections that leverage community expertise and resources


4.1 Government Advocacy: Governments support SAIT’s strategic priorities

4.2 Philanthropic Development: Mutually beneficial and supportive philanthropic relationships are developed and leveraged

4.3 Strategic Alliances and Partnerships: Strategic alliances and partnerships enable SAIT to extend its scope and influence


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World-Class Service Culture

Goal 5: Infrastructure Management

We manage our infrastructure to maximize sustainability and create flexible working and learning environments


5.1 Capacity and Renewal: Aging infrastructure and deferred maintenance issues are addressed

5.2 Business Technology Management: Strategic investments in relevant technology that build learner advantage

5.3 Long-Range Planning: Long-range infrastructure management systems are developed

5.4 Operating Efficiencies: Infrastructure systems are optimized

Goal 6: People and Culture

We engage our people in a continuous learning culture


6.1 Employee Recruitment and Retention: High-performing employees are recruited and retained

6.2 Employee Engagement: Employees are engaged in the work environment

6.3. Organizational Leadership and Teamwork: Leaders and teams are developed and mentored through collaboration, education, and training

6.4 Health, Safety, and Security: Working and learning environments support employees and provide learners with related workplace skills



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Strategic Framework

The Strategic Framework includes 3 directional priorities, 6 goals, and 27 objectives. The strategic priorities and objectives are detailed in SAIT’s Management Action Plan.

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The SAIT Plan will be implemented over a ten year period, from 2006 to 2016. It will provide a framework for allocating resources, starting in the 2007 budget cycle. It will guide us in adjusting or setting new priorities, and will help us focus on the areas that generate the greatest gains toward achieving our vision.

Resource issues

We may be constrained by the availability of resources to support our regular program activities and the strategic activities contained in this Plan. Therefore, we will identify innovative ways to attract, mentor and retain qualified staff, filling our vacancies as quickly as possible with the right people. We will also work with our external stakeholders to identify additional funding resources and augment our initiatives through collaborative efforts.

Priority setting

In order to use our limited resources as effectively as possible, we will establish clear priorities on an annual basis in alignment with the SAIT Plan. We will set these priorities using agreed-upon criteria and will assess them regularly to ensure they reflect changes in our internal and external environments. We will effectively communicate these priorities so that we can all adjust our work plans accordingly.



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appendicesa. how the plan

SUPPoRTS GoVERNMENT AND INDUSTRy

Aligning with the Government of Alberta

The Alberta Government’s strategic plan, ‘Today’s Opportunities, Tomorrow’s Promise’, provides a twenty-year perspective by establishing a vision for the future, identifying four opportunities for maximizing Alberta’s potential, and highlighting strategies for addressing these opportunities. This plan has been used as important input to the development of the SAIT Plan.

The vision of the Government is: “A vibrant and prosperous province where Albertans enjoy a superior quality of life and are confident about the future for themselves and their children.” As one of Alberta’s oldest post-secondary institutions, we share that vision of a future where people can realize their full potential and create and capitalize on new opportunities. Similarly, the four opportunities summarized in the Alberta plan have been incorporated into SAIT’s outlook and strategic plan. Unleashing innovation, leading in learning, competing in the global marketplace, and making Alberta the best place to live, work and visit are themes that clearly resonate at SAIT and align closely with our strategic initiatives.

Unleashing innovationThe Alberta plan acknowledges the need to expand the provincial economy beyond natural resources by enhancing the value of manufactured goods and business services, foster knowledge-based sectors, and advance research and development opportunities to achieve growth. Given SAIT’s close alignment with business and industry, initiatives in the SAIT plan specifically focus on technology development and commercialization. By leveraging our affinity for applied research with recent successes in commercialization, SAIT faculty, learners, and employers can uniquely bridge the gap between

basic research and applied technology. To realize our potential, SAIT will actively pursue collaborative partnerships and funding to encourage applied learning that can become commercially viable.

Leading in learningThe stated role of government is “to ensure an excellent learning system that meets the need of learners, society, and the economy” where “post-secondary education is a shared responsibility of learners, parents, and the government. The learning system must support the development of the province’s human capital to ensure Alberta is a leader in the knowledge-based world.”

Therefore, government’s job is to ensure that post-secondary learning opportunities are accessible and affordable, which means increased investment to create more spaces for learners. The government also acknowledges its role in the development of a skilled workforce of knowledge workers as well as skilled trades and technical workers. This goal will be addressed by ensuring that Alberta workers have the education and skills to fill jobs, by supporting initiatives that encourage Aboriginal workers, and by attracting skilled immigrant workers into the workforce. SAIT Polytechnic is actively working toward these goals, with a particular emphasis on skills and lifelong education and training, immigrant training and accreditation, and Aboriginal programs.

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Competing in the global marketplaceAlberta’s ability to compete on the global stage is increasingly dependent on its ability to enhance its human capital development. SAIT will continue to work with Albertans to provide quality learning opportunities that strengthen Alberta’s workforce and unleash its exciting growth potential.

Making Alberta the best place to live, work and visitBy supporting Alberta’s efforts to secure its future prosperity, by leading the evolution of post-secondary education on a national level, by providing increased access to a full range of learning and credentials opportunities and by offering an exciting and rewarding place for faculty and staff to work, SAIT will directly contribute to Alberta’s position as the best place to live, work and visit.

SAIT Polytechnic plans are interconnected with the plans and priorities of the Government of Alberta, including Advanced Learning, Economic Development, Innovation and Science, Human Resources and Employment, Infrastructure and Transportation, and Aboriginal Affairs and Northern Development.

a. how the planSUPPoRTS GoVERNMENT AND INDUSTRy

Government of Alberta Business Plans and Priorities

Aboriginal Affairs andNorthern DevelopmentInfrastructureHuman Resources

and Employment

Innovation and Science

EconomicDevelopmentAdvanced Education

1. Implement “Accelerating Innovation in Alberta”

2. Build research capacity in areas of strategic priority (energy, ICT, life sciences)

1. Economic development and innovation initiative

1. Leading in learning

2. Access for all learners

3. Affordability for all learners

2. Consultation to ensure Aboriginal interests

4. Urban Aboriginal initiatives

5. Northern development

2. Cross-ministry Health Innovation and Wellness initiative

3. Economic development and innovation

1. Skills shortages and skills deficit

2. Leading and learning and skilled workforce cross-ministry initiative

3. Strategic alliances

4. Workplace health and safety


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Aligning with industry needs

To better comprehend industry’s current and projected needs, we reviewed a broad variety of information materials. Of particular help in the development of the SAIT Plan were the following publications:

Learning and Development Outlook 2005 - The Conference Board of Canada

An Urgent Call to Action - Alberta Economic Development Authority, January 2004

Update to the Human Resources Study of the Upstream Petroleum Industry: The Decade Ahead - Petroleum Human Resources Sector Council of Canada, 2004

Alberta Labour Market Statistics - Human Resources and Employment, 2005

Supporting Immigrants and Immigration to Alberta – Human Resources and Employment, 2005

The Skills Factor in Productivity and Competitiveness – Human Resources Sector Councils, 2005

Six Quick Hits for Canadian Commercialization - The Conference Board of Canada, 2005

a. how the planSUPPoRTS GoVERNMENT AND INDUSTRy

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b. strategicPLANNING DEfINITIoNS

The following definitions provide clarity regarding institutional planning terminology commonly used at SAIT. The definitions relate to the Strategic Plan, the Management Action Plan (MAP) and the Business Plan, which form SAIT’s Continuous Planning System.

AccountabilitiesAccountabilities specify who has the lead responsibility for completion of an action. Accountabilities are part of the detailed work plans in the Management Action Plan.

Action PlanningThis is the process used to lead and direct the organization. It outlines actions for addressing strategic objectives and performance expectations. It allocates resources annually and has financial estimates and accountabilities going forward for three years. It includes a performance score card and accountabilities that support the Strategic Plan.

Actions Actions are detailed descriptions that explain how specific strategies are addressed to achieve strategic objectives.

Area of DistinctionThis is an area of regional, national or international prominence that is relevant to the local economic and social situation. Recognized for excellence, it has a demonstrated capability for delivering exceptional quality, characterized by subject matter experts and state-of-the-practice infrastructure, equipment, and technologies. SAIT’s primary area of distinction in energy is found in both the Strategic Plan and the Management Action Plan.

BenchmarksBenchmarks provide context for performance targets. Depending on the type of target, benchmarks can be internal and/or external. Benchmarks are found in the Management Action Plan.

BudgetBudget allocation is the key to ensuring that planning initiatives are resourced. Budgeting requirements are determined through the development of the Management Action Plan and allocated as part of the annual planning cycle.

Business PlanThis planning document has a four-year horizon and is submitted to Advanced Learning on an annual basis. In alignment with government priorities, it highlights goals, outcomes, and performance measures as well as a detailed budget forecast.

Code of EthicsA code of ethics serves as a central guide for supporting day-to-day decision-making at work. It clarifies the cornerstones of an organization including its vision, mission, principles and cultural values, behaviours and actions. While some may believe codes are designed to limit one’s actions, the best codes are structured to liberate and empower people to make more effective decisions with greater confidence.

Continuous Planning System This is the overall planning structure and process for developing, integrating and implementing SAIT’S Strategic Plan, Management Action Plan (MAP) and Business Plan.


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Core Competency A core competency is a proficiently performed internal activity central to an organization’s strategy and competitiveness. A core competency is generally knowledge-based, residing in the organization’s intellectual capital and its people, not in its assets or balance sheet. Core competence is grounded in cross-department combinations of knowledge and expertise rather than the product of a single department or work group. SAIT’s core competency – transforming lives by integrating learning with technology – resides in the Strategic Plan and guides the Management Action Plan work plans.

Cultural Values Values are philosophical statements that describe how an organization intends to conduct business on a daily basis. These values guide decision-making processes as well as the development and implementation of organizational policies and procedures. Cultural values are included in the Strategic Plan and the Code of Ethics.

Directional PriorityThese are the three focus areas that will guide in SAIT achieving its vision. The three priority areas are Leader in Learning, Entrepreneurial Outlook, and World-Class Service Culture. Directional Priorities reside in the Strategic Plan and guide the development of the Management Action Plan.

Executive Management Committee (EMC)The Executive Management Committee (EMC) is comprised of the President and CEO; the Vice President, Academic; the Vice President, Employee and Student Services; the Vice President, External Relations;

and the Vice President, Finance and CFO. EMC is responsible for the leadership and direction of the organization.

Goal A goal is a desired end result or outcome that: a) addresses the organization’s directional priorities, b) identifies what the organization wants to achieve, c) supports the mission and vision, d) provides a framework for more detailed planning, and e) is reviewed every three- to-five-years. Goals are fundamental to the Strategic Plan and guide the development of the Management Action Plan.

Management CouncilManagement Council is a Standing Committee responsible to the President. Management Council is comprised of Executive Management, Deans, Directors, and Managers who have full budget authority for their respective departments and who have significant leadership and planning responsibilities. Management Council has the responsibility for reviewing SAIT’s Strategic Plan, streams of business, program and service mix, and for providing input and recommendations to the President and CEO.

Mission A mission statement is a brief statement that identifies the purpose of an organization. SAIT’s mission – SAIT shall be an innovative organization equipping people to compete successfully in the changing world of work by providing relevant, skill-oriented education – is included in the Strategic Plan and guides the Management Action Plan.


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Organizational CultureThis is a pattern of shared assumptions or learned responses that members of a group or organization subconsciously apply to solve internal situations and external problems.

Performance Indicators and TargetsLinked to strategic objectives, a performance indicator states what will be measured to track progress toward achieving the Strategic Objectives. A performance target is set to forecast a measurable level of success. Performance indicators are found in the Management Action Plan and the Management Scorecard.

Performance Measures and TargetsLinked to goals, a performance measure states what will be measured to track performance. A performance target is set to forecast a measurable level of success. Performance measures and targets are included in the Strategic Plan and the Strategic Scorecard.

PrinciplesThese are the beginning, foundation, source, or essence that determines how behaviours and conduct are directed. Principles are therefore the fundamental essence from which SAIT derives its cultural values. Principles are included in the Strategic Plan and the Code of Ethics.

Resource RequirementsResource requirements are determined when Management Action Plan strategies and actions are developed. These requirements feed into the annual planning cycle and result in resource and budget decisions

and allocations. Resource requirements are found in the Management Action Plan.

Situation AssessmentThis is an ongoing process used by the leadership of an organization to remain aware and informed of important external and internal issues, challenges and concerns that could significantly impact the organization’s future. This ongoing scanning of facts, trends, and implications related to the environment in which the organization operates, including a SWOT analysis, is consolidated into agreement on a short list of strategic issues that is reviewed by key decision-makers once each year.

Strategic Initiative A strategic initiative is a significant project, often cross-organizational, that has a clear scope, objectives, milestones, and starts and end dates. It is supported by sufficient resources.

Strategic Objective A strategic objective is the desired outcome of a goal. It describes a specific accomplishment, focuses on a result to be achieved and forms the foundation for strategies and actions. Strategic objectives are found in the Management Action Plan.

Strategic PlanningStrategic planning is the process and planning framework used by the organization to clarify its purpose, its guiding principles and its priorities. It is the process used to set an overall long-term direction for the organization.



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Strategic Priorities This is a list of priority initiatives identified by management to be addressed as part of the Management Action Plan. Generally a brief description, the strategic priorities are described in greater detail as strategic objectives.

StrategiesA strategy is a specific, high-level approach that must be taken to achieve goals and objectives. Strategy drives actions and ensures that performance targets are met. Strategies are found in the Management Action Plan.

Transformational Change Transformational change alters the culture of an institution by changing assumptions and behaviours, processes and structures. It represents deep, intentional and pervasive change that affects the entire institution over a period of time.

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Values (see Cultural Values)

Vision A vision statement is a compelling, conceptual image of the desired future that answers the question “What do we want to be?” It is also inspiring, challenging, brief, memorable, and idealistic. SAIT’s vision – to be recognized as Canada’s premier polytechnic, one of the world’s finest, setting the standard in education, training and innovation – resides in the Strategic Plan and guides the Management Action Plan.


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We gratefully acknowledge the participation and input of the following people in the development of this plan:

Darius AbulenciaJudy AdamsHeather AhlDiane AlahakkoneJessica AlbersJohn Aldredfaisal AliDan AllenBrent Altwasseryvonne AlwayDenise Andersen Duke AndersonJohn Anderson Laura Anderson HoEunice AndrewsEnid AngelstadJanice ArmstrongShannon ArmstrongLori ArndtEllen ArnestadNeera AroraMichelle AshmoreTodd AshtonLatha AttawarDiann AudenaertRand Ayresfaramarz Azar-NejadMojdeh BahadorTerry BalabanSheila BallClaire BaltaisSarah BaranNadia BarbieriTroy BarnumLoretta BartholomewLorna BateDebbie BatemanDorothy BatemanTony BatesJim BaxterErin BeachAudrey BeadlingKaren BeardsworthMarianne BeaudryMerrilee BeddowsMike BeginHoward Bell Kelly BengtsonJennifer BennettClint BergMarcia Bergman

Ivan Bernardofrancine BettencourtAtul BhandariGail BicknellStu BirkettValerie BischoffJoan BiscoeSandra BishopIrene BlackDon BlacklockShelly BloreBrenda BocPetra BoettcherJulie BogyaSusan BolandTracey BonnerChristy BootTom BornhorstEmily BorrelliJohn BorrelliPeter BortolinDick BourneDavid BowieLisa BrandTania BrandstromJason BraySusan BrayfordLucille BrazeauBudd BrazierKyle BreckenridgeCandice BrenneisAndy BrinkerCindy BriscoeGreg BrownJanice BrownJennifer BrownMargot BrownMichael BrownAlan BrowneRoslyne BuchananJack BuckAmy BuddAndre BudreeHeather BurdeyneyJohn BurkeTerri BurleyKeith BurluckRick BurrowesKatie ButlerApril ByersMichael Byrne

Kendra CameronPatricia CameronSteve CameronSusan CampbellWendy CampbellMark CareyTracy CarmeloMarcel CarpenterJohn CarrMark CarrierBev CavanaghTom CavanahSonja ChamberlinGarson ChanSharon ChanNorm ChaputJoan CharandukBernie CharlesworthDonny ChauLarry ChauSharon ChauEllen ChellewRenee CherneckiMorgan ChettyAmy CheungHui ChiangDoug ChisholmMaris ChisholmJoanne ChowBrenda ChristiansDoug ChudleighSarana ChungMary Jane ClarkTamara ColquhounTina CondemiDoug ConneryJane CorleyDenise CosgroveLouise Costescu Lonny CoulombeDonna CouplandIan CowanKen CowieDerek CoxTerrie CoxKrista CraigKim CrinklawDeborah CrossmanChristie CrowleAngie CrowleyPauline Csizmadia

Lori CucheronJim CunninghamDon CurrieDelisa DanielVictor DanilovJoanne Danyluk-Hall Jackie DasAndrew DavidsonJuanita DavisMotola DawoduDave DawsonViero De GregorioLino De Paoliyolande de VisserMinda DeCastroJay DecoreJane DeighanTina Della VedovaPaul DelormeDonna DemanSue DemeterCaren DeMilleDebby DenisetRob DeptfordAllan DevereauxBrian DinniganSherry DoblerKirk DobrowolskiMarcia DochertyDoug DokisBrad DonaldsonSheila DonaldsonDoug DoranJulie DormerBoris DragicevicCrystal DreeshenKaren DrummondDave DuchakKrista Duckworthfrank DuffinKristen DukeJane DuncanLeona DvorakAndrea DyckMichael DyerMichelle DyrgasKatarzyna DziezaSteve EastesMarta EdgarDave EdwardsGerald Edwards

Todd EggerDoug EnghCynthia EvensonVanessa EverettSharon farmerPip farrarBruce fauvelleTracy fawcettJim fehrLisa fehrRae fehr Dianne filmer Len filmer Carol filykCindy findlayLena fisherJanet fleckensteinMike flemingDonna floodEllen flynnTammy forestRoxanne formosJanet fortuinJon founkGwen foxNancy friendShirley friesen-NicolCheryl fryersDenise fudgerKen fungMaria Gagliardi Tammy Gailfusfaye GallantErin Gates-PerryDavid GaudetSandra GauthierTabby Gerlitzfred GerryCarrie GilesDebra GillisRichard GirouardWendy GladdishSherri GloverHeather GoetzGerald GongosValerie GordonRita GoreDebra GrabJack GrahamKaren GrahamKaren Gray

Barbara GreenTodd GreenBev GrigoRussell GronickChristie GrossErnie GrummetCarol GuayJanna GummoKevin GunnTodd GurnettLee HaldemanLeslie HannahDiane HannibalD’Arcy HareMalcolm HayCristy HaydenVeronica HaynerLois HaywardLenora HeintzXimena HerreraScott HierathVal HigginsMarion HillDarrel HilmanTheresa HoCathy HobdayMarie HolderKelly HollsteinSteve HolowkaJane HomanValerie Homgren-JonesLynn HooverDeeAnne HopfCarrie HopkinsCraig HopkinsChristine HorganGunter HornNeil Horton Brent HowardBlair HowesCindy HumphriesGayleen HurlTim HustonKeri HuwaldSusan IannuzziSandra IngZahina IqbalRomaine IrishKazia JamesBetty JanLinda Janzen

Leta JeanesPaul JenningsMichelle JimmyAnnette JohnsonSheila JohnstonSherry JonesBo KabrielByron KadatzBrendan KaneTerrie KansasKaren Karpuk Peggy KayLynn KeelerPeter KehlerPat KellyLynn Kelly-SabaschShawn KenneyCeril KennyShane KesselKerry Kijewskifran KimmelBrad KingdonPeter KingdonElaine KingstonShawna KingwellJeff KirkpatrickLinda KlimaviciusRobert KochEllen KosowanDerek KowalLiliana KrauseMeena KumarPeter KuranRosita KwanDeidre LakeLarry Lalonde Robert LamLucy LandryDeborah LangeIrene LangilleMarlene LaQuetteAnne LarsonGlenda LaserChee LauMarlene LawMartin LawDonna LawrenceJune LeBlancLisa Leddafrank LeeGwen Lee

Sue LeeEmily LeesSandra LeesAlina LefebvreSusan LehmannDon LeishmanTim LePageCarol LerigerReg LetourneauRon LevangieIrene LewisRegula LewisCrystal LidgrenTammy LidstoneCathryn LiljeBlair LindsayKarin LindsayMelodie LindsayCory LitzgusJackson LiuTim LoblawTed LobleyEd LogueBev LongstaffAngela LucykBill LuxtonJaci LyndonMary MacDonaldMarcie MachadoLara MackCarrie MacKayRebecca MacNaughtonJillian MacPhersonJasmeen MadanJoan MagnussenMonica MagonEllena MailletGuy MallaboneCynthia MalyckyPolly Mangat-PalDavid MansfieldRichard ManuelNathan MarcheseMichael MarkleValerie MarkoPat Martens Bonnie MartinDon MartinRenee MartinKen MassonNicole Mathews

Tomohiro MatsushitaAmanda MayTammy MayerNicole McAlisterDonna McAllisterMarlene McCallumMaureen McCallumSheila McCardle Daryle McCawRyan McDonaldJoan McGrathDawn McInnesDwight McKagueJeanette McKeeSheila McKeeMarg McKelveyJoanna McKenzieJason McLaughlinJim McLeanPamela McLeanRuss McLeanCarolyn McLellanShonna McMurdoJulie McRuvieBill McTaggartRob McWilliamJames McWilliamsBarbara MellorPamela MenardJoni MerrillsTeresa MichalakGreg MichaudErin MichieCathy MidzainMiryam MikolajczykNancy MillerJoy MiloLaura MiltonJudy MinshullDoug MitchellAllison MittonKavi MohanMel MolnarRuth MontgomeryRaelyn MooreHeather MorelliBrian MoukperianAngie Moumosfaye MunroeCharlotte MurrayCheri Murtagh

Jim MurtaghLaurie MuzzoJennifer MyersJohn Myers Judith NashShoaib NasirNadia NastovJim NelsonCindy NeufeldLouise NeufeldJadwiga NiemiecGordon NixonKim NixonMaggie NodenSheryl NoelPommashea Noel-BentleyCrystal NowlanMarti NuthRon odenbachSean o’DonovanLoretta oHareSheldon oleksynKent oliverfrank olsonTracy orrJane ostrikoffMichael ouelletSandra PaireJorge PalafoxLorna PalmerPaul PalmerMichel PaquetMike ParkinsonDave ParksChris ParryBill ParsonsShirley PasiekaCheryle PattersonColin PattisonLuda PaulDuane PaulsonTwana PayneLeni PearceMarla PearcePat PearsonRod PearsonJudy PedersenKeith PedersenJim PeltonDona PenkalaPatricia Penner

Mark PerryJennifer PetersRuss PetersMitch PfauSusan PhilpottRosanna PickenWarren PickfordRobert PierceJodie PierceySteve PilkingtonLisa PilonSusie PitmanLuree PolitskyChris PollenTara PorteousJessica PowlessCatherine Pratt Mike PriceBetty ProchaskaAllan ProstLeah PughNancy PullanBob PuntLaura PylypowTracy Quinton Marlene RaasokVivienne RabbLindsay RacherSusan RadkeKen RaesideMarie Rajic Ruth Ramsden-WoodJennifer RattiganJohn RauchertHeather RavlichCeline RaynerRosemary ReadAlex ReedLinda ReifferBeth Reimer-HeckLouise RenneyMelorin Rezaei HaririGeorge RhodesClare RhyasenDebbie RichardsLou RichardsClaudette RidleyBarbara RileyDarwin RisdonDebbie Robb Amanda Roberts

Diane RobertsHollie Roberts Bruce RobertsonDarcy Robertsonflorine RobichaudLeisa RobinsonRoss RobinsonJulie RobsonPatricia RokoshLarry RosiaLisa RosiaLynn RoyceBing RunquistRocky RustadJock RutherfordMichelle RylinRob SadowskiMike SafoniukAhmed SalehDave SamsonAmbrose SamulskiDonna SandersNeil SandersonTodd SaskiwRenee SchamberAlex SchmidtHelmut SchoderbockGeorge SchonnopJill ScottKaren ScottJanet SegatoDonna SelskiMichele ShabenJoanne ShamHelen ShawLauren ShawLois ShawColin SheppardKen ShortGlenda ShufeltDonna SianchukWillem SijpheerAmanda SimonsonSherri SimpsonKarmen SimsDiane SkeneCarrie SkinnerTom SkinnerDonna SkoreykoSusana SlavnikDawn Smith

Gordon SmithMarj Smith Robert SmithAshley-Rae SnapeMark SnaychuckDerrick So’BrienMark SollisThomas SoulliereKeith SpackmanTeena SpankoJennifer SpeyerDoug SpurgeonEmily StablesMegan StanfordPhyllis Stanko George SteaJennifer StefuraLynda StevensonSusan StirlingAmanda StorteboomMatthew StubbingsGerry SuffieldLuchie SwintonDonna SwitzerDuane SylvesterRoss SzentmiklossyElena TabelevAdley TangKory TannerChristine TaoLona TarneyBrian TempleBrie ThorsteinsonSheldon ThunstromMelodie TottonLinda Toveyfranki TresselKim TrevinoChristina Tulloch-WoodsLisa TurcottePauline TurnbullLyndal TurnerGabriel UkuekuSandy ValleeJoe van WeenenRouslan VashoukDolorese VeroneauDan VioliniSandra VogelGary WagnerLaurie Walline

Margaret WalshSandra WalshJulie WaltBruce WatsonJoan WedgewoodShelley WeirAnita WeissKarl WeissGary WeseloskyGreg WestValerie WestRoxanne WheatonKimberly WheelansPat WhelanAnn WhiteRobert WhiteRita WhitelawRon WhitfordRoger WilhelmBrian WilliamsJudy WilliamsTracey Williamsfraser WilsonSandra WingertLisa WismerMarg WoelfleAstrid WolfDonnell WolffAlice WongWendy WongJanice WoodRaynie WoodGeorgina Workfoster WrightPeggy WrightRon WyrostokKay yaakubRhonda yaceyJacqueline yakovlevRosanna yipWendy yurkaAlex ZahavichLucia ZanzottoJason ZeilerBruce ZhaoSig Zoller


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