Marcia Buchholz

The discussion focused on leadership skills, specifically delegation and leading without doing everything personally. Key topics included addressing common challenges in delegation, such as control issues, perceived overload, and ego concerns, particularly when an individual might perform a task better. The speakers emphasized differentiating between short-term delegation (dumping) and long-term delegation as a leadership development opportunity. They also discussed setting clear expectations for outcomes versus dictating instructions, the importance of creating time investment through calendar blocking, and recognizing employees' strengths to fuel their engagement. Further discussion touched upon painting the 'finish' or success vision, avoiding micromanagement by delegating outcomes over instructions, and recognizing the efforts of those who take on delegated tasks.

The strategic plan focuses on adapting to the evolving world by embedding digital literacy across all programs and preparing students with leadership, entrepreneurial skills, and a lifelong learning mindset. It aims to enhance digital skills, promote lifelong learning, and strengthen industry connections to ensure students remain globally competitive. The plan includes initiatives such as the School for Advanced Digital Technology and the DX Talent Hub, designed to provide integrated training programs and address the needs of both individuals and corporate workforces.

The meeting addressed several critical areas, starting with the approval of the Consent Agenda items, which included policy updates and program approvals for a Diploma in Butchery and Charcuterie Management and a Certificate in Gas Turbine Technician. The Chair reported on the completion of the governance structure review with no planned changes and correspondence emphasizing succession planning. The President's report highlighted the ongoing funding review by the Mintz panel, intensified sustainability concerns due to international student policy changes, record enrollment figures exceeding 35,000 headcount, and decreasing international application approval rates. Key actions included requesting detailed graduate employment data for September presentation and a review of academic complaint trends. Major financial decisions involved the approval of the audited consolidated financial statements as at March 31, 2025, approval of the 2025/2026 budget submission package requiring board sign-off, approval of up to $6 million expenditure for the Imperial Energy Innovation Centre from restricted reserves, allocation of $2.5 million from surplus to a Financial Aid Priorities Fund, approval of a 2% increase for 2026/27 International Tuitions, and approval of the top five infrastructure priorities for submission to the Government of Alberta. Updates were also provided on changes to international student application dates, extending approval timelines.

The open session of the Board of Governors covered several key agenda items. Under the consent agenda, approvals were sought for the Board of Governor Minutes from May 21, 2025, Board Committee Key Issues Plans, and policy approvals for Signing Authority and Investment of Funds. New business included approval for a $1 million expenditure from the John Ware Capital Reserve contingency to fund necessary flooring replacement in the Highwood and main floor kitchens. The Board also reviewed and approved revisions to the institutional Mandate Statement for submission to the Minister of Advanced Education. A deeper review was conducted on the AD.2.17 Fairness and Safety in Sports Policy, driven by legislative changes, with management tasked to develop a communication strategy. Furthermore, the Board approved revised Bylaws to align with recent legislative changes and approved the 2024-2025 Annual Report. Finally, appointments were made to Academic Council. Reports indicated confirmation of funding support for campus centre clinics and $7.8 million for boiler rejuvenation work, alongside enrollment trends showing a decrease in international students.

This Sustainable Development Roadmap for Southern Alberta Institute of Technology (SAIT) aims to position the institution as a leading partner in sustainable development through innovative applied research and education. The plan outlines six key focus areas: cultivating an Office of Sustainability, achieving academic excellence in sustainable measures, enhancing campus community engagement, implementing climate action strategies, bolstering waste diversion and operational enhancements, and building capacity for applied research using the campus as a living lab. It emphasizes aligning with United Nations Sustainable Development Goals (UN SDGs) and AASHE STARS framework, fostering continuous improvement, stewardship, reciprocity, partnership, and aspiration for the benefit of current and future generations.