Strategic Plan
I hope everyone had a pleasant and somewhat relaxing Thanksgiving, and we were all cognizant about our over indulgence with the overstuffed roast beast, and accoutrements, those decadent sweets and that irresistible Chardonnay. Now that the weekends over we are back to our morning Tim’s and our lunch bag sandwiches du jour.
The unveiling of the ‘New Strategic Plan’ was rolled out by the President David Ross. Information times and date were posted on SAIT Now on October 10th. The sessions ran on Tuesday, 2 sessions -9.00-10.30 am / 12.30 -2.00 pm and Wednesday – 11.30 am – 1.00 pm and 3.00 – 4.40 pm.
The 2015 -2020 vision for SAIT is to be ‘ A Global Leader In Applied Education”, somewhat different from the 2006-2016 Strategic Plan Vision “to be recognized as Canada’s premier polytechnic, one of the world’s finest, setting the standard in education, training and innovation”. The 2015-2020 Strategic Plan was full of the expected acronyms, ‘Leveraging or Resources’, ‘Sustainable Growth’, ‘Student Success’, ‘Employees Success’, ‘Applied Education Innovation’, ‘Partnerships’, and ‘Image and Brand Renewal’. Some of the highlights that resonated to me from Dr. Ross’s overview:
Leveraging of resources:
- -Student success rate after graduation-96% employment rate.
- – Impact on industry they work in
- – Business success through student engagement.
- – Deepening Partnerships with industry
- – Support students/partners
- – Inspire to achieve
- – Build on our accomplishments
- – Attract leading talent.
- – International recognition.
- – Fairness –honesty – ethical dealings.
Sustainable Growth:
- -Demand for our programs.
- – Develop opportunities for students.
- -Service more learners in the space created by our Capital Expansion
- – Reach 16,000 FLE’s
- – Capital Expansion –renovate /develop student residences/services/facilities.
- – Grow International opportunities /activities.
- – Attract diverse International Students -10% should be International -how to attract?
Student Success:
- -Review/realign student engagement /Campus life.
- -Opportunities for under prepared students.
- -Increase student pathways – Degrees /Advanced education.
- – Increase educational technology.
- – Flexible learning options.
- – Leverage on-line opportunities.
- -New Program development
Employee Success:
- -Recruit Top Instructors.
- -Showcase Talents.
- – Revitalize employee engagement.
- – Increase productivity through better processes.
- – Time advantage of existing talent.
- – Recognize instructor’s role as role models for students.
Applied Education:
- – Living classroom initiatives.
- – Build on existing successes
- – Awareness of Green Technologies /waste reduction.
- – Develop an Entrepreneurial culture for students / build on their competitive edge.
- – Develop skills for labor markets of the future.
- – Grow Applied Research.
- – Develop new Research initiatives.
Partnerships:
- -Best Practice Service Model.
- – Industry to connect to SAIT.
- -Duel credit programs /partnerships with K-12 systems.
- – Bring students /industry together to solve problems.
- – Establish an initiative fund to support on campus collaborative solutions.
- – Expand Applied Research.
- – Cultural Shifts -manage not change.
- – Enrollment growth /domestic /International.
- – Expand opportunities to grow Earned Revenue.
- – Review of Image and Brand renewal.
For the most part I found the Strategic Plan overview a snapshot of what many of our faculty members had envisioned. The move towards more Research, Innovation and Development was inevitable ever since SAIT showcased their resourcefulness in participating in the success of the “Downhill bob-sleigh”.
SAIT also took advantage of the population increase into the city and Provence through their on Campus Open Houses and Sponsor partnerships. The push to encourage and solicit International student to the institution has been on the horizon for SAIT for a number of years. The concern that is raised regarding International student growth is what is the plan to integrate them -with ease – into the Western System?
This initiative aligns with the “Student Success”, proposal outlined in the SP how can we engage new students into Campus life, what resources are available to them and how do we make them feel part of the SAIT community? If the overall wellbeing of the student is a priority then a re-visit of the financial budget to invest in the Campus Fitness Centre may be a solution for future student solidarity and camaraderie. The comment made regarding ‘the Attraction of leading Talent’ will be paramount in the progression and sustainability of SAIT as a Global Leader however, recognizing and harnessing the insurmountable talent that already exists in SAIT will be instrumental in positioning SAIT as ”A Global Leader”. Lastly, SAIT’s image and branding could do with some rejuvenation; perhaps a survey for faculty input would certainly bring forward some interesting suggestions.
James McWilliams
SAFA President