Annual Report 2019/2020 OUR VISION

To be a global leader in applied education. We believe in excellence as demonstrated by fresh thinking, best practices, entrepreneurial initiatives, bold solutions to new opportunities and fiscal responsibility. We believe in collaboration and we work together as a learning community to serve our students and partners. We believe in fairness modelled by honest and ethical dealings in our relationships with students, employees and partners.

THINK BIG. THINK APPLIED EDUCATION. 2015-2020 STRATEGIC PLAN.

02 ANNUAL REPORT 2019/2020 BOARD OF SENIOR TABLE OF GOVERNORS EXECUTIVE CONTENTS

Chair President and CEO HIGHLIGHTS Scott Thon Dr. David G. Ross 2 Message from the President and CEO Chief Financial Officer 3 Message from the Board Chair Public members and Vice President, Janet Annesley 4 Accountability Statement Corporate Services Cameron Bailey 5 Management’s Responsibility Roy Daykin David Erickson 6 Year in Review Henrietta Falasinnu* Vice President, 8 Strategic Priorities Tonya Fleming Academic Ruhee Ismail Teja* Dr. Brad Donaldson REPORTING ON THE COMPREHENSIVE Patrick Jarvis* INSTITUTIONAL PLAN Vice President, Sophia Langlois Corporate Development, 10 Executive Summary Bruce Leslie* Applied Research 11 Satisfaction Surveys Peter May and International 12 Graduate Employment Survey Lara Murphy Tom Bornhorst 13 Priority Initiatives 1-16 Matko Papic* 36 Enrolments (FLEs) Melinda Park Vice President, Reynold Tetzlaff External Relations 42 International Enrolments (FLEs) Joanne Todesco* Heather Magotiaux 45 Program Changes 46 Research, Applied Research and Faculty members Scholarly Activities Stephen Barry 51 Regional Stewardship, Foundational Learning, Cameron Hodgins Underrepresented Learners 60 Internationalization Student members 64 Information Technology Ryan Morstad 66 Capital Plan Rigel Raju 68 The Year in Numbers Non-academic staff members Mo Keshavjee MANAGEMENT’S DISCUSSION AND ANALYSIS *denotes term expired prior to fiscal year-end 71 Management's Discussion and Analysis 72 Executive Summary 73 Financial Results 78 Capital 79 Managing Risk

FINANCIAL STATEMENTS 81 Statement of Management Responsibility 82 Independent Auditor’s Report 85 Statement of Financial Position 86 Statement of Operations 87 Statement of Change in Net Financial Assets 88 Statement of Remeasurement Gains and Losses 89 Statement of Cash Flows PUBLIC INTEREST DISCLOSURE (WHISTLEBLOWER PROTECTION) ACT 90 Notes to the Financial Statements

SAIT is committed to the highest standards of ethical conduct in all of its activities PROGRAMS and encourages members of the SAIT community to disclose any unethical behaviour they may have knowledge of or reasonably suspect. SAIT’s Ethical Disclosure Procedure 118 Programs provides avenues for such reporting. During the 2019/20 fiscal year, there were no 120 Awards disclosures of wrongdoing received or acted on under the Public Interest Disclosure Act. 120 Honours and Accolades

ANNUAL REPORT 2019/2020 1 Message from the President and CEO

The character of a community Despite the difficult decisions we made is revealed by the actions of its this past year, our Centre for Applied members. 2019/20 highlighted the Education Innovation developed 20 new programs, including two in the vision commitment, tenacity, ingenuity care sciences and a degree in Hospitality and caring of the staff and faculty and Tourism. We celebrated a number of of the Southern Alberta Institute firsts, welcoming the first intake into our of Technology (SAIT) as we faced Integrated Water Management program a year unlike any other. I am proud and Water and Wastewater Treatment and grateful for the way the SAIT Operations program, launching our Open Studies program in the winter of 2020 community navigated changes to and our inaugural spring semester a few public policy and funding, adapted months later. and responded to the COVID-19 Thanks to the most generous gift in global pandemic and to the effects our institution’s history, SAIT is well- of both on students, colleagues positioned to meet industry needs. and families. Businessman and philanthropist David Bissett’s gift of $30 million supports the SAIT’s strength is how we respond to opening of our new School for Advanced meet the moment. Since welcoming our Digital Technology (SADT), which will first students in 1916, SAIT has produced equip students with the skills to thrive in a remarkable 250,000 graduates. The a digital future. institution has served as a hospital, a 2020 is the final year of our five-year wireless training school and a refuge for strategic plan Think Big. Think Applied families fleeing floods and fires. When Education. Its replacement is written for COVID-19 cases began appearing in a different world and a different time, Calgary in March, SAIT shut down on- and reinforces SAIT’s commitment to campus operations and moved classes delivering work-ready graduates who will online within three days. This allowed reimagine and build Alberta’s economy. students to complete their semesters and employees to work safely from home.

[Original signed by Dr. David G. Ross]

Dr. David G. Ross President and CEO

2 ANNUAL REPORT 2019/2020 Message from the Board Chair

SAIT’s role in the economies of SAIT’s Applied Research and Innovation Calgary and southern Alberta goes Services (ARIS) had a remarkable beyond producing work-ready year with an estimated total revenue of close to $10 million. ARIS helps graduates, it includes a focus businesses large and small develop and on igniting industry innovation. test their ideas. In so many ways, this past year My first full year as Board Chair has has deepened our sense of only strengthened my appreciation responsibility to the community as for SAIT’s connection to industry and we work together to find a path the value of an applied education. through the economic downturn SAIT graduates were on the frontlines and global pandemic. of the pandemic — showing how essential applied skills are. Even in a As challenging as 2019/20 was, it year marked by widespread global job was also filled with moments that losses, SAIT graduates continued to be underscore my optimism for Calgary’s hired by employers. Our graduate and future. Thanks to a $30-million gift from employer surveys showed 91% of recent Calgary businessman and philanthropist graduates had found work. Employer David Bissett — the most generous in satisfaction remained high, with 98% our school’s history — we were able saying they would hire a SAIT grad to lay the groundwork for our new again. School for Advanced Digital Technology SAIT will remain focused on adapting (SADT). The school will ensure there is to ensure our students are work-ready a pipeline of graduates able to support and will continue to shape the future of the digital transformation underway our province. I am excited to see what across all industries. SAIT partnered comes next. with Accenture to develop a roadmap to kick-start our plans, along with [Original signed by Scott Thon] Ryerson University’s Diversity Institute in Toronto, to build programming that supports graduates’ successful transition to the digital world of work. Scott Thon Chair, Board of Governors I see gifts such as David Bissett’s and those of our other generous corporate partners, including Cenovus Energy, CN, Spartan Controls, RGO, Shaw Communications and Hoya Vision Care, as a vote of confidence in Calgary’s future, and in SAIT’s key role and responsibility in forging it.

HIGHLIGHTS 3 Accountability Statement

SAIT’s Annual Report for the year ended June 30, 2020 was prepared under the Board’s direction in accordance with the Fiscal Planning and Transparency Act and ministerial guidelines established pursuant to the Post-secondary Learning Act. All material economic, environmental or fiscal implications of which we are aware have been considered in the preparation of this report.

[Original signed by Scott Thon]

Scott Thon Chair, Board of Governors

4 ANNUAL REPORT 2019/2020 Management’s Responsibility

SAIT’s management is responsible for the preparation, accuracy, objectivity and integrity of the information contained in the Annual Report including the financial statements, performance results and supporting management information. Systems of internal control are designed and maintained by management to produce reliable information to meet reporting requirements. The system is designed to provide management with reasonable assurance that transactions are properly authorized, are executed in accordance with all relevant legislation, regulations and policies, reliable financial records are maintained and assets are properly accounted for and safeguarded.

The Annual Report has been developed under the oversight of the institution audit committee, as well as approved by the Board of Governors and is prepared in accordance with the Fiscal Planning and Transparency Act and the Post-secondary Learning Act.

The Auditor General of the Province of Alberta, the institution’s external auditor appointed under the Auditor General Act, performs an annual independent audit of the consolidated financial statements, which are prepared in accordance with Canadian public sector accounting standards.

[Original signed by Dr. David G. Ross]

Dr. David G. Ross President and CEO

HIGHLIGHTS 5 Year in Review 2019

The 2019/20 academic year was a year JULY 2 SUMMER like any other — until it wasn’t. The SAIT launches Banner 9, a once-in-a- Award-winning country music star, Paul institution’s trajectory took a sharp turn generation Enterprise Resource Planning Brandt becomes SAIT’s Maker in Residence (ERP) technology system toward the future with David Bissett’s Brandt may seem an unlikely collaborator, transformational gift at the end of 2019. but SAIT recognizes an applied education Early in 2020, the Board of Governors SEPTEMBER 3 is grounded in both technical expertise and approved our 2020-2025 strategic plan, Fall semester classes begin creative energy. The year-long residency charting a new course for the future. included speaking to students about At about the same time, we faced cuts creativity and innovation. to government grants and saw declines in some earned revenue streams, leading OCTOBER us to make the difficult decision to reduce SAIT begins developing an Equity, Diversity and Inclusion strategy “I see every day the importance of our workforce. technology in every field, whether it And then the novel coronavirus (COVID-19) SAITNOW, SAIT’s employee is investment management, oil and arrived, requiring us to shut down intranet, launches with a new look gas, or agriculture. The advance in the and functionality, including access operations on campus. We moved the associated technologies is breathtaking. from off-campus majority of classes online. A survey of If we are not fully competitive in these students revealed 59% reported the closure skills in the global economy, we are of our campuses had a major impact on doomed to be a nation falling behind their SAIT experience, and 70% agreed and will not be able to afford the SAIT had done a good job allowing them to DECEMBER 3 standard of living and social services finish their semesters. In the midst of this SAIT announces transformational which we have enjoyed.” turmoil, our first ever spring intake — a step gift of $30 million from Calgary — Calgary businessman toward becoming a year-round institution philanthropist David Bissett to set a new course for the future and philanthropist David Bissett on his — welcomed 700 students in 19 programs; $30-million gift to SAIT to establish the because of COVID-19 those classes took School for Advanced Digital Technology place online. DECEMBER 13 Fall term ends Spring convocation, in its traditional form, was cancelled. But on June 18, almost 4,000 graduates were invited to participate in a virtual graduation ceremony and all eligible graduates received their credentials through

blockchain technology. And for the first Ad title: Love Letter “In these uncertain days of COVID-19 and the Publication: Dear Calgarians, Okotoks Western Wheel In these uncertain days of COVID-19 and the global collapse of oil prices, the story of Size: Calgary is being rewritten. Our lives and livelihoods have been disrupted; questions Full page summer in many years, the campus did not W9.456” x H12.642” outnumber answers. But years from now, when we reflect on how Calgary came through the pandemic of the early 2020s, we will be telling the story of a city that global collapse of oil prices, the story of our city Colour: reimagined and rebuilt its economy while growing even stronger as a community. Full colour The Southern Alberta Institute of Technology (SAIT) is committed to doing what we do best — partnering with industry to drive innovation and equipping the workforce with essential skills. This week our institution celebrates its newest alumni and ring with the sound of children, due to the reaches the milestone of 250,000 graduates since our inception. These graduates is being rewritten. Our lives and livelihoods have will join members of the SAIT community who are stepping up and leading the response to the crisis, compassionately applying their skills in hospitals, ramping up manufacturing to produce protective equipment and spearheading initiatives to support the most vulnerable. cancellation of on-campus summer camps. The world has changed. The way we operate our businesses, the way we teach and the way we learn are forever altered. The urgency and the importance of the digital been disrupted; questions outnumber answers. technology transformation that was underway pre-pandemic have been heightened. Our city’s recovery will depend on a pipeline of adaptable, digitally literate workers who are insatiably curious about what is possible.

SAIT is ready for whatever the future holds. In the coming months, we will launch our new strategic plan — scrutinized against current But years from now, when we reflect on how we circumstances, it remains right for our evolving world. Early flagships The academic year ended with a note of of the plan include the opening of a new Centre for Continuing Education and Professional Studies and, in downtown Calgary, a new School for Advanced Digital Technology. All students in all programs — career launchers and career changers, those upskilling and those reskilling — will be equipped to thrive in a digital economy. came through the pandemic of the early 2020s, optimism as CEO and President Dr. David My confidence in Calgary’s future, and pride in SAIT’s role in shaping it, comes from history. Our institution opened its doors in 1916 with 11 students and a mandate to train veterans returning from the First World War. Over the years, the school matched community needs by reinventing itself — as a hospital during the Spanish Flu pandemic and as a Royal Canadian Air Force Wireless Training School during the Second World War. we will be telling the story of how we reimagined Ross penned a letter to the community, The next chapters of this story will test and challenge us. Rebuilding the city will take time. But the story is one we will write together, revealing a reinvented and resilient Calgary and a community that is stronger, together. speaking of his confidence in our collective and rebuilt our economy while growing even Dr. David Ross President and CEO, SAIT ability to reimagine and rebuild our economy, stronger as a community.” while growing ever stronger as a community. —SAIT President and CEO Dr. David Ross sait.ca/futureproof in his letter to Albertans

6 ANNUAL REPORT 2019/2020 2020

JANUARY 6 “I call this historic pandemic Calgary’s Winter semester classes begin three-headed monster: we have the COVID virus; we have COVID — the health FEBRUARY 19 and wellness challenge; and we have Board of Governors approves SAIT’s COVID’s impact on the economy, which is new 2020-2025 strategic plan also suffering because of the drop in oil MARCH 11 prices. This is the biggest call that we as

World Health Organization declares NEW WORLD. a CEMA team have ever had.” NEW THINKING. COVID-19 a global pandemic 2020 - 2025 — Tom Sampson (EMTP ’85) Chief, Calgary Emergency Management Agency MARCH 14 SAIT suspends all classes at all campuses

MARCH 15 The City of Calgary declares “While SAIT instructors and students a state of emergency were preparing to transition to online delivery, I was doing the same — in Dubai, MARCH 19 where I was teaching SAIT-developed The majority of classes resume online, curriculum at the United Arab Emirates’ but some hands-on labs and apprentice In light of COVID-19, SAIT delayed Higher Colleges of Technology. After programs are cancelled or suspended launching the plan publicly until returning to Calgary, I continued teaching until safe alternatives can be found September 2020 my students remotely, kicking off classes at 6 am, which is 4 pm in Dubai. MAY 4 Though on opposite sides of the world, For the first time, SAIT launched a spring we were closely connected with the help intake for 19 programs — with nearly 700 of technology. One unexpected benefit: students studying from May 4 through quieter students participated more Aug. 14. Programs for the spring intake online — perhaps because they had time were selected based on demand from industry and students, and ranged from to think and respond in writing.” Business Administration to Film and Video — Monica Rovers, Logistics Management Production, and from Environmental instructor, School of Business Technology to Architectural Technologies.

MAY 31 The Centre for Continuing Education and Professional Studies was formally launched along with a new registration and e-commerce platform JUNE 5 SAIT announces the cancellation of in-person summer camps

JUNE 18 On June 18, SAIT celebrated the resilience, maturity and hard work of the Class of 2020 with a virtual convocation ceremony streamed on YouTube. This ceremony marked the milestone of SAIT's 250,000 graduate.

7

YEAR IN REVIEW Strategic Priorities

The fifth and final year of our strategic plan Alumni and Development celebrated its most SAIT website, and the launch of the Academic Think Big. Think Applied Education was one successful fundraising year in history with Upgrading – Indigenous program. of disruption as we faced financial pressure secured revenue of $36.7 million in support of In 2019/20 SAIT initiated the development and the novel coronavirus altered how priority projects, facility improvements and of an Equity, Diversity and Inclusion Strategy. we live, work, teach and learn. Previously student success. More than one hundred consultation sessions logical growth targets for everything from SAIT’s new School for Advanced Digital were held with students and employees, enrolment and program development to Technology (SADT) will position the institution and we conducted two surveys — Markers of fundraising and capital expansion needed as a leader and partner in the digital Diversity, and Inclusion Services, Supports to be adjusted to reflect our new reality. transformation reshaping industry. In 2019/20 and Resources — to gather input. An advisory Through it all, we remained committed to we set the stage for success, developing committee was formed and SAIT became a our vision of being a global leader in applied comprehensive start-up plans and establishing member of the Canadian Association for the education. Even as we made difficult the school’s Industry Advisory Council. Prevention of Harassment and Discrimination decisions regarding workforce reduction, we in Higher Education. invested in areas of growth to ensure our students, employees, partners and donors are STUDENT SUCCESS SAIT’s Centre for Applied Education Innovation ready for the future — whatever it may hold. In a typical year, the challenges faced by developed 20 new programs, including courses students are wide-ranging and complex. in Building Information Management, Mapping SUSTAINABLE Barriers to success stretch from financial to for Unmanned Aerial Vehicles, and Cyber Security for Control Systems, and a degree in GROW TH mental health, from finding the right program to navigating a new language or culture. In Hospitality and Tourism. Significant investment in strengthening the spring of 2020, those challenges were The Centre for Continuing Education and the infrastructure that supports all we do is amplified and new ones created by the Professional Studies (CEPS) was formally key to our growth strategy. In the 2019/20 arrival of COVID-19 and the suspension of launched on May 31, 2020. During the academic year, previously manual processes on-campus operations. Courses that could period leading up to this, the main focus of for generating tax receipts and gathering move online, did, and the vast majority of activity was developing the framework for course evaluations were streamlined and students completed their semesters. Students CEPS product planning and development, automated. Program viability evaluation tools in programs for which an accrediting body identifying products that could be delivered are under development, a five-year program requires a hands-on component had to delay online, design and testing of CEPS trend report was created and institutional the completion of their courses until they were e-commerce and registration technology, reporting was enhanced as part of the rebuild able to return to campus. and completing the business process design of Tableau reports, SAIT’s business intelligence to ensure clarity on roles and responsibilities tool. On the facilities side, we implemented Surveyed about the experience, most students specific to how courses are developed, a Sustainable Energy Resource Framework, agreed that “given the circumstances, SAIT delivered and evaluated. which led to initiatives that improved waste has done a good job enabling students to finish management and achieved savings through the semester.” A full 93% of students reported energy efficiency. Major end-of-lifecycle an emotional impact from the pandemic, with EMPLOYEE SUCCESS the words stressed, anxious, worried and upgrades were made to the Campus Centre. When the COVID-19 crisis hit and with only frustrated most commonly used to describe days to prepare, SAIT faculty and staff To drive enrolment growth, SAIT increased their feelings. both course offerings and the number of pulled off the remarkable accomplishment sections in many programs, including offering SAIT’s work to support student success of moving classes to online delivery. — for the first time — a spring intake for a occurs on numerous fronts: 2019/20 Remarkable, but not surprising. Our significant number of programs. We saw high saw improvements to how we onboard employees’ commitment to student success enrolment for the new semester, although international students, the introduction of has long been the lifeblood of the institution. COVID-19 caused many students to delay a robust online orientation for SAIT Start, The equation is simple: our students succeed their attendance. development of a wide range of in-person when our employees succeed. and online student wellness programming, Work in 2019/20 to support employee success The international recruitment team physically implementation of SAIT’s new Student Mental ranged from offering workshops on curriculum recruited in 31 countries and, for the first Health Strategy, the launch of the Indigenous renewal to quickly implementing the Practical time, explored the markets of Bangladesh, Learner Success Strategy, the introduction Applications in Teaching Online course to set Sri Lanka and Senegal. Closer to home, SAIT of a Family Care initiative to support single faculty up for success during the pandemic. connected with thousands of potential parents on campus, enhanced presence for students, focusing on high schools in LGBTQ2+ initiatives and community on the underrepresented communities.

8 ANNUAL REPORT 2019/2020 Employee Services launched a comprehensive • the Centre for Innovation and Research each year. The harvest will be used in review of many human resource processes and in Unmanned Systems (CIRUS) worked Chartwells on-campus food operations, with introduced new technology to improve user with Alberta Health Services, the 10% reserved for community initiatives such experience. After surveying employees, the University of Calgary and Ward of as lunch and outreach programs. SAITNOW employee intranet was revamped the 21st Century (W21C) to conduct ATB Financial chose SAIT for its depth of with improved search and remote access Beyond Visual Line of Sight flights in curriculum in financial planning to prepare capabilities. Since SAITNOW’s relaunch, the remote Indigenous communities related employees to write the Certified Financial number of daily visitors has tripled. to COVID-19 testing and emergency Planner exam. The first ATB cohort achieved medical supplies Our employees were recognized — and a 56% pass rate, compared to the industry recognized each other — for their • the Design, Fabrication and Testing average pass rate of 40% — and one of the accomplishments. During the month-long team was awarded funding to develop program graduates took top marks in Canada spring Shout Out campaign, more than 1,000 an additive manufacturing centre on the exam. shout outs were given by SAIT employees • the Centre for Innovative Information Canadian country music icon Paul Brandt — to co-workers, raising more than $6,000 for Technology Solutions (CIITS) put SAIT’s first Maker in Residence — presented student emergency funding. Tracey Chala the finishing touches on its digital students with a challenge: reimagine and was awarded the ECO Canada Impact Award manufacturing and electronics centre then rebuild his vintage Airstream trailer. He for Environmental Professionals for her pushed Mechanical Engineering Technology work in Green Building Technologies. James • The Environmental Technologies team students to first view the project as a Kohlen, one of our technical support staff was awarded funding to purchase creative exercise before getting into the supporting our Machinist and Industrial unique instrumentation to support nuts and bolts of materials, timelines and Mechanic programs, won the Apprenticeship the Canadian Emissions Reductions logistics. Brandt selected his favorite ideas, and Industry Training Apprentice of the Year Innovation Consortium (CanERIC) work and now students in the and Architectural Award. Dr. Vita Martez was awarded a Women on methane reduction methods and Technologies program will get to work on the In Trades and Technology (WITT) Achievement technologies in Alberta. trailer’s makeover. Award for her work in steam technology. Five The Centre for Academic Development and As part of pandemic preparations, the faculty in the School of Business are studying Innovation was created with a mandate School of Health and Public Safety loaned 13 doctoral level credentials, aligned with the to improve program quality and teaching ventilators to Alberta Health Services and school’s strategy of building faculty expertise practices, and strengthen the foundation of an made SAIT equipment available to test new from within. And SAIT was named a Top evidence-based approach to quality assurance. ventilator prototypes. Alberta Employer for the 10th time in 2020. All schools now have programs in the Program Quality Assurance Cycle. Our Corporate Training Solutions team continued strong partnerships with our APPLIED EDUCATION An educational developer was appointed to non-profit and staffing clients — delivering INNOVATION lead scholarly activity at SAIT, coaching and training in a variety of areas from pre- SAIT’s Applied Research and Innovation mentoring more than 40 faculty regarding their apprenticeship programs to IT training. Services (ARIS) department supports research ideas, the scholarly activity process We are especially proud of our partnership start-ups, entrepreneurs and multinational and the scholarship of teaching and learning. with Manpower Staffing — developing corporations with technology problem solving and delivering the emPOWER Women in and development. 2019/20 was another year PARTNERSHIPS Trades program, as well as the TECHCareers of growth for ARIS, with an estimated total SAIT’s commitment to partnerships comes program. The team’s relationship with revenue of close to $10 million — its most from long experience of achieving remarkable Enbridge Inc. continues to be one of our successful year yet. results. When we collaborate with industry, greatest successes. Highlights include: build relationships with donors and partner SAIT Corporate Training is one of the main • funding for the Centre for Energy with other educators, we create new and providers of training to hundreds of Enbridge Research in Clean Unconventional better opportunities for students — and a employees through Enbridge University. Technology Solutions (CERCUTS) solid return on investment for all of us. This has led to new relationships with to build its third prototype steam With Chartwells, which provides food organizations like the Mullen Group, where generation research unit to test erosion services on campus, SAIT purchased a delivery of a blended (online and face-to- and corrosion effects Growcer container farm capable of producing face) Leadership Development program has approximately 5,400 kilograms of produce seen significant growth in the past year.

HIGHLIGHTS 9 Executive Summary

SAIT’s promise to Albertans is to reliably produce graduates ready for the workforce and needed by industry. Data gathered at the end of the 2019/20 academic year shows that SAIT continues to excel in delivering on this commitment.

Our Employer Satisfaction Survey found that 98% of employers are likely or very likely to hire a SAIT graduate in the future. A full 92% of employers are somewhat or very satisfied with the quality of SAIT’s graduates.

For the past five years, the proportion of employers strongly agreeing that SAIT provides graduates with appropriate skills has continually increased, from 47% to 51%. Employers identified practical experience and technical skills as the most important skills for graduates. Additionally, 42% of employers surveyed thought SAIT graduates were better at doing the same job than graduates from other schools.

Our learners also report high levels of satisfaction, with 91% saying they were satisfied or very satisfied with the overall quality of their program at SAIT. Our survey of graduates found 91% are employed and 80% of those employed found training-related jobs, up a percentage point from the previous year. The median salary for graduates in full-time training-related jobs increased to $48,000. 89% of graduates are working in Alberta and the proportion of graduates pursuing further education remains steady at 17%.

In the following pages we report on our progress against our 2019/20 to 2021/22 Comprehensive Institutional Plan (CIP), which outlines our commitments in the Alberta government’s priority areas of accessibility, quality, affordability, coordination and accountability.

10 ANNUAL REPORT 2019/2020 Satisfaction Surveys

LEARNER1 GRADUATE2 APPRENTICE3 91% 97% 97% WOULD WOULD WOULD RECOMMEND RECOMMEND RECOMMEND SAIT SAIT SAIT

% % % 92 91 97 FELT COURSES SATISFIED WITH SATISFIED WITH WERE QUALITY OF TEACHING ABILITY RELEVANT TEACHING OF INSTRUCTORS

% % % 91 93 97 SATISFIED SATISFIED WITH SATISFIED WITH WITH QUALITY OVERALL QUALITY OVERALL QUALITY OF PROGRAM OF THEIR EDUCATIONAL OF THEIR TECHNICAL EXPERIENCE TRAINING

1 2019/20 Learner Exit Survey 2,207 respondents 2 2019/20 Graduating Apprentice Satisfaction Survey, 610 respondents 3 2019 Graduate Employment Survey, 2,979 respondents REPORTING ON THE CIP 11 Graduate Employment Survey

SCHOOL OF BUSINESS SCHOOL OF SCHOOL OF HEALTH CONSTRUCTION AND PUBLIC SAFETY 91% 87% 94% EMPLOYMENT RATE EMPLOYMENT RATE EMPLOYMENT RATE 76% employed in field 77% employed in field 86% employed in field $45,000 median annual salary $50,000 median annual salary $50,000 median annual salary

SCHOOL OF SCHOOL OF INFORMATION MACPHAIL HOSPITALITY AND COMMUNICATIONS SCHOOL OF ENERGY AND TOURISM TECHNOLOGIES 96% 90% 84% EMPLOYMENT RATE EMPLOYMENT RATE EMPLOYMENT RATE 92% employed in field 78% employed in field 76% employed in field $35,000 median annual salary $48,250 median annual salary $60,000 median annual salary

SCHOOL OF SCHOOL OF EMPLOYER1 MANUFACTURING TRANSPORTATION AND AUTOMATION 83% 97% 98% EMPLOYMENT RATE EMPLOYMENT RATE ARE LIKELY TO HIRE 68% employed in field 82% employed in field A SAIT GRADUATE IN $53,000 median annual salary $44,300 median annual salary THE FUTURE

2019 Graduate Employement Survey 2,979 respondents 1 2020 Employer Satisfaction Survey, 792 respondents

12 ANNUAL REPORT 2019/2020 Priority Initiatives

An overview of the progress towards goals, priority initiatives, and performance measures (listed in the 2019/20-2021/22 CIP).

ACCESSIBILITY PRIORITY INITIATIVE 1

Offer new baccalaureate programs in areas that align with SAIT’s mandate­ and strategic plan.

Expected outcome Students have more opportunities to obtain new bachelor’s degrees.

Expected Revised Completion Progress Made Expected Performance Measures Status Date in the Last 12 Months Completion (from CIP) Date

1. New bachelor’s degree in June 30, 2020 Completed • The new bachelor’s degree program in Hospitality Hospitality and Tourism is and Tourism was offered in 2019/20. First intake of offered, increasing choices students started the program in September 2019. for students.

2. New program contributes to June 30, 2021 In Progress • The new bachelor’s degree program in Hospitality and meeting increased enrolments Tourism had 10.7 FLEs in 2019/20. as outlined in the enrolment plan (Appendix B).

REPORTING ON THE CIP 13 PRIORITY INITIATIVE 2

Offer new post-bachelor’s certificates and post-diploma certificates in areas that align with SAIT’s mandate and strategic plan.

Expected outcome Students have more opportunities to build on their prior learning and to obtain these specialized credentials.

Expected Revised Completion Progress Made Expected Performance Measures Status Date in the Last 12 Months Completion (from CIP) Date

1. New post-diploma certificate June 30, 2020 Completed • The new post-diploma certificate programs in Data programs in Data Analytics and Analytics and Information Security Analyst were Information Security Analyst offered in 2019/20 and the first intake of students are offered, increasing choices started in September 2019. for students.

2. New programs contribute to June 30, 2021 In Progress • The new post-diploma certificate programs in Data meeting increased enrolments Analytics and Information Security Analyst had 13.5 as outlined in the enrolment FLEs and 2.8 FLEs respectively in 2019/20. plan (Appendix B).

14 ANNUAL REPORT 2019/2020 PRIORITY INITIATIVE 3

Offer new pre-employment certificates that align with and build on the success of SAIT’s existing trades programs.

Expected outcome Students coming directly from high school and/or who have minimal industry experience have more opportunities to acquire the hands-on skills needed to enter industry.

Expected Revised Completion Progress Made Expected Performance Measures Status Date in the Last 12 Months Completion (from CIP) Date

1. New Pre-Employment June 30, 2021 Completed • Pre-Employment Autobody certificate was approved by Autobody certificate is the Ministry of Advanced Education in fall 2020. approved by the Ministry of Advanced Education.

2. New Pre-Employment June 30, 2021 In Progress • The Pre-Employment Autobody certificate was not Autobody certificate is offered in 2019/20 and is scheduled to start at the offered, increasing choices for beginning of 2021. All the learning designs for the five students. courses are completed and development of the courses is underway.

3. New programs contribute to June 30, 2021 In Progress • See comments above. meeting increased enrolments as outlined in the enrolment plan (Appendix B).

REPORTING ON THE CIP 15 PRIORITY INITIATIVE 4

Develop new programs and offer programs in new ways that meet industry needs.

Expected outcome Students have more opportunities to obtain credentials that meet emerging industry needs.

Expected Revised Completion Progress Made Expected Performance Measures Status Date in the Last 12 Months Completion (from CIP) Date

1. New programming related to June 30, 2021 In Progress • Unmanned Aerial Vehicles (UAV) certificate was unmanned systems and to the released and intakes were offered. Internet of Things is offered • Remotely Piloted Aircraft Systems (RPAS) program is (credentials to be determined). being evaluated and a proposal is being developed. The approval process is underway.

2. New programming related to June 30, 2021 In Progress • The post-diploma certificate programs in Data allied health care skills, energy Analytics and Information Security Analyst have been industry needs and information launched in 2019/20 to accommodate increasing level technology skills development, of interest and demand. including artificial intelligence/ • With increasing interest in security, SAIT looks to offer machine learning, data the first full-time daytime cohort in Cyber Security for analytics, digital platforms Control Systems post-diploma in 2020/21. and cybersecurity, is offered (credentials to be determined). • New program in Artificial Intelligence (AI) is currently under exploration to determine alignment of applied skills in AI and appropriate credential for a polytechnic.

3. New certificate program June 30, 2020 Completed • The new certificate program in Water and Wastewater in Water and Wastewater Treatment Operations was offered in 2019/20 and the Treatment Operations is first intake of students started in September 2019. offered.

4. New diploma program in June 30, 2020 Completed • The new diploma program in Integrated Water Integrated Water Management Management was offered in 2019/20 and the first is offered. intake of students started in September 2019.

5. New programs contribute to June 30, 2021 In Progress • The new certificate program in Water and Wastewater meeting increased enrolments Treatment Operations had 8.25 FLEs in 2019/20 as outlined in the enrolment and the new diploma program in Integrated Water plan (Appendix B). Management had 13.5 FLEs in 2019/20.

16 ANNUAL REPORT 2019/2020 REPORTING ON THE CIP 17 PRIORITY INITIATIVE 5

Implement the new Youth Engagement Strategy.

Expected outcome Increase awareness among K-12 students, teachers and parents of SAIT educational opportunities and career pathways.

Expected Revised Completion Progress Made Expected Performance Measures Status Date in the Last 12 Months Completion (from CIP) Date

1. Number of dual-credit offerings June 30, 2020 Completed • Three new dual-credit programs were offered in is increased. 2019/20: Cooking and Baking (Morley, one cohort of 11); Healthcare Career Essentials (two cohorts of 16); Non- Destructive Testing (Fort McMurray, one cohort of 10). • Doubled intake capacity in 2019/20 for Carpentry (from 16 to 32) and Welding (from 14 to 28); Pipetrades filled all 14 seats in 2019/20 after being cancelled the previous year due to low enrolments. Electrician ran for a second time in 2019/20. • Dual-credit coordinator is exploring opportunities for 2020/21: Cooking and Baking (Tsuut’ina); P-Tech (CBE, IBM); Environment and Sustainability (CBE, MSE); Avionics (Edmonton Catholic), Open Studies program (potential for all current board partners, as well as new partners, especially in remote, rural and/or Indigenous communities).

2. Summer camp offerings are June 30, 2021 In Progress • In 2019/20, Youth Initiatives continued to offer evening expanded in terms of the and year-round camps (PD days, Teachers’ Convention, number of students, the age Spring Break). range for programming and the • Summer camps were planned for expanded offerings diversity of camp offerings. by developing camp curriculum for Grades 1to 3 (previously only Grades 4 to 12), including: STEM, Coding and Literacy Explorers camps (three of which now also have an intermediate level offering). Grade 1 to 3 camps delivered summer/year-round increased from 15 in 2018 to 31 in 2019. • Due to COVID-19, SAIT decided to cancel 2020 in- person summer camps. Instead, online summer camps were created and offered for free. For summer 2020, a total of 1,742 registrations were received with a 76.1% fill rate and 455 unique individuals. Parental feedback was very positive.

18 ANNUAL REPORT 2019/2020 Expected Revised Completion Progress Made Expected Performance Measures Status Date in the Last 12 Months Completion (from CIP) Date

(continued) • Youth Initiatives continues an ongoing partnership with the Indigenous community in Maskwacis; 25 campers attended photography, construction, science and welding camps in summer 2019. The planning for summer 2020 was halted by COVID-19. Summer camps will continue to work with the Montana Band throughout 2020/21 on potential opportunities post- lockdown. • Four international campers from China and Taiwan attended international camps in summer 2019; 36 campers from Japan were scheduled to attend summer 2020; collaboration with Study Abroad; additional partnership established with PanAsia Holidays; International Summer Camps 2020 Guide created with Marketing department. • For 2020/21, Youth Initiatives will continue to work with Study Abroad and external partners on potential in-person opportunities and is exploring international Career Exploration Centre virtual sessions using online SAIT Summer Camps models/practices.

3. The Career Exploration Centre June 30, 2021 In Progress • Number of scheduled CEC Career Crates off-campus (CEC) expands its offerings sessions increased to 42 in 2019/20 from 22 in 2018/19; with a new suite of experiential 400 students engaged in Career Crates sessions in programs, increased offerings 2019/20 prior to COVID-19 cancellations; 20 sessions during after-school, evening cancelled (320 students). Career Crates was on track to and weekend hours, and increase engagement from 232 students in 2018/19 to sessions for youth influencers, more than 700 in 2019/20. such as parents and teachers. • Career Crates activities developed in 2019/20 for the following areas: bricklayer, chef and rehabilitation therapy assistant, now with 12 careers represented. Career Crates expanded from Grade 9 to include Grade 7/8 and Grade 11. • Youth Initiatives expanded reach of CEC Career Crates and SAITCity programs within Indigenous communities in collaboration with SAIT’s Chinook Lodge Indigenous Resource Centre. One hundred students in five communities engaged in Career Crates sessions between October and December 2019; a further 16 sessions were scheduled from April 2020 but were cancelled due to COVID-19.

REPORTING ON THE CIP 19 Expected Revised Completion Progress Made Expected Performance Measures Status Date in the Last 12 Months Completion (from CIP) Date

(continued) • For 2020/21, Youth Initiatives will develop and pilot online CEC sessions with four Calgary school partners in late fall 2020; explore opportunities for growing online portfolio and offerings of CEC content/sessions; work with Indigenous and school community partners to schedule and plan for post-lockdown Career Crates sessions (incorporating potential limitations imposed by ongoing COVID-19/public health risk mitigation requirements, etc.).

4. Increased funding to support June 30, 2021 In Progress • Mobile STEM Lab: ‘88 Legacy funding awarded in Youth Engagement Strategy. 2019/20 for a proposal to develop and deliver engaging, culturally relevant STEM activities for Indigenous communities, involving coding and 3D printing using Micro Bits, and including on-going scaffolded-learning teacher packages. Program was disrupted by COVID-19, and to be continued in 2020/21. • Youth Initiatives secured private donor funding through SAIT’s Alumni and Development department for foundations/exploratory programs, including: • new program offering of Foundations in Emergency Care (FEC), one Winter 2020 cohort of 16 • new offering of ICT CTF Practical Python Challenge, more than 60 students from three school boards across Calgary • a second delivery of Exploring Metal Trades, which started February 2020, 16 students to experience welding, pipe trades, sheet metal and ironworker hands-on lab activities • while FEC continued online in March 2020, both ICT CTF and EMT programs were interrupted by COVID-19. • TC Energy provided funding in 2019/20 for 25-30 Indigenous Career Crates sessions: SAIT’s Career Exploration Centre and Chinook Lodge Indigenous Resource Centre were on track to have fulfilled this commitment by December 2020; working with SAIT’s Alumni and Development department to update timeline in response to COVID-19.

20 ANNUAL REPORT 2019/2020 PRIORITY INITIATIVE 6

Increase recruitment, retention and graduation of Indigenous students.

Expected outcome More Indigenous students attend SAIT and succeed in their programs.

Expected Revised Completion Progress Made Expected Performance Measures Status Date in the Last 12 Months Completion (from CIP) Date

1. Indigenous student dual-credit June 30, 2020 Completed • Two dual-credit courses were offered to 11 students offering is piloted. from Morley Community School (MCS): Baking and Pastry Arts: Introduction to Cooking (Fall 2019) and Pastry Fundamentals (Winter 2020); three of four full weeks were delivered at MCS prior to program suspension due to COVID-19. Continuing to work with MCS and SAIT School of Hospitality and Tourism on final program wrap-up, next steps and on-going student/ community engagement. • Master Pathways Agreement signed with Tsuut’ina Education Authority; similar program to MCS. Planning progress delayed by COVID-19, to resume 2020/21. • Meetings held with KTC and Samson Indigenous community stakeholders in 2019/20 to initiate dual- credit partnership proceedings; to resume 2020/21.

2. Indigenous Learner Success June 30, 2021 In Progress • The Indigenous Learner Success Strategy was launched Strategy is implemented. in August 2019. A detailed progress report on activities is available on request. A summary of activities is noted in the appendix of this report • https://www.sait.ca/assets/documents/Indigenous Students/2019-Indigenous-learner-success-strategy.pdf

3. Gap between SAIT’s overall June 30, 2021 In Progress • The Strategic Enrolment Management steering graduation rate and SAIT’s First committee has identified the First Nations Nation student graduation rate graduation rate as an area of focus. The Métis is narrowed to 10%. student graduation rate trends very closely to the overall student graduation rate, yet the Aboriginal and Inuit graduation rate still lags behind. Retention strategies are identified in the Indigenous Learner Success Strategy and SAIT’s Chinook Lodge Indigenous Resource Centre has initiated several tactics. Recruitment of First Nations students has been a focus, resulting in a 10% growth in the number of First Nations students starting at SAIT. A renewed focus on retention is planned for 2020/21.

REPORTING ON THE CIP 21 PRIORITY INITIATIVE 7

Increase recruitment, retention and graduation of students from underrepresented groups at SAIT, including: students who are new immigrants, students with disabilities, rural students, students from low-income backgrounds.

Expected outcome More students from underrepresented groups attend SAIT and succeed in their programs.

Expected Revised Completion Progress Made Expected Performance Measures Status Date in the Last 12 Months Completion (from CIP) Date

1. Implementation of additional June 30, 2020 Completed • Student Engagement worked with a third-party support mechanisms for provider to develop an online onboarding experience. students transitioning This new program, SAIT Start, provides students with into SAIT. a high level overview of all the supports offered at SAIT. Students will receive an invitation to complete SAIT Start upon acceptance to SAIT. As a result, students will begin to transition into SAIT up to several months before orientation and the first day of classes. SAIT Start will lighten the information that needs to be covered at orientation and will allow programs to focus more on relationship building and program specific requirements. It is hoped students will have decreased stress and anxiety as a result of parsing this information out over a longer transition time. This project was started in fall 2019, before COVID-19. It has been shown to be an excellent platform for supporting students online. • SAIT’s Chinook Lodge Indigenous Resource Centre has created a recruitment plan for recruiting Indigenous students to SAIT. Details are provided in the appendix. • Academic Upgrading — Indigenous program was launched in fall 2019 with the intention to provide specific programming for the cohort of students to help the transition to a SAIT credit program. • Reg Erhardt Library hosted twice weekly English Conversation Club, a relaxed venue for English as an additional language learners to practice their skills.

2. Seeking and securing June 30, 2021 In Progress • See appendix for details of community and industry additional community and partnerships that target youth and Indigenous industry partners to help SAIT learners focusing on introducing groups to SAIT achieve this priority initiative. programming. Youth Initiatives and Chinook Lodge Indigenous Resource Centre are service areas that have developed numerous community partners.

3. Recruitment, retention and June 30, 2021 In Progress • The Strategic Enrolment Management steering graduation rates for students committee has this initiative flagged for attention in from underrepresented groups 2020/21. have increased.

22 ANNUAL REPORT 2019/2020 PRIORITY INITIATIVE 8

Develop and implement initiatives supporting prevention of sexual violence.

Expected outcomes 1. Increased awareness of sexual violence and programs and services available to students, faculty and staff. 2. Improved access to greater resources for the SAIT community. 3. Enhanced education and training for students, faculty and staff.

Expected Revised Completion Progress Made Expected Performance Measures Status Date in the Last 12 Months Completion (from CIP) Date

1. Provision of training and June 30, 2020 Completed • Three employees took Association of Alberta Sexual development of protocols for Assault Services facilitator training for first responders staff tasked with responding to sexual assault and abuse in 2018. Seven employees to and providing support for attended Sexual Violence in Higher Education training students who have experienced at BVC in January 2019. Most counsellors have taken sexual assault. first responder to sexual assault and abuse training in the last few years. One counsellor has worked at Calgary Communities Against Sexual Abuse and did training with them. All counselling staff would have experience in responding to disclosure, providing counselling and support, and referral.

2. Provision of education and June 30, 2020 Completed • A sexual violence prevention working group was awareness training to the SAIT established in fall 2019 with representatives from Student community in general. Development and Counselling, Lamb Learner Success Centre, Employee Services, and Campus Security. An action plan was developed. Some of the initiatives related to education and awareness training are noted below. • Multiple training sessions on Responding to Disclosures of Sexual Violence were offered to faculty through the Teaching Excellence Foundations series. • Specific student leader groups had sexual violence prevention content incorporated into training: Residence Advisors, Outreach and Wellness Leaders, SAIT Students' Association (Saitsa) Peer Support Centre Leaders, and for Pride at SAIT and Interfaith Centre student leaders. • Support and mentorship was provided for Saitsa events on sexual violence prevention (e.g. What were you wearing? exhibit). Consent related education sessions were delivered at a Saitsa event during Sexual Awareness Week activities. • A module on sexual violence prevention policy was added to ETHI 110, SAIT’s mandatory ethics course. • Content on consent, sexual violence and healthy relationships was added to SAIT Start, the new online orientation program for incoming students.

REPORTING ON THE CIP 23 Expected Revised Completion Progress Made Expected Performance Measures Status Date in the Last 12 Months Completion (from CIP) Date

(continued) • A working group was established to develop men as allies in preventing sexual violence programming. • Consultation was sought with community partners — Calgary Communities Against Sexual Abuse and Centre for Sexuality. Reviewed programming available from external resources for suitability to include in SAIT programming. Decision that existing externally provided ally programming would not meet needs of SAIT population and internal programming would need to be developed. • Consultations with SAIT Residence staff on sexual violence intervention procedures that are supportive of victim-centered practices. • Collaboration with International Centre advisors to include culturally sensitive approaches to sexual violence prevention programming for international students.

24 ANNUAL REPORT 2019/2020 PRIORITY INITIATIVE 9

Expand community partnerships and donor relations to increase success for at-risk youth.

Expected outcome More at-risk youth participate in programs that provide pathways to employment.

Expected Revised Completion Progress Made Expected Performance Measures Status Date in the Last 12 Months Completion (from CIP) Date

1. New pathways for accessibility June 30, 2021 In Progress • SAIT Youth Initiatives has developed partnerships are in place, developed in with many organizations and engaged in numerous partnership with United Way community engagement activities, including: Alberta and school boards. Children’s Hospital, United Way's All in For Youth program, Anne’s Language House, Big Brothers Big Sisters, Calgary Immigrant Women’s Association, Camps Connect, Foothills Academy Society, Calgary Bridge Foundation for Youth and Career Advancement Services. A summary of activities is noted in the appendix.

2. Number of at-risk youth June 30, 2021 In Progress • Launched an Academic Upgrading pilot program participating in SAIT for Indigenous students. Started with 25 students, programming through and 18 students continued into the second of three different funding initiatives semesters. While the pilot was hampered by the has increased. COVID-19 pandemic, eight students completed the third semester. • Planning is underway for the second intake of Indigenous students in this Foundational Learning funded pilot. The second intake was deferred to January 2021 from September 2020 due to the pandemic. A proposal for the continuation of this program for the foreseeable future will be submitted in fall 2020. • Ongoing collaboration with Youth Initiatives to offer science summer camp programs for both Indigenous and non-Indigenous communities as well as providing opportunities for at-risk youth. • Expanded our outreach beyond immigration and refugee partners to also include at-risk populations, such as Indigenous students, through our connections with Advancing Futures and at-risk women via RESET Calgary. • Also see comments in PI5, PM4.

REPORTING ON THE CIP 25 AFFORDABILITY

PRIORITY INITIATIVE 10

Further grow scholarship offerings to increase student access to post-secondary education.

Expected outcomes 1. Students have access to post-secondary programming regardless of financial circumstances. 2. Students are encouraged to select SAIT as their school of study, and motivated to achieve strong academic performance, based on likelihood of receiving financial reward. 3. Students from traditionally underrepresented populations have specific award opportunities, to encourage pursuit of post-secondary education, and support through to successful achievement.

Expected Revised Completion Progress Made Expected Performance Measures Status Date in the Last 12 Months Completion (from CIP) Date

1. The number of awards to June 30, 2020 Completed • 242 additional awards were added in 2019/20 support student access to compared with the prior fiscal period. programs has been increased.

2. Bissett Bursary Program June 30, 2020 Completed • The Bissett Bursary disbursed $208,000 to recipient pool has been 51 students over the 2019/20 academic year. expanded by working with Enrolment in the program is up significantly, as there success coaches, counsellors are 45 new students for Fall 2020 in addition to and other key stakeholders support for continuing Bissett Bursary recipients. in the K-12 system to offer financial support to full-time and part-time students.

3. Award offerings for June 30, 2020 Completed • Awards for Indigenous students and other under- traditionally underrepresented represented students continues to increase. The Métis students have been Scholars award (first implemented for the 2019/20 established and are fully academic year) supported two students and will distributed annually. increase to three students for 2020/21. SAIT continues to maximize the allocation for the Indigenous Careers award — a total grant amount of $264,000 per year. The Indigenous upgrading block of awards supported 46 disbursements totaling just over $17,000. Donors continue to support Indigenous, single parent, female students, etc. Examples of new awards for 2019/20 with these criteria include: Fortis, Vivacious Women in Leadership, SAIT Pride, SAIT Accessibility, Heather Culbert Women in Technology and Leadership.

26 ANNUAL REPORT 2019/2020 Expected Revised Completion Progress Made Expected Performance Measures Status Date in the Last 12 Months Completion (from CIP) Date

4. Student recipients for June 30, 2020 Completed • Government of Alberta awards have transitioned to a externally funded awards, grant model effective 2019/20 with the exception of notably Government of Alberta Jason Lang and Alexander Rutherford. The Jason Lang awards, are identified in distribution was down slightly last year due to the quantities sufficient to access difficulty in collecting student Social Insurance Number the full allotment available on information. Process adjustments and new reporting an annual basis. tools have been developed, which should improve those numbers. Alexander Rutherford was up over 2018/19. Neither of these awards have an allotment maximum making this measure no longer applicable.

5. The average value of student June 30, 2020 Completed • Average value of donor funded awards had been awards has increased. steadily increasing at $1,293.30 in 2018/19. In 2019/20 a number of larger value awards supported by corporate donors were cancelled resulting in a slight reduction in the average value of donor funded awards, now $1,282.66. Although, as noted in PM1, 242 new awards were distributed.

REPORTING ON THE CIP 27 PRIORITY INITIATIVE 11

Sufficient funding options are available to meet student emergency needs.

Expected outcomes 1. Students who are struggling to complete their program as a result of financial pressures are able to access funding to bridge the emergency circumstances and remain in their studies. 2. Enhanced awareness of available funding options, including grants and student loans.

Expected Revised Completion Progress Made Expected Performance Measures Status Date in the Last 12 Months Completion (from CIP) Date

1. An endowment fund is June 30, 2020 Completed • The IG Lewis Endowment fund has a principal balance established and generates of $2,735,097 and generates in excess of $95,000 earnings sufficient to meet annually. In a typical year, demand has ranged from the demand for emergency $60,000 to $75,000 leaving us comfortable with funding. accessing funding for all students who need it. • As the Government of Alberta began to react to the COVID-19 pandemic, SAIT quickly mobilized to increase funding through donation requests to our alumni and donor partners, and made these funds available to support students impacted by the economic shut- down, resulting in $243,000 distributed to students. • In addition, as previously reported, SAIT was able to secure a private contribution of $200,000 to establish the Kohkoms Kahsagahetin Endowment Fund, a parallel emergency fund specifically to support registered Indigenous students.

2. Students with urgent financial June 30, 2020 Completed • SAIT continues to use a network of mentors and need are identified and receive advisors to identify students in need and connect funding in a timely manner. them with supports on campus, community programs (ex. food bank) and to emergency funding options. Time from emergency funding being requested to disbursement of funds averaged four days. • As part of our COVID-19 response, processes were developed and implemented within two weeks to provide funding to students via electronic fund transfer, given the risks associated with in-person cheque distribution.

3. Students who do not June 30, 2020 Completed • Preliminary discussions among various campus complete their programs stakeholders were initiated to understand the cite unanticipated financial current state and challenges related to early leavers pressures as a reason, with tracking. Future work will fall under student retention, less frequency than baseline. identified as one area of focus for strategic enrolment management.

28 ANNUAL REPORT 2019/2020 QUALITY

PRIORITY INITIATIVE 12

Increase scholarly activity and applied research at SAIT, and support faculty and staff in their pursuit of scholarly activity and applied research.

Expected outcomes 1. Scholarly activities are supported and expanded through appropriate policies, procedures and processes. 2. Program quality and student experience are improved due to expanded scholarly activities.

Expected Revised Completion Progress Made Expected Performance Measures Status Date in the Last 12 Months Completion (from CIP) Date

1. Scholarly activity processes June 30, 2019 Completed • The central communication hub for scholarly activity have been established. launched in 2018 is now fully implemented and accessible to faculty on SAITNOW. The resource page includes project planning, review and reporting documents, tools and templates. Efforts to support faculty teaching in degree programs or engaging in scholarly activity projects are ongoing and scholarly activity support processes are reviewed annually.

2. Applied research policies and June 30, 2021 In Progress • The revision of AC.4.2 Research Integrity policy and procedures have been reviewed AC.4.2.2 Research Code of Conduct procedure was and integrated into the new completed in January 2019. Work continues on reviewing Scholarly Activity and Applied and updating Applied Research Services policy and Research policy framework. procedure and integrating these into the new Scholarly Activity and Applied Research policy framework.

3. Scholarly activity and applied June 30, 2021 In Progress • Faculty teaching in degree programs continue to conduct research for faculty in degree scholarly activity and SAIT is seeing an increased number programs have increased, as of scholarly activity projects underway. reported to Campus Alberta • The SAIT Scholarly Activity Report (produced annually in Quality Council. November) provides a detailed overview of the scholarly activity of faculty teaching in degree programs. 2020 will be the sixth year the report has been provided to Campus Alberta Quality Council (CAQC). CAQC provided feedback on the report in August 2020 acknowledging the progress SAIT continues to make in this area for the Bachelor of Business Administration and BSc Construction Project Management programs.

REPORTING ON THE CIP 29 Expected Revised Completion Progress Made Expected Performance Measures Status Date in the Last 12 Months Completion (from CIP) Date

4. Student involvement in applied June 30, 2021 In Progress • Between 2012 and 2018 direct student engagement research has increased by 25% with SAIT’s Applied Research and Innovation Services over three years. (ARIS) team averaged 164 students per year. In 2018/19, ARIS met its target to increase student engagement to over 200 students. In 2019/20 SAIT aimed to maintain this engagement level and engaged 162 students prior to the closures in March (due to COVID-19). Because of the hands-on nature of many applied research projects, multiple student opportunities have been affected and will continue to be affected until at least Dec 31, 2020. Ongoing discussions and planning will occur with the schools to see how best to mitigate challenges.

30 ANNUAL REPORT 2019/2020 PRIORITY INITIATIVE 13

Improve the quality of students’ learning experiences at SAIT.

Expected outcomes 1. Students from all backgrounds feel respected and included at SAIT. 2. Student satisfaction is benchmarked and improved. 3. Student retention and graduation is benchmarked and improved.

Expected Revised Completion Progress Made Expected Performance Measures Status Date in the Last 12 Months Completion (from CIP) Date

1. Student satisfaction meets June 30, 2021 In Progress • Exiting learner satisfaction with the overall quality of SAIT’s target of 90%. program was at 91% and student satisfaction with the overall quality of educational experience was at 89% in 2019/20. • Graduating apprentice satisfaction with the overall quality of technical training (program) was at 97% and the overall quality of educational experience was at 96% in 2019/20.

2. Student retention rates meet June 30, 2021 In Progress • The SAIT overall retention rate for Fall (Year 1) to Fall SAIT’s targets of: (Year 2) is 81% for 2019/20 fall intakes, and the SAIT overall retention rate for Fall (Year 1) to Winter (Year 1) • 95% (first to second is 91% for 2019/20 fall intakes, including students from semester) certificate, diploma, applied degrees and baccalaureate • 82% (first to third degree programs. semester).

3. Student graduation rate meets June 30, 2021 In Progress • The SAIT overall on-time graduation rate is 66% SAIT’s target of 72%. and the SAIT total graduation rate (early, on-time and +1 year) is 74% for 2016/17 intakes, including students from certificate, diploma, applied degree and baccalaureate degree programs.

REPORTING ON THE CIP 31 COORDINATION

PRIORITY INITIATIVE 14

Work with Campus Alberta partners, other Canadian post-secondary institutions, and global partners in delivering programming and conducting scholarly activity and applied research.

Expected outcomes 1. Partnerships are in place with other Campus Alberta institutions to deliver programming and conduct scholarly activity and applied research. 2. Alberta students have greater access to SAIT programs through delivery on other campuses and opportunities to work on international applied research projects.

Expected Revised Completion Progress Made Expected Performance Measures Status Date in the Last 12 Months Completion (from CIP) Date

1. SAIT works with other Canadian June 30, 2024 In Progress • Received accreditation from the Commission on Dental post-secondary institutions in Accreditation of Canada for the Dental Assisting the delivery of specific allied program delivered at University of Saskatchewan health programming. (November 2019). • Investigated opportunities to license optician curriculum from three different post-secondary institutions in British Columbia and Ontario when developing the new Optician program at SAIT (July to October 2019). • Investigated licensing of online simulated medical laboratory learning resources developed at SAIT to other post-secondary programs in Canada. • SAIT has a licensing agreement with Holland College in Prince Edward Island for the Rehabilitation Therapy Assistant program curriculum.

2. SAIT works with Campus June 30, 2021 In Progress • SAIT and NAIT representatives are members of Alberta institutions in the the Provincial Diagnostic Imaging Committee and delivery of specific allied health collaborated on using an integrated approach to programming. identify practicum placements for diagnostic medical sonography programs provincially, as well as identifying human resource needs in diagnostic imaging from a provincial perspective. • SAIT is a member of the Alberta Deans of Health and Human Sciences committee to share ideas, strategies and resources. • Held regular meetings with NAIT throughout the 2019/20 academic year to discuss common areas of interest such as sharing curriculum, a coordinated response and approach to deferring and resuming practicums during the pandemic, strategies for practicum placements where shortages exist within the province, common challenges and messaging to professional regulatory bodies and national associations, etc. With regard to sharing of curriculum, NAIT shared an Inter-professional Education course from the School of Life Sciences and SAIT shared a Preceptor Education course from the School of Health and Public Safety.

32 ANNUAL REPORT 2019/2020 Expected Revised Completion Progress Made Expected Performance Measures Status Date in the Last 12 Months Completion (from CIP) Date

(continued) • Investigate potential opportunity with Caritas College to license and deliver a foot care course through SAIT (April to June 2020). • Created a Community of Practice forum for leaders of health programming across the province to discuss strategies and share tools/resources for the anticipated resumption of on-campus activities during the pandemic (May 2020).

3. SAIT Applied Research and June 30, 2021 In Progress • ARIS’s new OTSG#3 Lab at the University of Calgary, Innovation Services (ARIS) works ESSO building, is expected to open in November 2020. with the University of Calgary to It will conduct collaborative research and development deliver a Natural Sciences and in OTSG amongst University of Calgary, University of Engineering Research Council Alberta and SAIT. The CERCUTS Research under the (NSERC) Collaborative Research NSERC-IRCCC program on OTSG #1 and #2 continues as and Development (CRD) Grant planned in the ERRB lab at the University Research Park. Program with Canada’s Oil Sands Innovation Alliance (COSIA) and Suncor Energy to study erosion and corrosion in Once Through Steam Generators (OTSG).

4. SAIT Applied Research and June 30, 2021 In Progress • Currently projects are on hold due to COVID-19. Proposal Innovation Services (ARIS) will submitted to Higher Colleges of Technology for work with the Higher Colleges unmanned aerial vehicle related project is delayed due of Technology in the United to military issues related to drone flights. Barbados Arab Emirates (UAE) and concepts for either energy efficient homes or disaster University of the West Indies mitigation are developed and invitations to conferences in Barbados to develop and are received. deliver industry-driven applied research projects in-country.

5. SAIT Applied Research and June 30, 2021 In Progress • SAIT Applied Research and Innovation Services (ARIS) Innovation Services (ARIS) role has been minimal at this point working with only works with Alberta Innovates one client, but the XPrize program is ongoing and ARIS and other Campus Alberta is now in discussion with Alberta Innovates in terms of institutions in the delivery of a collaborative initiative to bring new clients into the the Carbon Centre Program Carbon Centre that ARIS will also work with to develop XPrize Competition. CO2 sequestering technologies.

6. SAIT Applied Research and June 30, 2020 Completed • SAIT Applied Research and Innovation Services (ARIS) Innovation Services (ARIS) and and Platform Calgary has signed a three-year agreement Platform Calgary renew their (2019/22) to renew Regional Innovation Network funding. Regional Innovation Network funding together for future terms.

7. SAIT works with other Campus June 30, 2020 Completed • SAIT, in partnership with four other provincial Banner Alberta institutions on institutions (Alberta College of Art and Design, Mount information technology sharing Royal University, Olds College and Red Deer College) initiatives. SAIT also leads a works with Ellucian to update the Alberta Post-Secondary consortium of institutions for Application System (APAS) and Banner integration. the Alberta Post-Secondary SAIT completed the annual system upgrade work to Application System (APAS) integrate with the APAS and MyTrade Secrets (MTS) and MyTradeSecrets (MTS) Apprenticeship and Industry Training programs systems. initiatives.

REPORTING ON THE CIP 33 PRIORITY INITIATIVE 15

Ensure suitable articulation opportunities are available for students.

Expected outcomes 1. Students are aware of and make greater use of articulation pathways to and from SAIT. 2. SAIT faculty and staff have greater clarity around the roles and responsibilities of those involved in articulation processes.

Expected Revised Completion Progress Made Expected Performance Measures Status Date in the Last 12 Months Completion (from CIP) Date

1. Number of students accessing June 30, 2021 In Progress • As of Sept. 9, 2020, SAIT has 646 articulation articulation through formal agreements with 71 different partners; 52 of these agreements has increased. partners are national, of which 15 are within Alberta, and 19 are international institutions. The current total of agreements comprises 134 receiving and 512 sending agreements. Of these, 70 receiving and 24 sending agreements are internal (SAIT to SAIT programs). • New articulation agreements are currently being developed with the University of Calgary; University of Gloucestershire, United Kingdom; Queensland University of Technology, Australia; and Montana Tech, United States. A new agreement with the University of Alberta was recently signed, providing students across five SAIT programs the opportunity to pursue a Bachelor of Education in Career and Technology Studies: Computer Science.

2. Students have access to June 30, 2021 In Progress • Online advising appointment booking for in-person clear information and better advising was launched February 2019 through LibCal and communications about online advising was made available from March 2020. articulation opportunities into This has been well received with students regularly and out of SAIT. requesting appointments through MS Teams or Zoom, for non-students and alumni. • The Transfer Office and institutional partners delivered on-campus information sessions to students promoting pathways until March 2020, when sessions moved online for the 2020/21 academic year. The Transfer Options website and database of agreements also continue to be a primary source of reference for students when considering potential pathways. • The Transfer Options office is now located in the Stan Grad Centre, providing a branded and highly visible location shared with Study Abroad. This provided a more central location and easier integration with events held in the atrium and across campus until most in-person services were suspended due to COVID-19.

34 ANNUAL REPORT 2019/2020 ACCOUNTABILITY

PRIORITY INITIATIVE 16

Establish a risk management framework for SAIT.

Expected outcome Roles, responsibilities and accountabilities for risk management at SAIT have been identified.

Expected Revised Completion Progress Made Expected Performance Measures Status Date in the Last 12 Months Completion (from CIP) Date

1. Overarching Risk Management June 30, 2020 Completed • Enterprise Risk Management policy and procedure policies and procedures for approved by Board of Governors in February 2019. SAIT have been developed SAIT Risk Register has been developed and a process and implemented. has been established for regular review, update and reporting of SAIT Risk Register.

2. Policies, procedures and June 30, 2019 Completed • AD.1.12.2 Youth Activities on Campus procedure was processes relating to minors on created and approved in June 2019. campus have been developed and implemented.

REPORTING ON THE CIP 35 Enrolments (FLEs)

2019/20 Change Significant Variance explanation Full-Load Equivalents (1) 2019/20 2018/19 Budget from prior year variance to budget to budget Certificate Accounting Oil and Gas Production 15 28 11 (14) Aircraft Structures Technician 28 21 31 7 Business Intelligence: 31 29 27 2 Data Analysis and Reporting Butchery and Charcuterie 28 27 24 1 Management Community Economic Development 36 3 — 34 36 Increased enrolment Database Administrator 17 10 29 6 Dental Assisting 134 167 131 (33) Diesel Equipment Technician 30 29 29 2 Information and 15 19 15 (3) Records Management Land Analyst 4 3 2 1 Machinist Technician 26 26 25 — Medical Device Reprocessing 41 46 41 (4) Technician Medical Laboratory Assistant 41 42 48 (1) Medical Office Assistant 75 73 73 2 and Unit Clerk Network Technician 40 53 46 (13) Non-Destructive Testing Cancellation spring 24 29 39 (5) (15) Foundations semester due to COVID-19 Nutrition for Healthy Lifestyles 28 37 34 (9) Object-Oriented Software 84 93 39 (9) 45 Additional intake added Development Lower enrolments Office Professional 22 38 45 (16) (23) than anticipated Petroleum Land Administration 7 11 20 (4) Pharmacy Assistant 60 64 62 (4) Reduced by one cohort Power and Process Operations 18 36 47 (19) (29) due to lower demand Pre-Employment — Automotive 12 24 22 (12) Service Technician Pre-Employment — Cabinetmaker 9 15 15 (6) Pre-Employment — Carpenter 26 34 35 (8) Cancellation spring Pre-Employment — Electrician 66 97 118 (31) (51) semester due to COVID-19 Pre-Employment — Industrial 22 25 22 (2) Mechanic (Millwright) Pre-Employment — Mobile Crane 2 — — 2 Pre-Employment — Pipetrades 19 — 24 19

36 ANNUAL REPORT 2019/2020 Enrolments (FLEs)

2019/20 Change Significant Variance explanation Full-Load Equivalents (1) 2019/20 2018/19 Budget from prior year variance to budget to budget Pre-Employment — Plumber — 34 — (34) Pre-Employment — Refrigeration 21 22 21 (1) Pre-Employment — Welding 31 26 42 5 Primary Care Paramedic 76 86 82 (10) Process Piping Drafting 2 16 3 (13) Railway Conductor 19 20 14 (1) Water and Wastewater Treatment Lower enrolments 8 — 29 8 (21) Operations than anticipated Web Developer 23 19 24 4 Cancellation spring Welding Technician 56 45 83 10 (28) semester due to COVID-19 Certificate Total 1,196 1,343 1,352 (147) Diploma Accounting 1 2 — (1) Administrative Information 139 123 122 15 Management Advanced Care Paramedic 95 80 84 15 Aircraft Maintenance 173 140 153 33 Engineers Technology Architectural Technologies 377 399 339 (22) Automotive Service Technology 100 119 108 (19) Avionics Technology 60 53 50 8 Increased enrolment Baking and Pastry Arts 157 143 127 14 30 and demand Broadcast Systems Technology 45 42 52 4 Business Administration — 269 448 260 (179) Accounting Business Administration — 146 137 137 10 Financial Services Business Administration — Decreased enrolments 705 674 851 31 (146) General offset by specializations Business Administration — 66 58 52 9 Human Resources Business Administration — Increased demand in 136 114 103 22 33 Management specialization Business Administration — Increased demand in 145 121 117 24 28 Marketing specialization Business Administration — Increased demand in 218 107 103 111 115 Supply Chain Management specialization Business Administration 81 63 88 19 Automotive Management Chemical Engineering Technology 57 63 56 (6) Chemical Laboratory Technology 61 55 62 7

REPORTING ON THE CIP 37 Enrolments (FLEs)

2019/20 Change Significant Variance explanation Full-Load Equivalents (1) 2019/20 2018/19 Budget from prior year variance to budget to budget Civil Engineering Technology — 84 69 77 16 Construction Management Civil Engineering Technology — 161 180 184 (19) General Civil Engineering Technology — 78 88 77 (10) Municipal Diagnostic Medical Sonography 79 82 79 (3) Cancellation spring semester Electrical Engineering Technology 300 281 365 18 (65) due to COVID-19, moved one cohort to January start Electronics Engineering Technology 61 52 64 9 Lower enrolments Energy Asset Management 33 40 52 (8) (20) than anticipated Engineering Design and 139 141 160 (2) Drafting Technology Environmental Technology 50 57 57 (7) Film and Video Production 107 89 96 18 Geomatics Engineering Technology 94 89 106 5 Geoscience Information Technology 1 21 — (20) Graphic Communications and 114 112 110 2 Print Technology Health Information Management 56 77 68 (21) Hospitality Management 309 273 275 36 Additional intake Information Systems Security 116 69 79 48 38 due to high demand Information Technology 765 555 762 210 Instrumentation Engineering 112 109 110 3 Technology Lower enrolments Integrated Water Management 14 — 61 14 (47) than anticipated Journalism — General 116 100 107 16 Journalism — Photojournalism 18 16 16 2 Journalism — Print and Online Decreased demand 55 48 77 7 (22) Journalism in specialization Legal Assistant 276 252 279 24 Increased retention Library Information Technology 125 112 74 13 51 and demand Mechanical Engineering Technology 103 87 91 16 — Design and Analysis Mechanical Engineering Technology 32 25 24 7 — Design and Automation Mechanical Engineering Technology 31 32 31 (2) — Design and Development

38 ANNUAL REPORT 2019/2020 Enrolments (FLEs)

2019/20 Change Significant Variance explanation Full-Load Equivalents (1) 2019/20 2018/19 Budget from prior year variance to budget to budget Mechanical Engineering 160 180 169 (20) Technology — General Medical Laboratory Technology 159 141 141 18 Medical Radiologic Technology 87 86 83 1 New Media Production and Design 108 118 119 (11) Nuclear Medicine Technology 53 56 45 (3) Petroleum Engineering Technology 172 158 167 14 Power Engineering Technology 282 271 291 12 Professional Cooking 342 341 299 1 Radio Television and Broadcast 46 44 42 2 News — Broadcast News Radio Television and Broadcast 48 44 43 4 News — Radio Radio Television and Broadcast 42 42 42 — News — Television Rehabilitation Therapy Assistant 89 80 76 10 Respiratory Therapy 173 203 176 (30) Travel and Tourism 175 175 173 (1) Welding Engineering Technology 91 90 100 1 Diploma Total 8,485 8,023 8,305 462 Post-Diploma Certificate Advanced Accounting and Finance — — 4 — Lower enrolments Culinary Entrepreneurship 9 24 61 (15) (52) than anticipated Cyber Security for Control Systems — — 14 — Data Analytics 14 — 10 14 Information Security Analyst 3 — 15 3 Mobile Application Developer — — 6 — Technology Infrastructure Analyst 18 25 19 (7) Post-Diploma Certificate Total 44 49 129 (6) Applied Degree Bachelor of Applied Business 166 162 174 5 Administration — Accounting Bachelor of Applied Technology 213 225 189 (12) Geographic Information Systems Bachelor of Applied Technology Cancellation spring 110 137 157 (27) (47) Petroleum Engineering semester due to COVID-19 Applied Degree Total 489 523 520 (34)

REPORTING ON THE CIP 39 Enrolments (FLEs)

2019/20 Change Significant Variance explanation Full-Load Equivalents (1) 2019/20 2018/19 Budget from prior year variance to budget to budget Degree Bachelor of Business 269 270 239 (1) Administration — Accounting Bachelor of Business Increased retention 160 126 127 34 33 Administration — Financial Services and demand Bachelor of Business Increased retention 188 138 157 50 32 Administration — General and demand Bachelor of Business Increased retention Administration — Human 73 76 57 (3) 16 and demand Resource Management Bachelor of Business 77 67 75 11 Administration — Management Bachelor of Business 111 128 125 (17) Administration — Marketing Bachelor of Business Increased retention Administration — Supply Chain 148 127 113 21 35 and demand Management Bachelor of Hospitality and 11 — 12 11 Tourism Management Bachelor of Science in 168 154 167 15 Construction Project Management Degree Total 1,205 1,084 1,070 121 Apprenticeship Appliance Service Technician 6 9 10 (3) Auto Body Technician 24 31 32 (6) Cancellation of intakes Automotive Service Technician 101 148 153 (47) (52) due to COVID-19 Baker 1 6 10 (5) Bricklayer 8 18 16 (10) Cabinetmaker 13 22 25 (9) Cancellation of intakes Carpenter 64 100 98 (36) (34) due to COVID-19 Concrete Finisher 2 1 3 0 Cook 17 37 31 (20) Crane and Hoisting 3 7 6 (4) Equipment Operator Electric Motor Systems Technician 5 13 13 (8) Cancellation of intakes Electrician 322 524 403 (202) (81) due to COVID-19 Glazier 14 32 21 (18) Cancellation of intakes Heavy Equipment Technician 76 95 103 (19) (27) due to COVID-19 Cancellation of intakes Industrial Mechanic (Millwright) 46 64 68 (18) (22) due to COVID-19

40 ANNUAL REPORT 2019/2020 Enrolments (FLEs)

2019/20 Change Significant Variance explanation Full-Load Equivalents (1) 2019/20 2018/19 Budget from prior year variance to budget to budget Instrumentation and 21 29 26 (8) Control Technician Insulator (Heat and Frost) 10 26 24 (16) Ironworker 10 15 22 (6) Machinist 15 20 29 (5) Motorcycle Mechanic — — 3 — Natural Gas Compression — 2 — (2) Technician Painter and Decorator — 2 1 (2) Parts Technician 14 16 14 (2) Cancellation of intakes Plumber 70 199 161 (129) (92) due to COVID-19 Recreation Vehicle Service 17 19 27 (2) Technician Refrigeration and Air Cancellation of intakes 53 73 79 (20) (26) Conditioning Mechanic due to COVID-19 Roofer 12 — 12 12 Cancellation of intakes Sheet Metal Worker 77 100 102 (23) (25) due to COVID-19 Steamfitter/Pipefitter 50 48 57 2 Transport Refrigeration Technician — 3 — (3) Cancellation of intakes Welder 74 103 102 (28) (28) due to COVID-19 Apprenticeship Total 1,124 1,760 1,649 (636) Non Credential Academic Upgrading 570 596 590 (26) English Language Foundations 305 337 343 (32) FLEs reported in program of Open Studies 34 — 143 34 (110) study linked to courses taken Non Credential Total 909 933 1,076 (25) Total SAIT 13,452 13,716 14,099 (264)

(1) Total FLEs may not tie to the sum of individual programs or categories due to rounding.

REPORTING ON THE CIP 41 International Enrolments (FLEs)

2019/20 Significant Variance explanation Full-Load Equivalents (1) 2019/20 Budget variance to budget to budget Certificate Aircraft Structures Technician 5 — — Business Intelligence: Data Analysis and Reporting — 1 — Butchery and Charcuterie Management 1 2 — Community Economic Development 1 — — Database Administrator 2 1 — Dental Assisting 3 2 — Machinist Technician 5 4 — Medical Laboratory Assistant 1 — — Network Technician 1 4 — Non-Destructive Testing Foundations — 1 — Nutrition for Healthy Lifestyles 5 2 — Object-Oriented Software Development 4 4 — Office Professional 3 12 — Pharmacy Assistant 1 — — Power and Process Operations 2 3 — Pre-Employment - Industrial Mechanic (Millwright) 1 — — Water and Wastewater Treatment Operations 1 2 — Web Developer 3 2 — Welding Technician 2 4 — Certificate Total 38 44 Diploma Administrative Information Management 57 22 35 Increased demand Aircraft Maintenance Engineers Technology 36 26 — Architectural Technologies 47 42 — Automotive Service Technology 12 12 — Avionics Technology 9 7 — Baking and Pastry Arts 16 9 — Broadcast Systems Technology 6 7 — Business Administration Diploma — all majors 399 295 104 Increased demand Business Administration Automotive Management 36 19 17 Increased demand Chemical Engineering Technology 11 11 — Chemical Laboratory Technology 14 11 — Civil Engineering Technology 83 59 24 Increased demand Diagnostic Medical Sonography — 1 — Cancellation spring Electrical Engineering Technology 55 77 (23) semester due to COVID-19 Electronics Engineering Technology 4 8 — Energy Asset Management 19 17 —

42 ANNUAL REPORT 2019/2020 International Enrolments (FLEs)

2019/20 Significant Variance explanation Full-Load Equivalents (1) 2019/20 Budget variance to budget to budget Engineering Design and Drafting Technology 80 75 — Environmental Technology 10 6 — Film and Video Production 5 5 — Geomatics Engineering Technology 18 14 — Graphic Communications and Print Technology 24 14 — Health Information Management 10 5 — Hospitality Management 162 78 85 Purposeful growth Additional intake due Information Systems Security 29 11 18 to high demand Information Technology 108 92 15 Increased demand Instrumentation Engineering Technology 22 8 — Integrated Water Management 1 11 — Journalism 43 10 34 Purposeful growth Legal Assistant 16 21 — Library Information Technology 4 3 — Mechanical Engineering Technology 53 30 23 Purposeful growth Medical Laboratory Technology 3 1 — Medical Radiologic Technology 1 2 — New Media Production and Design 19 6 — Petroleum Engineering Technology 100 64 37 Purposeful growth Power Engineering Technology 70 47 23 Increased demand Professional Cooking 65 55 — Radio Television and Broadcast News 3 4 — Rehabilitation Therapy Assistant 12 10 — Respiratory Therapy 2 2 — Travel and Tourism 25 23 — Welding Engineering Technology 32 39 — Total Diploma 1,720 1,256 Post-Diploma Certificate Culinary Entrepreneurship 3 6 — Cyber Security for Control Systems — 2 — Mobile Application Developer — 1 — Technology Infrastructure Analyst 8 2 — Total Post-Diploma Certificate 11 11

REPORTING ON THE CIP 43 International Enrolments (FLEs)

2019/20 Significant Variance explanation Full-Load Equivalents (1) 2019/20 Budget variance to budget to budget Applied Degree Bachelor of Applied Business Administration — Accounting 12 14 — Bachelor of Applied Technology Geographic 35 28 — Information Systems Bachelor of Applied Technology Petroleum Engineering 81 92 — Total Applied Degree 128 134 — Degree Bachelor of Business Administration 35 28 — Bachelor of Science in Construction Project Management 13 10 — Total Degree 48 37 Non Credential Academic Upgrading 16 15 — Reduced access to English Language Foundations 127 170 (43) funding Open Studies 4 — — Total Non Credential 148 185 — Total SAIT 2,092 1,667 426

(1) Total FLEs may not tie to the sum of individual programs or categories due to rounding.

44 ANNUAL REPORT 2019/2020 Program Changes

During the 2019/20 academic year, SAIT received Ministry of Advanced Education approval to offer a new Hospitality and Tourism Management diploma. A Pre-Employment Auto Body program was also approved for an early 2021 launch. SAIT also developed several new programs, including an Optician diploma, an Ophthalmic and Optometric Assistant certificate, a Green Building Technology certificate, a Building Information Modeling certificate, a Motorcycle Mechanic Apprenticeship and a certificate in Representative Training for Occupational Health and Safety. Full implementation of these programs will commence in the 2020/21 academic year.

As part of ongoing quality initiatives, SAIT continued to assess emerging industry needs and to make programming changes as required. SAIT submitted program suspension requests for Process Piping and Drafting, Broadcast Systems Technology, Mobile Application Developer, Travel and Tourism, and the Hospitality Management and Culinary Entrepreneurship post-diploma program. SAIT also submitted change requests for Diagnostic Medical Sonography and Power Engineering. SAIT explored other potential programming and non-credit initiatives aligned with SAIT’s areas of expertise, including those related to baking and pastry arts, professional cooking, healthcare, artificial intelligence, aviation operations management, new media production and design, and many more. SAIT continued to work with international post-secondary partners on programs such as the Sector Skills Programs in the United Arab Emirates and the Environmental Technologies Program in Libya.

REPORTING ON THE CIP 45 Research, Applied Research and Scholarly Activities

SAIT’s Applied Research and SAIT strives to be a key solution provider KEY RESEARCH Innovation Services (ARIS) for industry partners. Recently, SAIT is ACCOMPLISHMENTS AND provides scientific and technical working with InnoTech Alberta and other ARIF OUTCOMES colleges to develop the Alberta Additive know-how to assist industry Manufacturing Network (AAMN). SAIT clients in solving real-world will represent the southern Alberta Economic diversification technology and process innovation (lead) node for the network. SAIT and and job creation challenges, allowing SAIT to InnoTech have already been in contact In November 2019, SAIT was awarded advance technologies and with several companies who have $1 million from CFI for additive provide invaluable experience for collectively expressed a strong desire to be part of the network. Some of these manufacturing and advanced machining students and faculty. In 2019/20, companies include: Blackline Safety, infrastructure. SAIT is also in the process ARIS supported more than 162 Attabotics and Alberta Injection Molding of submitting a proposal to the NSERC students in capstone and applied in Calgary, Nexus Energy Services in College and Community Innovation research projects and worked in Red Deer, and Packers Plus, Flexcim Program Innovation Enhancement Grant to develop the Applied Research Centre collaboration with teaching faculty Services and Plainsman Manufacturing in Edmonton, among many others. for Advanced Manufacturing (CIRADM), on eight technical projects. which, if approved, would provide Supported by grants and industry $2 million over five years to increase In 2019/20, ARIS grew to 85 full- and partners, total operational revenue research capacity and collaboration with part-time staff members at its peak. recognized in applied research at SAIT industry. With the support of these ARIS continues to build upon its six in 2019/20 was $6.7 million. SAIT organizations, SAIT aims to respond fully established applied research areas contributed an additional $900,000 to the growing applied research and that support the Alberta Research for operational support. An additional innovation needs of local, regional and and Innovation Framework (ARIF): the $3.1 million was spent on capital for national industry partners in advanced Centre for Innovation and Research applied research equipment and facility and additive manufacturing, design in Unmanned Systems, the Center for enhancement. Operational and capital expertise and equipment. Energy Research in Clean Unconventional revenues reported for ARIS are under Technology Solutions, the Centre for SAIT’s financial statements. Sponsored by industry partners and with Innovative Information Technology grants from the Alberta Government Solutions, Environmental Technologies, and CFI, a new $2.5 million state-of- Green Building Technologies, and Design, the-art Intelligent Sensor Network Fabrication and Testing. facility officially opened late 2019. The lab is equipped with wireless testing SAIT continues to work with multiple equipment, electronics assembly and funding organizations such as the testing equipment, high-performance Alberta Ministry of Jobs, Economy and computing infrastructure, surface mount Innovation, Alberta Innovates, the technology equipment, mechanical Canada Foundation for Innovation (CFI), assembly and testing equipment, mobile and the Natural Sciences and research operations, and enterprise Engineering Research Council of Canada development equipment. The facility (NSERC) to support applied research aims to attract and support small- across campus. In 2019/20, 77% of to medium-sized enterprises and funding applications were successful, multinational organizations looking to raising a total of $5.2 million. accelerate research and development of new products and services, driving digital innovation growth within Calgary and Alberta.

46 ANNUAL REPORT 2019/2020 The Centre of Innovative Information The project, led by ConocoPhillips adoption of higher performance building Technology Solutions, with the support Canada, helped to build the first of assemblies, onsite trade training to of an NSERC Applied Research and their kind in Canada OTSGs#1 and 2 to streamline labour and construction Development grant, recently completed investigate barriers to tube fouling to process controls, while increasing SAIT's project support for Takemetuit Inc. to increase energy efficiency and enhance testing capabilities for building product develop their Indoor Positioning System water recycling. In 2020, the project, development. With this, GBT aims to (IPS) that aims to be the world’s first led by Suncor Energy, helped to build assist suppliers, manufacturers and the system capable of wayfinding within 10 OTSG#3, which will soon be operated in Alberta construction industry in meeting cm resolution using acoustic technology. a new shared facility at the University the National Energy Code for Buildings One of the potential target markets of Calgary’s University Research Facility (NECB) 2017, Net Zero 2030 stretch code for the technology includes the use of (URF) in the University Research Park. compliance, and jurisdictional adoption IPS for retailers to assist shoppers in OTSG#3 will be used to investigate of high performance and passive house finding particular products using an organic fouling, inorganic scaling and envelope requirements. application on the shopper’s cell phone. conduct erosion and corrosion studies The Design, Fabrication and Testing Another application is helping employees under a collaborative research and research group, and Centre for efficiently find items for curbside pickup development program amongst SAIT, Innovative Information Technology orders and cope with increasing demand. University of Calgary and University of Solutions, with support from an NSERC SAIT is now working with Takemetuit Alberta. applied research development grant, to enhance their system with the The Water Research and Innovation are collaborating with industry partner incorporation of artificial intelligence to Lab conducts novel research in water FREDSense, on their automated water further configure and improve the IPS. treatment and quality. It has built sampling system, designed to work in packaged plants for treating seawater unison with their proprietary Field-Ready Environmental stewardship to drinking water for disaster mitigation Electrochemical Detector (FRED) that and climate leadership and humanitarian purposes. Currently, detects contaminants in water using a The Centre for Energy Research in Clean researchers are working with Volker tunable bacteria. SAIT is supporting the Unconventional Technology Solutions Stevin Canada on a technology that development of mechanical systems, is associated with SAIT’s NSERC demonstrates superior hydrogen electronic hardware and software within Industrial Research Chairs for Colleges generation and power production the automated system. program to conduct applied research in during its desalination operations. steam generation for in-situ facilities The cleantech innovation incorporates and demonstrate clean technologies new technologies for converting waste to reduce GHG emissions and enhance liquids or solids to resourceful products, environmental sustainability and climate upgrading technologies for recycling leadership. The centre researches steam, water and reducing GHG emissions, water and cleantech through the Steam testing novel solid oxide fuel cells and Generation Research Facility, Water investigating power storage batteries Research and Innovation Lab and the and systems. Clean Technology Innovation Lab. The The Green Building Technologies Steam Generation Research Facility (GBT) research group, with support celebrated the opening of the Once from Alberta Innovates, has begun Through Steam Generation Lab (OTSG) the development of their Materials in 2018. The opening of this lab was and Advanced Component Assembly supported by the CFI, NSERC, Canada’s Test and Training Lab (MACATTL). Oil Sands Innovation Alliance (COSIA), The MACATTL prioritizes energy- Government of Alberta Research efficient construction, builder training Capacity Program and Alberta Innovates. towards the design, integration and

REPORTING ON THE CIP 47 Research, Applied Research and Scholarly Activities (continued)

Effective resource management With support from the Canada First The Centre for Energy Research in Clean Research Excellence Fund (CFREF), Unconventional Technology Solutions The Centre for Innovation and Research the University of Calgary and SAIT research group, with support from the in Unmanned Systems, in collaboration continue to partner on Global Research NSERC CCI Applied Research Rapid with Imperial Oil, has been working on a Initiative in Sustainable Low Carbon Response to COVID-19 grant program, multi-year project at Imperial’s Kearl oil Unconventional Resources (GRI) has partnered with Blue Eden to refine sands site to test, evaluate and develop projects. SAIT plays a key part in their portable electrochemical biomedical procedures to integrate unmanned aerial supporting the acceleration of prototype wastewater treatment system for use systems (UAS) into mine operations. As development utilizing SAIT’s experience during COVID-19. The technology will aim part of this project, SAIT has acquired of manufacturing and prototype to eliminate COVID-19 contamination a heavy-lift helicopter UAS from development. Recent GRI projects at the source before disposal into SwissDrones Operating AG. The first include the development of a 100 barrel/ traditional treatment systems to reduce UAS of its kind in North America, it is day prototype Bitumen-Bits Machine. the associated health risk to the public. capable of flying farther while carrying The prototype produces a solid form of The project aims to accelerate the heavier sensors than other drones. A bitumen pellets that are tough and can assembly, testing and evaluation of the three-year NSERC applied research be safely transported without the fear system in preparation for commercial development grant was awarded to of spills. This pilot-sized prototype will deployment. further support the ongoing research, allow the validation and testing of the The Design, Fabrication and Testing which will aim to complete the following: technology outside a lab setting. research group, Environmental develop new techniques and acquisition Technologies research group, and the strategies for large-scale Light Engaged individuals and communities School of Manufacturing and Automation Detection and Ranging (LiDAR) and for a healthy Alberta partnered with Helping Alberta to photogrammetric data collection using manufacture and assemble 1,000 face UAS to complete beyond visual line of The Green Building Technologies shields. The project utilized existing 3D sight data collection, use hyperspectral research group, with support from printers and laser cutters typically used imagery to increase the accuracy of ore the NSERC College and Community for teaching and research at SAIT. Helping mapping and predictions, and to expand Innovation Program (CCI) Applied Alberta provided the finished face shields data collection for wildlife monitoring Research Rapid Response to COVID-19 to a number of organizations unable to and restoration efforts. grant program, has partnered with Sprung Structures and Falkbuilt Ltd. afford the needed equipment during the SAIT’s Environmental Technologies and to improve the response time of their pandemic crisis. Green Building Technologies research pop-up hospital system. The pop-up groups, and industry partner Katal hospital was installed at the Peter Energy Inc. are applying for an Ocean’s Lougheed Centre in two weeks during SuperCluster (OCS) application worth initial COVID-19 concerns in April $2.2 million. If approved, the OCS project 2020. The objective of this project is will involve the collaboration of up to to study the Peter Lougheed pop-up 20 organizations over three years to hospital experience and work with key commercialize their innovative green participants to develop improvement diesel production of a novel hydro-treated plans to reduce total installation time to fuel. The major goal of the project will one week (or less). be to design and commission one local demonstration plant, one production scale operation in Vancouver, B.C.; and two feasibility studies of operations in Cambridge Bay, Nunavut; and St. John’s, N.L.; based on findings of the Vancouver deployment.

48 ANNUAL REPORT 2019/2020 SUPPORTING • Four SAIT business students Projects undertaken in 2019/20 by SCHOLARLY ACTIVITY travelled with faculty members faculty associated with the Bachelor to Dominica to work with the of Science Construction Project National Development Foundation Management included: Scholarly activity helps SAIT deliver on of Dominica (NDFD) providing its promise to students, ensuring the business skills training to staff and Innovation in construction education they receive reflects current mentorship advice to small business • Unmanned Aerial Systems: practices and innovative thinking. owners. SAIT faculty engage in a wide range Applications for the Architecture, of research and creative work that • Two experienced faculty members Engineering and Construction advances their own knowledge and were granted a 2019/20 Cisco Industry e-Learning Chair from a faculty enhances curriculum and program • investigating the integration of development program to engage in quality. The Campus Alberta Quality unmanned vehicle systems over the research on the impact of E2-hybrid Council (CAQC) requires SAIT to report on life cycle of construction projects its progress toward a culture of scholarly instructional models on learner • assessing and inspecting building activity within its degree programs. SAIT development of 21st century skills. envelope efficiency for retrofits of reports on its progress annually. • A senior faculty member authored existing buildings using UAVs Faculty associated with the Bachelor of an original case working with a • using 3D scanning technologies in Business Administration (BBA) engaged Calgary-based start-up company. The conservation for historic buildings in scholarly activities that ranged case was presented in a live format from researching the impact of hybrid and analyzed by Alberta business • Performance Improvement in the instructional models to the adoption students in the 15th annual Alberta Construction Industry (ABC Building of artificial intelligence in the world of Deans of Business Case Competition. Services Inc.) business. Other milestones achieved in • A total of 26 research projects • Enhancing Lean and Agile 2019/20 include: were accepted for presentations at Methodologies in Construction using • A faculty member with academic scholarly conferences, nine articles Virtualization/Immersive Experience were published in academic journals, research expertise was nominated • evaluating the efficiency and cost while three accounting instructors to act as the Scholarly Activity Peer- effectiveness of different residential were featured in different issues of to-Peer Mentor, tasked with helping concrete framework and developing magazines produced by CPA Alberta build and sustain the culture of an optimized residential concrete to report on their research findings. scholarly activity and research within formwork system the School of Business. • evaluating storing the excess heat • The Natural Sciences and Engineering generated from a co-generation Research Council (NSERC) provided plant in the foundation of a building $346,707 in total funding for an (because of foundation's considerable impact study of transcultural thermal mass) and harnessing the communications and engagement heat using geothermal technologies with new immigrants. This social innovation research features a partnership with the Calgary Catholic Immigration Society, The Immigrant Education Society and Immigrant Services Calgary.

REPORTING ON THE CIP 49 Sustainable construction Faculty associated with the newly Faculty in Learner and Academic launched Bachelor of Hospitality and Services are involved in scholarly • using energy modelling simulation Tourism Management engaged in activities ranging from liberal arts to to assess the performance of scholarly activity exploring business mathematics and engineering sciences. greenhouses models to mitigate the inequality of pay Some of the research themes include • Improving Sustainability of Mid-rise currently experienced in the hospitality assessing the impact of hands-on Multi-family Residential Buildings industry. It will attempt to discover activities and tutorials on students’ using Insulated Concrete Form standardized business structures that performance, designing a natural Construction complement the type of food service language processor, developing an outlet with the most amicable form of online diagnostic tool for statistical Architecture and construction tipping for all stakeholders involved. misconceptions, and creative writing.

• energy efficiency retrofit for An experienced culinary faculty member This work is in various stages of historical buildings - Case study: was named the 2019/20 Cadmus completion with some outputs recently Heritage Hall, SAIT Trades Teaching Chair. The Cadmus published. Georgia Gaden Jones and her project focused on the development research partner Dr. Delia Dumitrica • affordable housing of a specialized course in culinary (Erasmus University Rotterdam) had • risk management and infrastructure diplomacy and food anthropology, their article, “Partners in Scholarship” the first of its kind in North America published in Inside Higher Ed in • scholarship of teaching and learning and, possibly, in the world. Culinary September 2020. Sherryl Melnyk had • constructability, life cycle analysis diplomacy is an emerging discipline that “Ball Breaker,” a short story, published in and energy modelling of tall wood will help SAIT attract a more diverse Prairie Fire (Lindsey Childs, Ed.), Vol. 40 mass buildings in Calgary and student body, provide international 1, Spring 2019. The entire manuscript of Alberta, project in partnership with career opportunities for our students “Ball Breaker” is currently under review the University of British Columbia and graduates, strengthen SAIT’s by Sundress Publications. Sherryl was and WoodWorks Alberta 2017 relationship with the federal government also nominated as the Split Rock Review • High-Volume Fly-Ash Concrete: and with Canadian embassies and high Best of the Net for “Shithawks,” a short Overcoming the Disadvantages commissions around the world, and story published in Split Rock Review provide innovative ways for SAIT to use (Crystal S. Gibbins, Ed.), 2019. Judith • design management framework for food as a means to teach and to build Pond (now retired) was selected as the improving the quality of residential cultural bridges. Writer in Residence at the Alexandra construction projects Writers Centre Society. SAIT continues to build expertise and capacity for research within the faculty group as a whole, supporting a scholarly activity culture across the institution by providing institutional templates, tools and resources for scholarly activity projects. SAIT’s central repository for scholarly activity projects is housed on SAIT’s intranet.

50 ANNUAL REPORT 2019/2020 Regional Stewardship, Foundational Learning, Underrepresented Learners All Albertans deserve to have REGIONAL STEWARDSHIP SAIT transfer and pathways area has access to quality education that numerous articulation agreements. enriches their lives. Regardless of As of Sept. 9, 2020, SAIT has 648 Academic partnerships articulation agreements with 71 where someone is in their learning different partners; 37 of these partners journey, and no matter their The Study Abroad office provides are national, 15 are within Alberta and circumstances, SAIT is committed employee international exchanges, 19 are international. The current total to helping learners succeed. We professional development, and student of agreements comprises 135 receiving actively engage in community mobility programs through several and 513 sending agreements. Of these, academic partnerships with the outreach so learners of all ages 70 receiving and 24 sending agreements following institutions: are internal (SAIT to SAIT programs). and interests understand the • Waterford Institute of New and noteworthy partners include almost limitless possibilities of Technology, Ireland the following agreements: University of an applied education. We analyze Alberta and Queensland University of • Holmesglen Institute, Australia the barriers that make an applied Technology. SAIT is currently renewing education more challenging for • UC Leuven Limberg, Belgium numerous agreements and developing some in our community, and we • Lucerne University of Applied new articulation agreements with the University of Calgary; University of find ways to lower and eliminate Sciences and Arts, Switzerland Gloucestershire, United Kingdom; and those roadblocks. Highlights of • Kagawa Prefectural University Montana Tech, United States. our efforts over the last year are of Health Sciences, Japan outlined here. • VIA University College, Denmark Community partnerships • Queensland University of Student Engagement Technology, Australia • Interfaith partnerships are SAIT Study Abroad is also a member being fostered. To provide of the Global Education Network (GEN) proper consultations for events, which includes the following partners: programming and the recruitment • Box Hill Institute, Australia of volunteer chaplains the following community partners have been • Institute of Technical Education, established: University Campus Singapore Ministries, Roman Catholic Diocese • Kirkwood Community College, of Calgary, YYC Campus Ministry, United States Muslim Council of Calgary, Spiritual Assembly of the Baha'is of Calgary, The following partnerships are also in dope(a)me — Mind, Body and development for Study Abroad: Wellness Coaching, University of • Nippon Institute of Technology, Japan Calgary Faith and Spirituality Centre, • Higher Colleges of Technology, GlobalFest Calgary, and Jing Wo United Arab Emirates Cultural Association. • Universidad Politécnica de Guanajuato, Mexico • international exchange programming through SAIT’s Youth Initiatives • virtual intercultural opportunities for student interactions and learning

REPORTING ON THE CIP 51 Regional Stewardship, Foundational Learning, Underrepresented Learners (continued) • Phi Theta Kappa partnerships are share the summer camp experience • Calgary Bridge Foundation for offered to develop student leadership. with youth who otherwise may not Youth and Career Advancement To provide student service- be able to attend and helps foster Services partnership — staff learning opportunities, Phi Theta community engagement. attended 11 different (junior) Kappa worked with the following • Youth Initiatives team members high schools in Calgary and area organizations over the past year: attended quarterly meetings with in 2019/20 and hosted essential CareWest Dr. Vernon Fanning Centre, the United Way’s All in For Youth life skills training sessions to help Food for Shelter, Veterans Association program to collaborate with local youth develop resumé writing skills, Food Bank, and Billion Graves. leaders in youth programming interview preparation, job searching and networking skills. • SAIT’s Peer Mentorship Program • For a third year, SAIT Youth partnered with the Transitioning Into Initiatives partnered with Anne’s • Youth Initiatives team members Post-Secondary (TIPS) program by Language House to host 15 attended the Calgary Immigrant providing mentors who were paired international students, from Japan Women’s Association Youth Forum, with high school students. and Mexico for a one-day experience in collaboration with The Calgary Bridge Foundation for Youth. The Career Advancement Services at SAIT. Visiting students were able to participate in camp programming, forum was attended by over 700 • Career Advancement Services eat lunch with campers and take a community members including oversees co-curricular records. In short tour of campus. This experience children, youth and parents. 2019/20, 45 students participated in promoted SAIT to an international • The Summer Camps team attends co-curricular supporting the Calgary audience and allowed youth to bi-annual meetings to connect community through the Student experience Canadian culture in a fun with major stakeholders in the local Engagement initiatives listed above. and safe educational environment. summer camps market through • In partnership with Prospect Human • Big Brothers Big Sisters – UNICEF Camps Connect. Meetings include Services, Career Advancement Canada’s One Youth Summit collaborative discussion surrounding Services hosted a professional attended by the Youth Initiatives common issues faced by all development seminar for employers team. Change Summits are two- programs. Shared response has been during Career Fair 2020, providing day events in cities across Canada. integral to successful relationships advice and tips on workplace Youth and adults work together on between organizations such as accommodations and adaptive solutions for improving child and University of Calgary, Mount Royal technology to encourage employers youth well-being by identifying University, WinSport and YMCA. to keep their workforce diverse. the issues faced by youth in the • Foothills Academy Society — Youth Youth Initiatives community. Initiatives team members delivered • The Between Friends partnership a Future Friday's presentation and Youth Initiatives has engaged in was renewed for another two years hosted a Career Crates display during numerous community engagement to continue to foster a community Parent-Teacher Conference. activities. of inclusion in our youth programs. • Youth Pathways Conference was • The Summer Camps team, along with This partnership includes free planned for April 21 – 23, 2020 numerous seasonal staff, volunteer training sessions for the Summer but cancelled due to COVID-19. for quarterly visits to the Alberta Camps team, and support with our There were 75 confirmed guests, Children’s Hospital to engage with inclusion program. including program coordinators, youth through interactive games, counsellors, managers, directors, crafts, experiments and socialization. deans, presidents and specialists These visits typically include eight from Alberta, British Columbia, to 10 staff volunteers and 10 to 30 Saskatchewan and Manitoba. youth visitors. This partnership helps

52 ANNUAL REPORT 2019/2020 FOUNDATIONAL LEARNING • Currently exploring programming • Collaborated with the International opportunities for Indigenous Centre and the Office of Equity, communities as part of our digital Diversity and Inclusion to develop Academic Upgrading learning strategy to prepare students an online intercultural competence for programming at SAIT. course for SAIT employees and • SAIT piloted the first year of an students to commence in fall 2020. Academic Upgrading program for English Language Foundations Indigenous students. The program • Collaborated with post-secondary started with 25 students and 18 • Expanded test offering schedules colleges to expand existing English students continued into the second for International English Language Language Foundations (ELF) of three semesters. While the pilot Testing System (IELTS) to include pathways to enable English language was hampered by the COVID-19 weekday evenings and added a students to bridge into ELF from pandemic, eight students completed computer-based IELTS test format other colleges or language programs. the third semester. Some students option to test offerings. • Maintained ongoing relationships have postponed their upgrading • Expanded Ready-To-Teach and collaboration with immigrant until the pandemic is resolved. The programming to include both and settlement services providers pilot has created career program internationally and locally trained and shared information about post- pathways for those students who professionals interested in pursuing secondary program pathways to are continuing at SAIT. Planning teaching careers in Canadian post- immigrants and refugees. is underway for the second intake secondary settings. of Indigenous students in this Youth Programming: Dual-Credit, • Offered a cohort of Ready-To-Teach Foundational Learning funded pilot. Career Exploration and Transition programming to internationally The second intake was deferred to Programs trained immigrants interested in January 2021 from September 2020 pursuing post-secondary teaching Youth Initiatives recently launched a due to the pandemic. A proposal for careers in Canada. Youth Engagement Strategy. See the continuation of this program sait.ca for the strategy document at for the foreseeable future will be • Collaborated with SAIT Learner sait.ca/youth-programs. See next page submitted in fall 2020. Services to develop an English Conversation Partners program for programming. • Ongoing collaboration with Youth that matches English language Initiatives to offer science summer learners with other SAIT students camp programs for both Indigenous and SAIT staff for the purpose of and non-Indigenous communities as improving language skills in a range of well as providing opportunities for communication settings. at-risk youth. • Collaborated with the International • Expanded our outreach beyond Centre and School of Manufacturing immigration and refugee partners to and Automation to develop and also include at-risk populations, such deliver an intercultural competence in- as Indigenous students through our service training course to SAIT faculty. connections with Advancing Futures, and at-risk women via RESET Calgary.

REPORTING ON THE CIP 53 Dual-Credit Programs

Program SAIT School School Board(s)

Cooking and Baking NEW Hospitality and Tourism Morley (Stoney Education )

Healthcare Career Essentials NEW Health and Public Safety CBE, CCSD, Palliser CBE, CCSD, Palliser, Foothills Academy, Introduction to Business (MNGT-200) Business Edge School, Rocky View, High Prairie Non-Destructive Testing NEW Manufacturing and Automation Fort McMurray Catholic and Public Divisions

Pharmacy Assistant Health and Public Safety CBE, CCSD, Palliser

Pre-Employment Carpentry Construction CBE, CCSD, Palliser

Pre-Employment Electrician MacPhail School of Energy CBE, CCSD, Palliser

Pre-Employment Pipetrades Construction CBE, CCSD, Palliser

Pre-Employment Welding Manufacturing and Automation CBE, CCSD, Palliser

Dual-Credit Future Opportunities

Program SAIT School School Board(s)

Avionics Transportation Edmonton Catholic

Cooking and Baking Hospitality and Tourism Tsuut’ina Education

Environment and Sustainability MacPhail School of Energy CBE, CCSD, Palliser

Open Studies various CBE, CCSD, Palliser

IBM P-Tech Advanced Digital Technology CBE

Foundations/Exploratory/Transition Programs

Program SAIT School School Board(s)

Foundations in Emergency Care NEW Health and Public Safety CBE, CCSD, Palliser

Exploring Metal Trades Construction, Manufacturing and Automation CBE, CCSD, Palliser

Green Building and 3D Printing Tours Applied Research and Innovation Services CBE – Crescent Heights

ICT CTF Practical Python Challenge NEW Business CBE, CCSD, Palliser

Turning Points various CBE – Jack James

54 ANNUAL REPORT 2019/2020 UNDERREPRESENTED for the Post-Secondary Indigenous • Seven different Elders visited LEARNERS Recruitment Association of Alberta Chinook Lodge on a regular schedule (PIRAA). for a total of 16 Elder days during the 2019/20 academic year. • Chinook Lodge has created a Indigenous learners supporting success guide to help • An Indigenous Elder with a clinical Indigenous students navigate SAIT psychology background was retained SAIT launched the Indigenous Learner for the 2020/21 academic year. and provided two full days for visits Success Strategy in fall 2019. There are in Chinook Lodge per month. four priority areas with a number of goals. • Chinook Lodge worked with a A detailed progress report is available practicum student to conduct an • First Indigenous course of PREP 100 on request. The following are some environmental scan of the online was delivered in the Fall 2019 term. highlights from the progress report. presence of other Indigenous centers Curriculum revision continues. across Canada. A detailed overview Priority 1 • A major gift was secured for Métis of services has been added to the Address low levels of post-secondary students from the Rupertsland recruiting presentation. Also a attainment and provide clear pathways Institute and Métis Nation of Chinook Lodge brochure has been into SAIT and other post-secondary Alberta. created outlining these services. programs. • Two scholarship information sessions • Chinook Lodge collaborated with • Funding through Alberta Works were held, with ongoing individual Indigenous communities across Foundational Learning was secured assistance provided to over 100 the province and in the Northwest for an Academic Upgrading — students by Chinook Lodge advisors. Territories on 22 career fairs during Indigenous program two-year the 2019/20 recruiting season • Advisors utilized tutoring budget to pilot. In fall 2019, 25 Indigenous and identified 130 key education provide one-on-one tutors for at- students were admitted into contacts across Alberta who support risk students. the pilot program with Chinook Indigenous learner pathways into Lodge Indigenous Resource Centre • Weekly tutoring sessions took place post-secondary. A communication providing student support. While the in Chinook Lodge with tutors in strategy on how PIRAA will pilot was hampered by the COVID-19 English, math and physics. collaborate with these individuals has pandemic, eight students completed • Career advisor works directly been established. the third semester. The second with Indigenous students. Five intake was deferred to January 2021 Priority 2 major employers delivered career from September 2020 due to the Enhance successful transition, retention information sessions in Chinook pandemic. and program completion, as well Lodge. These sessions emphasized job as labour market attachment, for • Chinook Lodge has contacts identified search techniques and preparation of Indigenous students at First Nations and Métis schools. resumés and job interviews. The coordinator has met with high • Initiatives included: male and female school students from First Nations in sweats, weekly talking circles, daily Treaty 7 and delivered presentations smudging and a weekly smudge at seven Indigenous high schools, ceremony for all faculty, staff five urban high schools with high and students, plus a collaborative Indigenous enrolment and to four monthly event — Yoga and Smudge employment readiness programs. — with Saitsa. Three Blackfoot language luncheons were held in fall • A newly hired Indigenous Recruiter 2019, along with traditional Blackfoot has visited 30 First Nations face painting activities. communities in Alberta. The Indigenous Recruiter is also the current Southern Planning Chair

REPORTING ON THE CIP 55 Regional Stewardship, Foundational Learning, Underrepresented Learners (continued)

Priority 3 Priority 4 • The Indigenous Pipeline Monitoring Increase faculty, staff and students’ Build strong relationships with Indigenous program is continuing to gain knowledge of Indigenous Peoples’ communities aligning with community interest from both First Nations cultures, histories, values and belief development needs and improving access and industry working on reserve systems. Develop Indigenous curricula to education and training. lands. Working in collaboration with and new approaches to Indigenous • Corporate Training has developed ISETS coordinators to review what teaching and learning support. a guidebook on working with economic development is coming to the area and what training is needed • Chinook Lodge delivered seven Indigenous communities. for employment. Opportunities cultural awareness sessions to • Chinook Lodge’s work on developing can vary from retail training to 54 faculty and staff. written guideline protocols construction programs. • Corporate Training delivered a for working with First Nations • Conversations continue within webinar in April 2020, which focused communities is ongoing. communities around what new on Indigenous cultural sensitivity and • Career Crates sessions were delivered programs are of most value to had over 100 viewers. to four Indigenous communities: their members. • Chinook Lodge continues to provide O Chiese, Little Big Horn, Morley and • A Community Career Activities advice and guidance on protocols Eden Valley. Facilitated sessions had initiative was developed for for working with First Nations and a total of 80 student participants. youth 18 to 30 years-of-age to Métis communities. • Morley community cooking program gain an understanding of various • The Reg Erhardt Library launched continues. Partnering with Tsuut’ina training programs. the Personal Librarian program for High School, SAIT has made an Indigenous students in the fall of application for dual-credit programs. 2019. The program was intended to • Corporate Training continues to deliver support SAIT’s Indigenous Learner training programs in the community Success Strategy through addressing to build workforce capacity for First the four strategic priorities as Nations. Current requests for training outlined: access, success, awareness have centred on hospitality and and community engagement. business programs. The delivery of • Incorporation of a Supporting the Canadian Mortgage and Housing Indigenous Students workshop Corporation National Housing into SAIT’s Teaching Excellence Strategy is nearing completion. Foundations program. • Conversations have been focused • Integrated readings and discussions around digital transformation about Indigenous perspectives and community impact at a variety in SAIT’s Inclusive Learning of levels. Environments course. • A webinar was held in May to gather • Corporate Training continues to work input from Indigenous communities with instructors new to teaching regarding SAIT’s School for Advanced on reserves or in Indigenous groups Digital Technologies. taking non-credit courses. • Land acknowledgement is in place and is now promoted on employee intranet encouraging faculty and staff to utilize the land acknowledgement.

56 ANNUAL REPORT 2019/2020 STUDENTS WITH and discuss accessibility-related disability or medical diagnosis and DISABILITIES topics meaningful to their role as learning domains are related to educators. The instructors chose accommodations and supports, from a list of topics and guest learning about reasonable Transition programming speakers were featured. About a accommodations, understanding dozen faculty attended each session. roles (students, instructors, • In August 2018, SAIT Accessibility accessibility advisors and parents, • Throughout 2019/20, Accessibility Services began hosting a four-day if applicable), and learning about Services was invited to share welcome week for new students documentation requirements and information on services at the registered with Accessibility funding for services and adaptive school level and answer questions Services. In collaboration with technology. On average, each from faculty. This has helped build Academic Coaching, Student session was attended by five to 10 and reinforce relationships, and Development and Counselling, Career prospective students and supporters. also increase the understanding Advancement Services and Financial The information sessions have of the needs of our students with Advising, new students began successfully helped Accessibility disabilities at SAIT. their transition into SAIT with an Services get information to introduction building on SAIT’s PREP Policy revision prospective students in a group 100 course, with a specialized focus setting, which is a more efficient on self-reflection and self-advocacy. • Accessibility Services is collaborating way to dispense information than via Topics included time management with the Office of the Registrar an appointment. Once students are and organization, working in teams, and members of SAIT’s Policy accepted to a program, they come to learning strategically, listening and Subcommittee to create a Student appointments more prepared with notetaking, employment, managing Leave of Absence policy and the appropriate documentation. money and SAIT support resources. procedure that would incorporate In 2019/20, six peer coaches were medical withdraw and other types Universal Design for Learning selected from Accessibility Services of leave into one policy/procedure. • In keeping with SAIT’s progression students and were trained to assist This will clearly outline acceptable toward more inclusive and accessible with the fall welcome week. A total leaves and return procedures without learning for all students, Accessibility of 39 students attended and the any penalization to the student. Services purchased ReadSpeaker for feedback was extremely positive. Leave for medical reason has seen a Brightspace (D2L), SAIT’s learning significant increase in the last year at Employee training and professional management system, which was SAIT. Work on this policy is expected development implemented in fall 2018. With to continue during fall 2020. ReadSpeaker (readspeaker.com) • SAIT is continually increasing training Student focus all SAIT students have access to for faculty and academic chairs text-to-speech technology when on supporting diverse learners. • In 2019/20, Accessibility Services using Brightspace. Monthly usage by Accessibility Services hosted several hosted monthly information sessions students ranges from 2,000 to 8,000 workshops in 2019/20 on the role for prospective students with times per month, depending on the of Accessibility Services, Duty to disabilities and their supporters. Prior time of semester. Accommodate, Universal Design to seeing an Accessibility Advisor for Learning in the Classroom and for the first time, prospective Students at Risk. students who want information • Beginning in October 2019, about supports are directed to the Accessibility Services hosted three information sessions. The sessions conversation cafés where instructors cover topics such as choosing were given the opportunity to meet programs that fit interests and abilities, understanding how

REPORTING ON THE CIP 57 Regional Stewardship, Foundational Learning, Underrepresented Learners (continued) LEARNERS FROM LOW • Financial Advising partnered with a makeshift space to accommodate the INCOME BACKGROUNDS SAIT’s Alumni and Development large number of Muslim students who team to increase emergency attend Jummah prayers. Prayer mats and funding access for student during privacy were provided for students in a • The Bissett Bursary program covers spring 2020. With the assistance welcoming environment. the tuition and mandatory fees of of donors, the amount of funding Interfaith Centre programming consisted recent high school students who dollars available increased, enabling of the following initiatives: demonstrate financial need. In Financial Advising to assist more 2019/20, 51 students attended SAIT learners during COVID-19. The • A new student leadership program under the Bissett Bursary program. criteria for qualification also recruited four students of diverse These students receive ongoing underwent a complete review faiths to serve as student leaders. support to connect them to services to increase eligibility for more The student leaders provided a to help them succeed in their chosen students. In total, 178 students variety of functions, delivered SAIT programs. were assisted with over $190,000 in programming and assisted the • Alberta Works Foundational total assistance provided. volunteer chaplains. Learning funding continues to • Financial Advising collaborated • Two cultural events were hosted at support financially disadvantaged with the International Centre SAIT this year to advance diversity learners through two programs and the Office of the Registrar to and inclusion on campus: Diwali and at SAIT, Academic Upgrading and create a tuition installment plan for Lunar New Year. The events were English Language Foundations. This international students experiencing widely attended. government grant funded program financial difficulty. This enabled more • Meditation Mondays was introduced offers tuition and living allowance international students to continue to students of all faith backgrounds support to qualified learners. In their studies at SAIT. to reduce stress and refocus. 2019/20, 247 learners attended Academic Upgrading and 697 • Communi-Tea offered weekly learners attended English Language discussions for interfaith dialogue Foundations with support from LEARNERS FROM VARIOUS through a drop-in program with Foundational Learning funding. RELIGIOUS BACKGROUNDS chaplains and student leaders. • Financial advising at SAIT hosted • Five volunteer chaplains of diverse a financial literacy event during The Interfaith Centre maintained four faiths provided spiritual guidance, fall 2019. With six vendors from spaces to address the needs of students academic referrals, emotional financial institutions in Calgary, from various religious backgrounds. The support, crisis intervention more than 150 SAIT students were Interfaith Centre serves as a community and programming for students in attendance. Financial Advising hub where students can drop in, grab a and employees. also partnered with the SAIT’s coffee or eat their lunch and mix with International Centre and Marketing students of all faiths. The Interfaith department to host webinars and Prayer Room is a shared space for all presentations to SAIT students on people of all faiths to spend quiet time in budgeting and money management. meditation and/or prayer. The Interfaith Meeting Space is a bookable room for student groups to meet and host religious studies or worship experiences. New this year, the Interfaith Centre created

58 ANNUAL REPORT 2019/2020 LGBTQ+ LEARNERS PROMOTING WELLNESS To welcome international students, SAIT AND BUILDING COMMUNITY Trojans expanded its sport and program offerings to appeal to this student Pride at SAIT community. One program — Trojans 101 — SAIT continued to offer a suite of is an introduction to Canadian ice sports • Drafted and distributed a climate wellness programs and competitive and hockey culture. check survey through SAIT’s sport opportunities to support student SAIT partnered with the Calgary Flames Business Intelligence and Analytics well-being and foster community, Foundation, KidSport, Jumpstart, Sport department that measured student including: Chek, Sport Calgary and other community satisfaction and demographics of • Trojans Outreach, where SAIT associations to increase participation in the SAIT LGBTQ+ community and athletes are active in the community sport among students who face financial supports. promoting healthy lifestyles through barriers. As of March 2020, SAIT’s • Two student leaders were athletics and physical activity Campus Centre and Wellness Centre recruited to assist with programming • Make Some Noise for Mental Health, were closed to the public and formal and events. a nationally recognized mental athletic programs were suspended due • Personal preferred pronouns were health program that promotes to COVID-19. added to SAIT’s official templates for mental health awareness and aims to business cards and email signatures. destigmatize mental health issues • Hosted a Rainbow Reception with • Sexual Awareness Week, Integrated a speaker panel that attracted over Mental Wellness (I.M. Well), Wellness 90 attendees. Wednesday and the Peer Support Centre — programs designed and • Raised funds for the Pride delivered by the SAIT Students’ Scholarship by hosting an Association (Saitsa) to promote Out of the Closet Clothing Swap. healthy lifestyles, help students de- • Provided a library display on sexuality stress, and provide counselling, life and gender diversity in collaboration coaching and financial advising with the Reg Erhardt Library. • a wide range of recreation programs and services to support healthy lifestyles and social engagement, RURAL LEARNERS and wellness workshops on topics such as nutrition on a student • New partnership with stakeholders budget, mindfulness and meditation; in Hanna, Alberta — the town has and self-defense workshops for multiple renovation, maintenance female students living on campus. and development projects that could potentially serve as learning and community-building opportunities for the town’s population (all ages).

REPORTING ON THE CIP 59 Internationalization

In 2019/20, SAIT continued to deliver Looking ahead through a COVID-19 lens, such as an online intercultural training on the objectives in Think Global, our it is expected that enrolment growth will program to remove barriers associated 2017 – 2023 global strategy. Its three remain flat until COVID-related travel with transnational education and to main goals are to: restrictions are eased for international elevate our campus’ ability to manage • create a global experience students and a global economic recovery and leverage diversity and inclusion. takes hold. • bring the world to SAIT The centre has international student The International Centre supports advisors (advisor to student ratio • bring SAIT to the world. and engages international students is 1:550) who specialize in student to ensure their academic and personal transition and retention, community International students success. From applicant through to relations and immigration. Advisors When SAIT formalized its international alumni, international students are provide ongoing support with cultural student recruitment initiatives in 2005 supported in all aspects of the admission adaptation, inclusion and educational with the launch of the International process and provided with pre-departure planning, and facilitate connections Centre, there were fewer than 150 information and webinars to facilitate a between students and other campus international students studying on smooth transition to life in Calgary. services. Support includes one-on- one meetings and drop-in advising, campus full time. Today, with a diligent The centre offers a comprehensive workshops and seminars, and focus on steady and sustained growth, suite of settlement and transition immigration assistance including there are more than 2,600 students from programs and services (orientation, supporting recent graduates with 107 countries, studying in 69 programs online Canadian Classroom 101 course, post-graduation work and permanent across all eight of SAIT’s schools and in settlement assessment and welcome residency options. This past year, the Learner and Academic Services area. fair) specifically designed to prepare grant funding from SAIT’s Legacy 88 As of August 2020, more than students to succeed. The centre also fund enabled the International Centre 3,500 applications had been received runs a wide-range of engagement to hire four (International) Campus from international students from activities (student-led events, local Ambassadors to support community 101 countries for the Fall 2020 semester. fieldtrips, bi-weekly international building initiatives. SAIT continues to explore opportunities student newsletter, and connections to further increase the number of with community organizations and Recruiting quality students to SAIT from international students, while ensuring clubs) to ensure student well-being and around the globe is done in partnership that Albertans have increased access academic/classroom readiness, as well as with recruitment agents in 35 countries. to a SAIT education. International to build a vibrant campus community. SAIT’s International Centre staff members undertake student recruitment students support the globalization of the The centre has dedicated front-line staff activities worldwide. In 2019/20, campus and the learning experience of available to answer questions and an activities included recruitment fairs, all SAIT students, while also providing an engagement coordinator who facilitates networking events, high school visits important source of revenue to support volunteer opportunities, field trips and and intensive agent training in 50 cities program expansion. social events in an effort to promote in 22 countries. The current top 10 source countries are a healthy school-life balance and help India, China, Vietnam, South Korea, students foster connections with their In response to COVID-19, the Brazil, the Philippines, Colombia, Taiwan, peers. Opportunities offered through International Centre joined a number of Nigeria and Mexico. SAIT programs with SAIT’s Student Engagement volunteer leading international digital platforms the highest international enrolment are program provide international students, (Keystone, CAPEX, IDP and Study in Business Administration, Hospitality many of whom cannot work due to legal Canada), and has secured one position Management, Bachelor of Applied restrictions, a way to develop essential to support our digital pivot. Additionally, Technology Petroleum Engineering, skills within a Canadian context. An due to COVID-related travel restrictions, Petroleum Engineering Technology, Intercultural Support Strategy has been SAIT participated in 32 virtual Civil Engineering Technology and SAIT’s developed to support, among other recruitment events in 31 countries. English Language Foundations. initiatives, internationalization-at-home, This enables SAIT to continue to

60 ANNUAL REPORT 2019/2020 generate leads and engage applicants SAIT’s long-term involvement with INSTITUTIONAL CAPACITY during country and travel restrictions. the Global Education Network (GEN), BUILDING AND WORKFORCE We expect these initiatives to enable a partnership with post-secondary NATIONALIZATION SAIT to quickly close the digital institutions in four different countries: SOLUTIONS PROJECTS marketing and engagement gap. Box Hill Institute in Melbourne, Australia; Institute of Technical Education in SAIT will continue to grow its Singapore; and Kirkwood Community international student body in line with Mozambique College in Cedar Rapids, Iowa continues SAIT’s strategic plan and global strategy. to allow for innovative international CICan and IIC-Pemba Study Abroad learning opportunities in areas of student Since 2016, SAIT has partnered with mobility, faculty and staff development, CICan (Colleges and Institutes Canada) SAIT Study Abroad is committed to and governance and operations. and IIC-Pemba (Instituto Industrial e providing quality, sustainable, safe and Efforts to diversify and innovate Comercial de Pemba). SAIT continues accessible study abroad opportunities study abroad programming continue to deliver the last phase of the Skills to students and staff/faculty. SAIT has through virtual exchange projects and Training for Employment in Mozambique sent students to more than 30 countries online learning opportunities. Online (STEM) project. This project aims to around the world through a variety collaboration projects were initiated strengthen vocational, competency- of study abroad programs including in 2019/20 with existing international based training through curriculum semester and short-term exchanges, partners to complement in-person development in oil and gas and to international workplace integrated programming and ensure international increase the employability of graduates learning, subject-specific study tours, experiences and connections remain in Mozambique. The focus is on entry- and service-learning programs. accessible and affordable to students. level students from Grades 10 to 12 to In 2019/20, Study Abroad expanded develop knowledge using competency- Throughout 2019/20 Study Abroad programming to include more students based learning techniques. The project continued to support and engage with and increase the breadth and diversity included developing curriculum, students and staff/faculty to ensure their of opportunities. SAIT increased consulting on lab upgrades, delivery international learning experience was a study abroad programs in the areas of of the curriculum and training local success. Study Abroad supports students health and public safety, information instructors to deliver the curriculum. throughout the application process, and communications technology, The curriculum developed by SAIT was pre-departure preparation, trip duration construction, and transportation. We approved by Mozambique’s National and post-return transition. Staff/faculty focused on operationalizing semester Authority for Professional Education are provided with program development exchange programs with existing partner (ANEP) to strengthen the quality of support, program leader training, risk institutions in Switzerland, Ireland, skills-training programs in Mozambique. management advising and assistance Belgium, Australia and Denmark. New throughout the duration of their study Occidental Petroleum collaboration projects and mobility abroad activity. Prior to COVID-19, programs were initiated with partners in SAIT partnered with Occidental between July 2019 and March 2020, Japan, Denmark, Mexico and Australia in Petroleum to conduct a risk assurance Study Abroad facilitated inbound and areas of paramedicine, transportation, assessment of their Mozambique outbound opportunities for 90 students architecture and youth initiatives. maintenance training plan. The project and 15 staff/faculty, and were on track consisted of reviewing and evaluating to reach approximately 300 study abroad the efficiency and effectiveness of participants by September 2020. Occidental’s National Operational and Maintenance Training plan for implementation in Mozambique.

REPORTING ON THE CIP 61 Internationalization (continued)

Lúrio University case studies and exposure to lab Alesteshari International Company facilities was used in training program In 2019, SAIT partnered with Lúrio Early in 2019, SAIT partnered with delivery. The participants of the University in Pemba, Mozambique Alesteshari International Company (AIC) proposed training were engineering to deliver two customized training from Libya. The partnership will give graduates from around the United programs: the Business of Oil and Gas SAIT and AIC the opportunity to provide States that were recently hired by and Liquefied Natural Gas Development. quality competency-based training ExxonMobil. to Libyan nationals. Through this Angola partnership, SAIT will collaborate with Mexico AIC to develop and deliver customized Esso Angola Instituto Mexicano del Petróleo training programs. The programs will In 2019, SAIT continued to work with focus on global standards in business SAIT continues to partner with the long-term partner Esso Angola with and information technology, and will Instituto Mexicano del Petróleo (IMP). the delivery of a customized technical include these disciplines: The three-year project has seen the two-year program. Employees received delivery of an English training course • Integrated Business Program in training in not only the mechanical and and the development of a customized Human Resources Management and technical aspects of the job but also short-term training program in health, Professional in English-language competency and safety and environment. The project also other skills to assist them in establishing • Administration Integrated Business includes the development of onshore and strong, healthy futures. The program Program in Accounting and Finance offshore drilling courses. The courses consists of operator training, which • Integrated Information Technology will be taught to IMP staff — building involved a combination of foundation Program in Database and Records the capacity of IMP — enabling them to components (Science, Computers, Management, and Networking and teach the technical programs to their Health and Safety, Oil and Gas) followed Web Applications employees. by training in one of four technical Delivery of the training programs will take disciplines (Mechanical, Instrumentation, Libya place in Istanbul, Turkey at AIC’s training Electrical, Operations). Once successful facilities. SAIT will provide instructors candidates had undertaken academic National Oil Corporation who are industry experts to deliver the foundations and English courses in In 2019, SAIT partnered with Libya’s courses in each of the programs. Angola, they studied in Canada. National Oil Corporation (NOC) to United States develop a customized two-year Environmental Technology curriculum ExxonMobil in English for Libyan students from Grades 11 and 12. The curriculum will In 2019, SAIT partnered with ExxonMobil be delivered at the Petroleum Training to design and deliver a customized and Qualifying Institute (PTQI) in Libya. technical short-term pilot training PTQI will own the curriculum once it has program in Fundamentals of Oil and Gas been developed. to employees from their headquarters in Houston, Texas. The program provided trainees with a unique and engaging learning experience and enabled them to gain foundational knowledge of the oil and gas industry. A combination of classroom instruction, presentations,

62 ANNUAL REPORT 2019/2020 Indonesia China United Arab Emirates

Ministry of Research, Technology and MindXplorer Education Association Higher Colleges of Technology (HCT) Higher Education SAIT has developed a relationship with SAIT will complete the development SAIT partnered with the Ministry MindXplorer Education Association and delivery of pilot diploma programs of Research, Technology and Higher based in Beijing, China. MindXplorer in Logistics Management and Retail Education from Indonesia to deliver seeks to be at the forefront of Management at HCT Dubai Campus a seven-day customized Artificial introducing western education in October 2020. Each program was Intelligence, Robotics and Automation management concepts to China and designed in Calgary and delivered in Training program designed to provide 20 promoting Chinese education reform Dubai by SAIT instructors as 60% participants with a unique and engaging through exploring international face-to-face, with the remaining 40% learning experience, and enable them education systems. In the summer comprising work-integrated learning to gain foundational knowledge of the of 2019, SAIT delivered a four-week internships. Due to COVID-19, March following components. program to 40 participants between 2020 delivery of theoretical components the ages of 17 and 24. The MindXplorer converted to distance education with no Summer Program was structured to adverse effects. Fifteen students will INTRODUCTION include two weeks of English Language graduate from each of these programs TO ROBOTICS Foundations followed by two weeks of in October and most will convert their technical content in these exciting areas: internships to full-time employment with the same industry partner. The • Engineering Design and Innovation Using EZ-Robot Revolution robots, curriculum is co-owned by SAIT and HCT. participants assembled and programmed • 3D Modelling SAIT continues to work with numerous a rover-style robot while learning • Exploring Emergency Care organizations and government agencies the basics of software and hardware around the world with upwards of 10 integration. Participants designed and Thailand additional proposals submitted for programmed their robots to recognize review. However, due to the COVID-19 specific objects, respond to speech, and Civil Aviation Training Center pandemic, these proposals have either even detect their emotions through SAIT’s relationship with the Civil been put on hold or postponed. The industry-applicable techniques, such Aviation Training Center continues, with current areas of focus of these projects as machine learning algorithms. five of their new instructors enrolling in include: water-related data visualization, Participants completed an open-ended SAIT full-time programs. Two instructors pipeline inspection training, aviation design challenge and gained a working completed the Machinist program and training, hospitality and tourism, knowledge of graphical programming three instructors completed the Aircraft digital transformation, supply chain interfaces and basic scripting commands. Structures program. They will return management, capacity building, train- to Thailand and will deliver training the-trainer training, and energy, oil and programs within these disciplines at a gas training. INDUSTRY OVERVIEW new training facility located in U-Tapao, WITH AN INDUSTRY TOUR Thailand. In 2021, SAIT will also deliver a second cohort for the customized program in the area of curriculum Participants gained an overview of the development, train-the-trainer and evolution of manufacturing. This part applied projects. Also, a customized of the training helped guide middle and Engines, Pistons and Propellers program upper management through their digital will be scheduled for 2021 delivery. transformation by identifying where they are and the next steps they should be considering.

REPORTING ON THE CIP 63 Information Technology

Information Technology Services (ITS) Sustainable growth The Network team has started planning had a breakthrough year, supporting for an improved fiber network between SAIT’s strategic plan and ultimately Investment in SAIT’s technology the multiple buildings on the SAIT positioning SAIT to build and capitalize continued with the acquisition and campus. This initiative is critical to on emergent opportunities. With a new implementation of next-generation support new technology requirements leadership structure and team in place, firewalls to improve Internet and for teaching and learning, as well as ITS is positioned to continue to advance network performance, enhance security, prepare the network for upcoming WiFi6 its innovation mandate. and enable traffic and security analytics. and 5G technologies. The firewall implementation also Over the 2019/20 year, ITS supported included a new VPN system capable of Highlights: the following strategic plan pillars. responding to the increased capacity • laid the technology foundation required by our transition to online to enable serving more learners learning and remote work. in our existing classroom and lab The Infrastructure team continues teaching spaces to reduce complexity and streamline • preparation and planning for online processes regarding system learning infrastructure to support authentication, and identity and access international training opportunities management. To address several system • upgrades to the enterprise resource issues, an Active Directory remediation planning (ERP) system, Banner 9 project was initiated in early 2020. This project is the first of a series of projects to improve user account experience, and to increase security, along with the efficiency of the identity and access management system.

64 ANNUAL REPORT 2019/2020 Student success Employee success Applied education innovation

ITS continues to innovate to support SAIT’s multi-year project to migrate to ITS continues to invest in and implement SAIT’s applied education environment. Banner 9 went live in July of 2019, and a variety of systems to efficiently work continues to optimize business and manage SAIT’s learning environment Highlights: technical processes. The Applications comprising 700 applications running • support for the increased use of team has adopted a new integration on more than 11,000 computers in educational technology system to accelerate and standardize classrooms, labs and e-Learning laptops. • investing in infrastructure to enable data integrations between Banner Looking forward online opportunities and other SAIT business systems. The team continues to support new system • support for the implementation of In response to increased educational implementations that provide additional blockchain-based digital credentials technology needs, coupled with cost or enhanced business capabilities for for SAIT graduates pressures driven by Alberta’s fiscal administrative and academic divisions. realities, ITS looks to invest in cloud- • upgrades to the Reg Erhardt Highlights: delivery capabilities and applications Library service platform to improve that provide greater labour scalability, access to both electronic and print • upgrades and enhancement of yet support a growth in the volume and collections Banner 9 and employee support systems complexity of our student population. Additional areas of planned investment • merged Learner and Academic include new tools and techniques to Services Information Technology address SAIT’s increasing reliance on into central Information Services data and reporting. This will further (now known as Information inform the enhanced decision making Technology Services) necessary to support our ever-evolving student population.

REPORTING ON THE CIP 65 Capital Plan

SAIT’s campus continues to evolve to meet current and future needs. The top three capital priorities, with a combined total project cost of $111 million, are the new SAIT Students’ Association (Saitsa) building, renovations to the Campus Centre and redevelopment of the John Ware building. Campus Centre renovations are currently underway and include repair and replacement of critical infrastructure aimed at ensuring life safety and code compliance, mitigating major system failures, major hazardous material abatement, and minimizing maintenance costs for the next five years. Special consideration is being given to reusing new equipment where possible. Phase II and the start of phase III of the John Ware redevelopment has consisted of base building improvements including mechanical, electrical and structural systems, and the addition of six flexible, modulating classrooms on the second-floor west wing. As the second-floor classrooms are completed, future John Ware phase III activities will include base building power plant connectivity and metering, main floor major mechanical and electrical upgrades, life safety improvements, and improved occupancy functionality.

CAPITAL PLAN PROGRESS UPDATES

Type of Project and Funding Sources Proposed Project Description Total Funding Funding Revised Funding Sources New Project Sources: Received Expansion Cost % GOA to Date and Source Maintenance % GoC % PSI funds % donation % foundation % industry

Priority Projects (top three capital priorities)

Maintenance Campus Centre (Phase I) $5.2 100% PSI $5.2 million Budget increase from million PSI funds $3 million to $5.2 million

New John Ware Redevelopment (Phase III) $11 82% PSI $9 million PSI funds Budget reduced from million 18% GOA $2 million GOA received $40.7 million to $11 million to focus on current needs Proposed Combined Project — $52.9 100% GOA no funds No change Campus Centre (Phase II) million received to date

Saitsa Building $42 24% donation no funds No change million 76% financing received to date

Other Maintenance Campus Re-Key $3 100% PSI No funds No change million received to date Maintenance Annual Capital and Renovations — student $5.6 100% PSI $5.6 million related equipment and facility renewal million PSI received No change Maintenance Annual Capital and Renovations — $6.15 100% PSI $6.15 million $7 million reallocated to information technology systems renewal million PSI received John Ware Redevelopment (Phase III) Maintenance Annual Capital and Renovations — $3.25 100% PSI $3.25 million ancillary infrastructure and contingency million PSI received Maintenance Infrastructure Maintenance Program (IMP) $1.2 100% GOA $1.2 million Budget reduced from $7.25 million GOA received million due to lack of IMP funding for fiscal 2019-20

66 ANNUAL REPORT 2019/2020 CAPITAL PLAN PROGRESS UPDATES Project Timelines and Status Project Project Expected Expected Project Progress Description Timelines Project Project Status Made in Start Completion Last 12 Months Campus Centre (Phase I) March 2019 to Sept. 2020 March 2019 Sept. 2020 Completed 98% John Ware Redevelopment Phase IIIA — second-floor classrooms July 2020 Nov. 2021 Design — (Phase III) July 2020 to Dec 2020 Phase IIIB/C — main floor mechanical/ occupancy improvements Oct. 2020 to Nov. 2021 Campus Centre (Phase II) To be determined To be determined To be determined Investigation — Campus Re-Key July 2020 to May 2022 (being combined July 2020 May 2022 Project — with secuity access project) initiation Annual Capital and July 2019 to June 2020 July 2019 June 2020 Completed 100% Renovations — student related equipment and facility renewal Annual Capital and July 2019 to June 2020 July 2019 June 2020 Completed 100% Renovations — information technology systems renewal Annual Capital and July 2019 to June 2020 July 2019 June 2020 Completed 100% Renovations — ancillary infrastructure and contingency Infrastructure Maintenance July 2019 to June 2020 July 2019 June 2020 Completed 100% Program (IMP)

REPORTING ON THE CIP 67 The Year in Numbers FULL-LOAD EQUIVALENTS 14,418

Full-load equivalents 2017/18 14,675 2018/19 14,953 2019/20 14,418

STUDENTS 36,706

Students 2017/18 44,573 2018/19 45,225 2019/20 36,706

BACCALAUREATE DEGREE, APPLIED DEGREE, DIPLOMA AND CERTIFICATE PROGRAMS 92 14,364

Programs offered Students 2017/18 89 2017/18 13,087 2018/19 88 2018/19 13,783 2019/20 92 2019/20 14,364

68 ANNUAL REPORT 2019/2020 OPEN STUDIES AND UPGRADING PROGRAMS (NON-CREDENTIAL) 3 2,001

Programs offered Students 2017/18 2 2017/18 1,395 2018/19 2 2018/19 1,457 2019/20 3 2019/20 2,001

APPRENTICESHIP PROGRAMS 27 4,101 3,955

Programs offered Registrations Students 2017/18 31 2017/18 6,945 2017/18 6,420 2018/19 30 2018/19 6,320 2018/19 5,901 2019/20 27 2019/20 4,101 2019/20 3,955

CONTINUING EDUCATION, CORPORATE TRAINING, CAMPS AND OTHER OPEN REGISTRATION COURSES 1,152 39,255 20,822

Courses offered Registrations Students 2017/18 1,329 2017/18 55,558 2017/18 30,133 2018/19 1,290 2018/19 55,472 2018/19 29,814 2019/20 1,152 2019/20 39,255 2019/20 20,822

REPORTING ON THE CIP 69 Management’s Discussion and Analysis

70 ANNUAL REPORT 2019/2020 Management’s Discussion and Analysis

The following Management’s Discussion and Analysis (MD&A) should be read in conjunction with the 2019/20 financial statements and accompanying notes included in the Annual Report. The MD&A and audited financial statements are reviewed and approved by SAIT’s Board of Governors. These statements are expressed in Canadian dollars and have been prepared in accordance with Public Sector Accounting Standards (PSAS), which the institute adopted as of July 1, 2012.

Although the financial statements and notes are presented in PSAS format, the comparative analysis of revenue and expenses included in this MD&A are based on object type reporting used in Canadian generally accepted accounting principles (GAAP) rather than functional reporting classification used in PSAS. It is management’s belief this analysis provides the reader with greater continuity and visibility into the Institute’s key operating activities.

The MD&A contains certain forward-looking statements. These statements are based on certain estimates and assumptions that, while considered reasonable by management, are subject to the risks and uncertainties described in section 4.0 of this MD&A. Should one or more of these risk factors materialize, or should assumptions be incorrect, actual results may vary significantly from those expected.

MANAGEMENT’S DISCUSSION AND ANALYSIS 71 1.0 EXECUTIVE SUMMARY Our capability to deliver on our strategic and technology upgrading. The viability priorities relies on many factors, of these operations has become including a diligent annual budget increasingly challenging given economic SAIT’s vision is to be a global leader in process, continued strong relationships factors and the pandemic situation. applied education. Our core business with Alberta Advanced Education and Ancillary services include commercial is equipping Albertans with skills that industry partners, dedicated employees, operations such as bookstore, residence, are aligned with current and emerging efficient processes, and a growing parking and food services. industry needs. Our 2015-2020 strategic international reputation for excellence plan, Think Big, Think Applied Education, in applied education. One of our ongoing Academic enterprises include activities commits to focusing on five strategic challenges centers on progressing SAIT’s such as continuing education, training priorities: sustainable growth, student strategic priorities while balancing for corporate clients, both domestic and success, employee success, applied government mandates, government international, as well as food outlets that education innovation and partnerships. funding and economic conditions to are learning environments for students. achieve a balanced budget. SAIT measures its success against a number of key indicators. SAIT generates revenue from ancillary services and academic enterprises in Operating results, capital spending order to provide services to students, and the number of full-load staff and the public. Historically this equivalent students (FLEs) are had made a significant contribution regularly monitored against to SAIT’s surpluses, in which SAIT budget expectations. SAIT’s had reinvested a substantial portion accumulated surplus is also a key into infrastructure for deferred maintenance, classroom equipment indicator of overall financial health.

72 ANNUAL REPORT 2019/2020 2.0 FINANCIAL RESULTS liability, reduced discretionary spending REVENUE and workforce adjustments. Total revenues for the year ended The impact of the pandemic and June 30, 2020 were $345.6 million, a SAIT’s 2019/20 operating deficit resulting campus closure contributed decrease of $21.9 million compared to was $10.1 million. Significant factors to reduced non-labour expenses from prior year and budget. Revenue from contributing to the deficit include a reduced amortization expense as a result the Government of Alberta represented decrease in revenues from reduced of major project deferrals, and decrease SAIT’s single largest source of income at Alberta Advanced Education grant in supplies, travel and utilities. funding and lost revenues from 51% of total revenue. Major components the cancellation of classes, reduced SAIT’s 2019/20 total FLEs were 14,418, of revenue are as follows: corporate sales and shut down of which includes credit programming ancillary services directly related to the (12,328 FLEs), apprenticeship (1,124 global pandemic situation. To manage FLEs) and non-credit (966 FLEs). The operating grant funding reductions, decrease from budget of 468 FLEs is labour savings were achieved through related to a decrease in domestic and a hiring freeze, reduction in vacation apprenticeship students offset by an increase in international students.

2019/20 REVENUE BY SOURCE (in thousands)

$5,106 $38,057 $12,288 1% 11% 4% $5,822 2%

$106,093 31%

2019/20 Revenue by source $345,533

Government of Alberta grants Tuition and related fees Sales of services and products $178,042 Investment income 51% Donations and contributions Federal and other grants

MANAGEMENT’S DISCUSSION AND ANALYSIS 73

2019/20 Expense by object Government of Alberta grants Sales of services and products Donations and other contributions Total revenue from Government of Total revenues from sales of services and Total revenues from donations and Alberta grants were $178.0 million, a products were $38.0 million, a decrease contributions were $12.3 million, a decrease of $15.3 million compared to of $1.1 million compared to prior year and decrease of $1.6 million compared to prior year and $13.1 million compared to $6.6 million compared to budget. prior year and comparable to budget. budget. • Sales of services and products were • Donations and contributions • Government of Alberta grants were lower than prior year primarily related decreased compared to prior year lower than prior year and budget to the closure of campus due to mainly as a result of a $1.0 million due to reduced Campus Alberta the pandemic impacting residence, gift in kind received in prior year and apprenticeship grants. Further parking, food outlets, facility rentals, related to the future SAIT Students’ decrease in apprenticeship funding student field trips, and youth and Association (Saitsa) Headquarters. was related to the cancellation of fitness programming. This was the spring intakes related to the partially offset by the completion Investment income pandemic and closure of campus. of several international projects Total revenues from investment income initiated in the prior year. were $5.1 million, a decrease of $1.5 Federal and other government grants • Sales of services and products million compared to prior year and $0.7 Total revenues from federal and other were lower than budget due to million compared to budget. grants were $5.8 million, an increase the pandemic, from lost revenues • The decrease in investment income in research activity of $0.7 million related to parking, residence, facility compared to prior year was due to compared to prior year and comparable rental and food outlets, as well as a decrease in prime rates and prior to budget. decrease in corporate training sales. year realized gains from the selling of This was partially offset by revenue Student tuition and fees securities. from international projects. Total revenues from student tuition and • The decrease in investment income fees were $106.1 million, a decrease of compared to budget was a result $3.4 million compared to prior year and of projected losses in joint venture $1.3 million compared to budget. income and a slight decrease related to the drop in prime rates. • The decrease in tuition revenue for both prior year and budget is driven Gain on sales of capital assets by cancellation of the spring intake Total revenues from gain on sales of for apprentices and reduction in capital assets were $0.1 million, an domestic students offset by an increase of $0.1 million compared to prior increase in international students. year and budget. • Student tuition and fees decreased compared to budget due to decreases in domestic credit programming and reduced apprenticeships while credit international enrolments and unreported learners increased.

74 ANNUAL REPORT 2019/2020 EXPENSE Labour • Salaries and related benefits were 2019/20 Total expenses for the year ended Labour costs, comprising salaries, lower compared to budget due to Revenue by source June 30, 2020 were $355.6 million, a contract labour and employee benefits, cost reduction initiatives, such as decrease of $1.7 million compared to were $209.1 million, which represents reducing the liability for outstanding prior year and $11.9 million compared to an increase of $5.6 million compared to vacation, implementation of a hiring budget. Labour expenses represented prior year and a decrease of $5.4 million freeze and the continuation of a SAIT’s single largest expense at 59% of compared to budget. mandated salary freeze across the sector. Contract costs were also total expenses. Major components of • Salaries and related benefits expenses are as follows: reduced associated with corporate expenses increased compared to prior training deliveries due to the decline year due to costs associated with in revenues. This was partially workforce adjustments. This was offset by the costs associated with partially offset by the reduction in workforce adjustments. liability for outstanding vacation, a decrease in instructor overload and reduced employee development costs.

2019/20 EXPENSE BY OBJECT (in thousands)

$18,355 $7,761 5% 2% $21,156 6%

$43,984 12%

2019/20 Expense by object

$355,631 $209,107 59%

$55,269 Salary and benefits 16% Amortization, disposals Supplies and services Repairs and maintenance Other expenses Cost of goods sold

MANAGEMENT’S DISCUSSION AND ANALYSIS 75 Supplies and services • Maintenance costs increased Utilities compared to budget due to Supplies and services expenses of Utilities expenses of $9.9 million additional costs related to the $44.0 million is a decrease of $3.0 million decreased by $1.4 million compared to asbestos abatement project, which compared to prior year and $3.0 million prior year and were $2.0 million lower were unbudgeted. Partially offset higher than budget. than budget. by savings throughout the academic • Supplies and services expenses division due to reduced presence • Utilities decreased compared to decreased compared to prior year on campus. prior year and budget primarily due due to a combination of discretionary to the repealed provincial carbon spending and reduced on-campus Cost of goods sold tax legislation and decreased consumption related to the campus presence due to the pandemic Cost of goods sold of $7.8 million was closure due to the pandemic situation. situation. Decrease in donated comparable to prior year and comparable supplies was mainly due to to budget. $1.0 million gift in kind for Saitsa Amortization and loss on disposal received in prior year. These were • Cost of goods sold decreased of capital assets offset by expenses related to compared to prior year and budget Amortization and loss on disposal information technology projects. due to the closure of food outlets of capital assets of $55.3 million and bookstore due to the pandemic increased $4.9 million compared to • Supplies and services expenses situation. Offset by the change in increased compared to budget due prior year and was $6.1 million lower operations for the bookstore and compared to budget. to higher professional consulting write-down of inventory. fees related to technology projects. • Amortization and loss on disposal These were offset by reductions in Scholarships, bursaries, awards of capital assets costs were higher discretionary spending and a reduced and projects compared to prior year due to the presence on campus due to the addition of an enterprise resource Scholarships, bursaries, awards and pandemic situation. planning system, increased campus project expenses of $2.6 million decreased renovations and John Ware building by $2.3 million compared to prior year and Maintenance and repairs renovation projects. $2.0 million compared to budget. Maintenance and repairs of $21.2 million • Amortization costs were lower • Due to change in recording expenses decreased by $5.0 million compared to than budget due to a portion of the for projects funded by restricted prior year and was $1.4 million higher enterprise resource planning system donations, expenses in current year than budget. costs expensed, major project are recorded in expense object. In deferrals, delay in computer buy- • Maintenance costs decreased prior year and budget, expenses were back program and fully amortized compared to prior year due to recorded in scholarships, bursaries airplane/jet. completion of the asbestos and awards expense category. abatement project initiated in prior year, a decrease in costs related to custodial and savings throughout the institution due to reduced presence on-campus.

76 ANNUAL REPORT 2019/2020 NET ASSETS Net assets decreased by $7.5 million due The increase in endowments comprises $0.9 million of new contributions, Net assets comprises the accumulated to an operating deficit of $10.1 million, as well as $0.4 million of capitalized surplus from all years of operation, which was partially offset by increases in investment income. SAIT’s endowed funds, and endowments and remeasurement gains accumulated unrealized gains and and losses. The increase in remeasurement losses on investments. Within SAIT’s SAIT expended internally restricted gains and losses is attributed to accumulated surplus are all operating net assets towards campus projects, a combination of the portfolio surpluses, internally restricted net including John Ware building and movements and market forces. assets and amounts invested in Campus Center upgrades, which has tangible capital assets. corresponded to an increased investment This accumulated operating surplus, in tangible capital assets and a decrease less all current operating commitments, in internally restricted net assets. will serve to assist SAIT in future opportunities and growth areas.

Net Assets as at June 30 (in thousands) 2020 2019 Variance Accumulated surplus from operations $ 61,119 $ 55,009 $ 6,110 Investment in tangible capital assets 155,547 166,590 (11,043) Internally restricted net assets 39,323 44,519 (5,196) Endowments 49,675 48,380 1,295 Remeasurement gains and losses 3,967 2,605 1,362 Total $ 309,631 $ 317,103 $ (7,472)

MANAGEMENT’S DISCUSSION AND ANALYSIS 77 3.0 CAPITAL

Capital acquisitions for 2019/20 Capital acquisitions are funded by internal operating funds, financing, government grants and donations.

Acquisitions were as follows:

For the year ended June 30, 2020 (in thousands) 2020 2019 Variance Buildings and site improvements $ 8,353 $ 14,039 $ (5,686) Computer hardware and software 6,869 16,295 (9,426) Equipment and vehicles 7,281 4,756 2,525 Total $ 22,503 $ 35,090 $ 12,587

Significant capital asset acquisitions in 2019/20 include the following: • improvements to the Campus Center of $4.4 million and John Ware building of $1.7 million • upgrades to the building access system of $1.3 million Sources of funding for the capital acquisitions were as follows:

For the year ended June 30, 2020 (in thousands) 2020 2019 Variance Internally funded and other $ 13,428 $ 25,391 $ (11,963) Grants 7,188 7,782 (594) Donations 942 878 64 Contributed equipment 945 1,039 (94) Total $ 22,503 $ 35,090 $ 12,587

Grant funded acquisitions included infrastructure upgrades and research equipment. Contributed equipment in the current year included the donation of equipment for an energy lab and an aircraft.

78 ANNUAL REPORT 2019/2020 4.0 MANAGING RISK

Impact of COVID-19 Public policy Geopolitical The extent and duration of the COVID-19 Policy constraints that limit The global pandemic situation has pandemic is uncertain and has already management’s flexibility to respond to had a significant impact on operations led to increased volatility in financial changing conditions and unanticipated as it relates to the SAIT community. markets, travel limitations, decrease changes in government policy and Recruitment of international students in oil prices, an overall slowdown in the funding could adversely impact is an ongoing challenge as is the ability global economy and increased fiscal operating effectiveness, institutional to conduct international business due pressures on government. These volatile competitiveness or student success. to limited travel and public health economic conditions combined with Advocacy on policy proposals and requirements. SAIT continues to develop provincial fiscal pressures may adversely relationships with other post- strategies to ensure awareness of impact SAIT’s operations. secondary institutions and the Ministry geopolitical developments and work of Advanced Education aim to lessen with government and related agencies Student success the operational impact where possible. to understand policy changes given the Attracting and retaining students is an fluidity of the pandemic situation. Financial ongoing challenge due to job availabil- Reputation ity given the economic environment. Funding constraints due to provincial Managing through the current pandemic fiscal pressures and revenue generating There is an increasing risk to reputation situation with the transition of instruc- challenges in the current economic as the campus re-opens in limited tion and business operations to a mostly environment are an ongoing concern. capacity. SAIT’s return to campus plan online model have a direct impact on the The pandemic situation adds additional is staged to ensure public health orders programming SAIT is able to offer. Grow- financial pressure with limited on- are followed and safeguards are in place ing and diversifying SAIT's enrolment campus activity and reduced enrolment, and followed. A robust communications numbers, while a strategic focus, has particularly through international plan has been implemented to inform been negatively impacted by the current students and growth opportunities. students and employees of the changing pandemic and economic reality. Re- In addition to cost containment, SAIT environment of learning and working at sources have been assigned to optimize is looking to revenue stabilization SAIT. enrolment management processes. and opportunistic growth. SAIT is working closely with government Employee success Business systems regarding international student access The ability to recruit, retain and Unauthorized access to technology opportunities. A centralized Centre for develop engaged employees is an systems continues to represent a Continuing Education and Professional ongoing challenge. Contributing factors threat. There is an increasing use of Studies was created to diversify SAIT’s include: reduced competitiveness of remote technology infrastructure and revenue portfolio. compensation as a result of continuing virtual applications as disruption of salary freeze, a tenuous labour relations Health, safety and wellness traditional learning and operations has environment, increased policy changes occurred. SAIT has staff designated The current pandemic situation has and challenging economic conditions that to information systems security; required added focus on business reduce operational flexibility. Initiatives this team has been instrumental continuity plans and related action are underway to continue to develop and in developing a cybersecurity for the general safety of the SAIT improve employee value propositions, management strategy, pandemic risk community. Adverse mental health support employee success, manage intelligence and educating the campus impacts to students and employees labour relations and maintain employee on how to mitigate risks and prevent arising from the pandemic is an added engagement within narrow guidelines. cybersecurity breaches. Information concern. SAIT has dedicated resources technology system management to to ensure appropriate policy and address obsolescence and governance procedures are followed to meet public structure are being implemented. health guidelines and develop tools and supports for employees and students.

MANAGEMENT’S DISCUSSION AND ANALYSIS 79 Financial Statements Year ended June 30, 2020

80 ANNUAL REPORT 2019/2020 Statement of Management Responsibility

The financial statements of the Southern Alberta Institute of Technology ("the Institute") have been prepared by management in accordance with Canadian public sector accounting standards. The financial statements present fairly the financial position of the Institute, as at June 30, 2020 and the results of its operations, changes in net financial assets, remeasurement gains and losses, and cash flows for the year then ended.

In fulfilling its responsibilities and recognizing the limits inherent in all systems, management has developed and maintains a system of internal control designed to provide reasonable assurance that the Institute’s assets are safeguarded from loss and that the accounting records are a reliable basis for the preparation of the financial statements.

The Board of Governors is responsible for reviewing and approving the financial statements, and overseeing management's performance of its financial reporting responsibilities.

The Board of Governors carries out its responsibility for review of the financial statements principally through its Audit Committee. With the exception of the President, all members of the Audit Committee are not employees of the Institute. The Audit Committee meets with management and the external auditors and internal auditors to discuss the results of audit examinations and financial reporting matters. The external and internal auditors have full access to the Audit Committee, with and without presence of management.

These financial statements have been reported on by the Auditor General of Alberta, the auditor appointed under the Post-secondary Learning Act. The Independent Auditor's Report outlines the scope of the audit and provides the audit opinion on the fairness of presentation of the information in the financial statements.

[Original signed by Dr. David G. Ross] [Original signed by Roy Daykin]

Dr. David G. Ross Roy Daykin, MA, CPA, CGA President and CEO CFO and VP, Corporate Services

FINANCIAL STATEMENTS 81

To the Board of Governors of the Southern Alberta Institute of Technology

Opinion I have audited the financial statements of the Southern Alberta Institute of Technology (the Institute), which comprise the statement of financial position as at June 30, 2020, and the statements of operations, change in net financial assets, remeasurement gains and losses, and cash flows for the year then ended, and notes to the financial statements, including a summary of significant accounting policies.

In my opinion, the accompanying financial statements present fairly, in all material respects, the financial position of the Institute as at June 30, 2020, and the results of its operations, its changes in net financial assets, its remeasurement gains and losses, and its cash flows for the year then ended in accordance with Canadian public sector accounting standards.

Basis for opinion I conducted my audit in accordance with Canadian generally accepted auditing standards. My responsibilities under those standards are further described in the Auditor's Responsibilities for the Audit of the Financial Statements section of my report. I am independent of the Institute in accordance with the ethical requirements that are relevant to my audit of the financial statements in Canada, and I have fulfilled my other ethical responsibilities in accordance with these requirements. I believe that the audit evidence I have obtained is sufficient and appropriate to provide a basis for my opinion.

Other information Management is responsible for the other information. The other information comprises the information included in the Annual Report, but does not include the financial statements and my auditor’s report thereon. The Annual Report is expected to be made available to me after the date of this auditor’s report.

My opinion on the financial statements does not cover the other information and I do not express any form of assurance conclusion thereon.

In connection with my audit of the financial statements, my responsibility is to read the other information identified above and, in doing so, consider whether the other information is materially inconsistent with the financial statements or my knowledge obtained in the audit, or otherwise appears to be materially misstated.

If, based on the work I will perform on this other information, I conclude that there is a material misstatement of this other information, I am required to communicate the matter to those charged with governance.

82 ANNUAL REPORT 2019/2020 Responsibilities of management and those charged with governance for the financial statements Management is responsible for the preparation and fair presentation of the financial statements in accordance with Canadian public sector accounting standards, and for such internal control as management determines is necessary to enable the preparation of the financial statements that are free from material misstatement, whether due to fraud or error.

In preparing the financial statements, management is responsible for assessing the Institute’s ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless an intention exists to liquidate or to cease operations, or there is no realistic alternative but to do so.

Those charged with governance are responsible for overseeing the Institute’s financial reporting process.

Auditor's responsibilities for the audit of the financial statements My objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor's report that includes my opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with Canadian generally accepted auditing standards will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements.

As part of an audit in accordance with Canadian generally accepted auditing standards, I exercise professional judgment and maintain professional skepticism throughout the audit. I also:  Identify and assess the risks of material misstatement of the financial statements, whether due to fraud or error, design and perform audit procedures responsive to those risks, and obtain audit evidence that is sufficient and appropriate to provide a basis for my opinion. The risk of not detecting a material misstatement resulting from fraud is higher than for one resulting from error, as fraud may involve collusion, forgery, intentional omissions, misrepresentations, or the override of internal control.  Obtain an understanding of internal control relevant to the audit in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the Institute’s internal control.  Evaluate the appropriateness of accounting policies used and the reasonableness of accounting estimates and related disclosures made by management.  Conclude on the appropriateness of management’s use of the going concern basis of accounting and, based on the audit evidence obtained, whether a material uncertainty exists related to events or conditions that may cast significant doubt on the Institute’s ability to continue as a going concern. If I conclude that a material uncertainty exists, I am required to draw attention in my auditor’s report to the related disclosures in the financial statements or, if such disclosures are inadequate, to modify my opinion. My conclusions are based on the audit evidence obtained up to the date of my auditor’s report. However, future events or conditions may cause the Institute to cease to continue as a going concern.  Evaluate the overall presentation, structure and content of the financial statements, including the disclosures, and whether the financial statements represent the underlying transactions and events in a manner that achieves fair presentation.

FINANCIAL STATEMENTS 83 I communicate with those charged with governance regarding, among other matters, the planned scope and timing of the audit and significant audit findings, including any significant deficiencies in internal control that I identify during my audit.

[Original signed by W. Doug Wylie FCPA, FCMA, ICD.D]

W. Doug Wylie FCPA, FCMA, ICD.D Auditor General General September 16, 2020 Edmonton,September Alberta 16, 2020 Edmonton, Alberta

84 ANNUAL REPORT 2019/2020 STATEMENT OF FINANCIAL POSITION

As at June 30, 2020 (in thousands) June 30, 2020 June 30, 2019 Financial assets excluding portfolio investments restricted for endowments Cash and cash equivalents (Note 3) $ 183,765 $ 175,274 Portfolio investments — non-endowment (Note 4) 46,294 42,880 Investment in government business partnerships (Note 5) 1,224 1,346 Accounts receivable 5,973 7,149 Inventories held for sale 73 1,131 237,329 227,780 Liabilities Accounts payable and accrued liabilities 45,426 60,550 Employee future benefit liabilities (Note 7) 8,363 8,714 Debt (Note 8) 117,736 122,868 Deferred revenue (Note 9) 88,099 61,756 259,624 253,888 Net debt excluding portfolio investments restricted for endowments (22,295) (26,108) Portfolio investments — restricted for endowments (Note 4) 54,646 51,840 Net financial assets $ 32,351 $ 25,732 Non-financial assets Tangible capital assets (Note 10) 678,227 711,127 Prepaid expenses 4,115 2,031 682,342 713,158 Net assets before spent deferred capital contributions 714,693 738,890 Spent deferred capital contributions (Note 11) 405,062 421,787 Net assets $ 309,631 $ 317,103 Net assets is comprised of: Accumulated surplus $ 305,664 $ 314,498 Accumulated remeasurement gains 3,967 2,605 $ 309,631 $ 317,103

Contingent assets and contractual rights (Notes 13 and 16) Contingent liabilities and contractual obligations (Notes 14 and 17)

The accompanying notes are an integral part of these financial statements.

FINANCIAL STATEMENTS 85 STATEMENT OF OPERATIONS

For the Year Ended June 30, 2020 (in thousands) Budget (Note 25) June 30, 2020 June 30, 2019 Revenues Government of Alberta grants (Note 21) $ 191,105 $ 178,042 $ 193,360 Federal and other government grants (Note 21) 6,236 5,822 5,142 Student tuition and fees 107,352 106,093 109,468 Sales of services and products 44,676 38,057 39,181 Donations and other contributions 12,273 12,288 13,778 Investment income 5,846 5,106 6,566 Gain on sale of tangible capital assets — 145 — 367,488 345,553 367,495 Expenses Academic costs and institutional support 255,175 247,624 250,115 Facility operations and maintenance 83,235 79,263 78,720 Ancillary services 23,127 21,925 22,873 Sponsored research 5,951 6,820 5,583 367,488 355,632 357,291

Annual operating (deficit) surplus — (10,079) 10,204

Endowment contributions — 850 1,712 Endowment capitalized investment income — 395 489

Annual (deficit) surplus — (8,834) 12,405

Accumulated surplus, beginning of year — 314,498 302,093 Accumulated surplus, end of year $ — $ 305,664 $ 314,498

The accompanying notes are an integral part of these financial statements.

86 ANNUAL REPORT 2019/2020 STATEMENT OF CHANGE IN NET FINANCIAL ASSETS

For the Year Ended June 30, 2020 (in thousands) Budget 2020 June 30, 2020 June 30, 2019 Annual (deficit) surplus $ — $ (8,834) $ 12,405 Acquisition of tangible capital assets (Note 10) (35,250) (22,503) (35,090) Proceeds from sale of tangible capital assets 445 279 175 Amortization of tangible capital assets (Note 10) 60,870 55,269 50,057 (Gain) Loss on disposal of tangible capital assets 485 (145) 345 26,550 32,900 15,487

Change in prepaid expenses (2,084) (439) Change in spent deferred capital contributions (16,725) (16,164) Change in accumulated remeasurement gains 1,362 150 Increase in net financial assets 26,550 6,619 11,439 Net financial assets, beginning of year 25,732 25,732 14,293 Net financial assets, end of year $ 52,282 $ 32,351 $ 25,732

The accompanying notes are an integral part of these financial statements.

FINANCIAL STATEMENTS 87 STATEMENT OF REMEASUREMENT GAINS AND LOSSES

For the Year Ended June 30, 2020 (in thousands) June 30, 2020 June 30, 2019 Accumulated remeasurement gains, beginning of year $ 2,605 $ 2,455 Unrealized gains attributable to: Portfolio investments — non-endowment 2,497 1,288 Foreign exchange — (3) Amounts reclassified to statement of operations: Portfolio investments — non-endowment (1,138) (1,157) Foreign exchange 3 22

Change in accumulated remeasurement gains 1,362 150 Accumulated remeasurement gains, end of year $ 3,967 $ 2,605

Accumulated remeasurement gains is comprised of:

Portfolio investments — non-endowment $ 3,967 $ 2,608 Foreign exchange — (3) $ 3,967 $ 2,605

The accompanying notes are an integral part of these financial statements.

88 ANNUAL REPORT 2019/2020 STATEMENT OF CASH FLOWS

For the Year Ended June 30, 2020 (in thousands) June 30, 2020 June 30, 2019 Operating Transactions Annual (deficit) surplus $ (8,834) $ 12,405 Add (deduct) non-cash items: Amortization of tangible capital assets 55,269 50,057 Gain on sale of portfolio investments (1,138) (1,157) (Gain) Loss on disposal of tangible capital assets (145) 345 Expended capital recognized as revenue (Note 11) (25,800) (25,863) Change in investment in government business enterprise 122 (129) Decrease in employee future benefit liabilities (351) (452) Change in non-cash items 19,123 35,206 Decrease in accounts receivable 1,176 1,168 Decrease in inventories held for sale 1,058 8 (Decrease) Increase in accounts payable and accrued liabilities (15,124) 4,973 Increase in deferred revenues 25,289 16,966 Increase in prepaid expenses (2,084) (439) Cash provided by operating transactions 29,438 57,882

Capital Transactions Acquisition of tangible capital assets, less in-kind donations (21,558) (34,051) Proceeds on sale of tangible capital assets 279 175 Cash applied to capital transactions (21,279) (33,876)

Investing Transactions Purchases of portfolio investments (25,317) (23,255) Proceeds on sale of portfolio investments 22,651 20,039 Cash applied to investing transactions (2,666) (3,216)

Financing Transactions Debt — repayment (5,132) (4,872) Debt — new financing — 28 Increase in spent deferred capital contributions, less expended capital recognized 8,130 8,660 as revenue, less in-kind donations Cash provided by financing transactions 2,998 3,816

Increase in cash and cash equivalents 8,491 24,606 Cash and cash equivalents, beginning of year 175,274 150,668 Cash and cash equivalents, end of year (Note 3) $ 183,765 $ 175,274

The accompanying notes are an integral part of these financial statements.

FINANCIAL STATEMENTS 89 Notes to the Financial Statements For the Year Ended June 30, 2020 (in thousands)

NOTE 1. AUTHORITY AND PURPOSE

The Board of Governors of the Southern Alberta Institute of Technology is a corporation which manages and operates the Southern Alberta Institute of Technology (“the Institute") under the Post-secondary Learning Act (Alberta). All members of the Board of Governors are appointed by either the Lieutenant Governor in Council or the Minister of Advanced Education, with the exception of the President, who is an ex officio member. Under the Post-secondary Learning Act, Campus Alberta Sector Regulation, the Institute is a polytechnic institute offering degree, diploma, and certificate programs as well as a full range of continuing education programs and activities. The Institute is a registered charity, and under section 149 of the Income Tax Act (Canada), is exempt from the payment of income tax.

NOTE 2. SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES AND REPORTING PRACTICES

A. General — Public Sector Accounting Standards (PSAS) and Use of Estimates

The Institute's financial statements have been prepared in accordance with Canadian public sector accounting standards (PSAS). The measurement of certain assets and liabilities is contingent upon future events; therefore, the preparation of these financial statements requires the use of estimates, which may vary from actual results. The Institute's management uses judgment to determine such estimates. Employee future benefit liabilities, environmental liabilities, amortization of tangible capital assets and the recognition of revenue for expended capital are the most significant items based on estimates. In management’s opinion, the resulting estimates are within reasonable limits of materiality and are in accordance with the significant accounting policies summarized below. These significant accounting policies are presented to assist the reader in evaluating these financial statements and, together with the following notes, should be considered an integral part of the financial statements.

B. Valuation of Financial Assets and Liabilities

The Institute’s financial assets and liabilities are generally measured as follows:

Financial Statement Component Measurement

Cash and cash equivalents Cost

Portfolio investments Fair value Inventories held for sale Lower of cost or net realizable value

Accounts receivable Lower of cost or net recoverable value

Accounts payable and accrued liabilities Cost Debt Amortized cost

Unrealized gains and losses from changes in the fair value of financial assets and liabilities are recognized in the statement of remeasurement gains and losses. When the restricted nature of a financial instrument and any related changes in fair value create a liability, unrealized gains and losses are recognized as deferred revenue. All financial assets are tested annually for impairment. When financial assets are impaired, impairment losses are recorded in the statement of operations. A write-down of a portfolio investment to reflect a loss in value is not reversed for a subsequent increase in value.

90 ANNUAL REPORT 2019/2020 NOTES TO THE FINANCIAL STATEMENTS For the Year Ended June 30, 2020 (in thousands)

For financial assets and liabilities measured using amortized cost, the effective interest rate method is used to determine interest revenue or expense. Transaction costs are a component of cost for financial instruments measured using cost or amortized cost. Transaction costs are expensed for financial instruments measured at fair value. Investment management fees are expensed as incurred. The purchase and sale of cash and cash equivalents and portfolio investments are accounted for using trade-date accounting. The Institute does not use foreign currency contracts or any other type of derivative financial instruments for trading or speculative purposes. Management evaluates contractual obligations for the existence of embedded derivatives and elects to either designate the entire contract for fair value measurement or separately measure the value of the derivative component when characteristics of the derivative are not closely related to the economic characteristics and risks of the contract itself. Contracts to buy or sell non- financial items for the Institute’s normal purchase, sale, or usage requirements are not recognized as financial assets or financial liabilities. The Institute does not have any embedded derivatives that require separate measurement in the financial statements.

C. Revenue Recognition

All revenues are reported on the accrual basis of accounting. Cash received for goods or services that have not been provided by year end is recognized as deferred revenue.

i. Government grants, non-government grants and donations

Government transfers are referred to as government grants. Restricted grants and donations are recognized as deferred revenue if the terms for the use, or the terms along with the Institute's actions and communications as to the use thereof, create a liability. These grants and donations are recognized as revenue as the terms are met. If the grants and donations are used to acquire or construct tangible capital assets, revenue will be recognized over the useful life of the tangible capital assets. Government grants without terms for the use of the grant are recognized as revenue when the Institute is eligible to receive the funds. Unrestricted non-government grants are recognized as revenue in the year received or in the year the funds are committed to the Institute, if the amount can be reasonably estimated and collection is reasonably assured. In-kind donations of services, materials, and tangible capital assets are recognized at fair value when such value can reasonably be determined. While volunteers contribute a significant amount of time each year to assist the Institute, the value of their services is not recognized as revenue or expenses in the financial statements because fair value cannot be reasonably determined. Transfers of tangible capital assets from related parties are recognized at the carrying value.

ii. Grants and donations related to land

Grants and donations for the purchase of land are recognized as deferred revenue when received, and recognized as revenue when the land is purchased. The Institute recognizes in-kind contributions of land as revenue at the fair value of the land, when a fair value can be reasonably determined. When the Institute cannot determine the fair value, such in-kind contributions are recognized at nominal value.

FINANCIAL STATEMENTS 91 NOTES TO THE FINANCIAL STATEMENTS For the Year Ended June 30, 2020 (in thousands)

iii. Endowments Endowments consist of externally restricted donations received by the Institute and internal allocations by the Institute’s Board of Governors, the principal of which is required to be maintained intact in perpetuity. Investment income earned (excluding unrealized income) by the endowments in excess of the amount required for spending allocation is capitalized to maintain and grow the real value of the endowments. A portion of the excess income is set aside as a reserve for future years’ spending. Investment income earned on endowments must be used in accordance with the various purposes established by the donors or the Board of Governors. Benefactors, as well as Institute policy, stipulate the economic value of the endowments must be protected by limiting the amount of income that may be expended and reinvesting unexpended income. In any year, if the investment income earned is insufficient to fund the spending allocation, the spending allocation can be funded either from accumulated capitalized income or from the reserve established for such purpose. Endowment contributions and associated investment income allocated for the preservation of endowment capital purchasing power are recognized in the statement of operations in the year in which they are received.

iv. Investment income

Investment income includes dividend and interest income, and realized gains or losses on the sale of portfolio investments. Investment income from restricted grants and donations is recognized as deferred revenue when the terms for use create a liability, and is recognized as income when the terms of the grant or donation are met. The endowment spending allocation portion of investment income earned by endowments is recognized as deferred revenue when the terms for the use by the endowment create a liability. Realized investment income allocated to endowment balances for the preservation of endowment capital purchasing power is recognized in the statement of operations.

D. Inventories Held for Sale

Inventories held for sale are valued at the lower of cost and expected net realizable value, and are determined using the first in, first out (FIFO) method.

E. Tangible Capital Assets

Tangible capital assets are recognized at cost, which includes amounts that are directly related to the acquisition, design, construction, development, improvement, or betterment of the assets, and costs associated with asset retirement obligations. Cost includes overhead directly attributable to construction and development, as well as interest costs directly attributable to the acquisition or construction of the asset. Work in progress, which includes facilities and improvement projects and development of information systems, is not amortized until after the project is complete and the asset is in service. Assets or disposal groups classified as held for sale are measured at the lower of carrying amount and fair value less costs to sell. Amortization of the asset ceases when the asset is classified as held for sale. Leases of tangible capital assets which transfer substantially all the benefits and risks of ownership are accounted for as leased tangible capital assets. These leases are recognized at the present value of the future minimum lease payments at the inception of the lease, excluding executor costs (e.g. insurance, maintenance costs, etc.). The discount rate used to determine the present value of the lease payments is the lower of the Institute's rate for incremental borrowing or the interest rate implicit in the lease.

92 ANNUAL REPORT 2019/2020 NOTES TO THE FINANCIAL STATEMENTS For the Year Ended June 30, 2020 (in thousands)

Significant assets that have separately identifiable components with materially different useful lives are amortized according to the components' useful life when determinable and reasonable estimates can be made of the lives of separate components. The cost, less residual value, of the tangible capital assets, excluding land, is amortized on a straight-line basis over the estimated useful lives as follows:

Buildings and site improvements 10 – 40 years Furnishings, equipment and systems 5 – 10 years Computer hardware and software 3 years Vehicles 5 years

Tangible capital assets are written down when conditions indicate they no longer contribute to the Institute’s ability to provide goods and services, or when the value of future economic benefits associated with the tangible capital assets are less than their net book value. The net write-downs are recognized as expenses in the statement of operations. Intangible assets, works of art, historical property and treasures, and collections are expensed when acquired and not recognized as tangible capital assets because a reasonable estimate of the future benefits associated with such property cannot be made.

F. Asset Retirement Obligations

Asset retirement obligations are recognized for statutory, contractual or legal obligations, associated with the retirement of tangible capital assets when those obligations result from the acquisition, construction, development or normal operation of the assets. The obligations are measured initially at fair value, determined using present value methodology, and the resulting costs capitalized into the carrying amount of the related asset. In subsequent periods, the liability is adjusted for the accretion of discount and any changes in the amount or timing of the underlying future cash flows. The capitalized asset retirement cost is amortized on the same basis as the related asset and the discount accretion is included in determining the results of operations.

G. Foreign Currency Translation

Transaction amounts denominated in foreign currencies are translated into their Canadian dollar equivalents at exchange rates prevailing at the transaction dates. Carrying values of monetary assets and liabilities and non-monetary items included in the fair value category reflect the exchange rates at the statement of financial position date. Unrealized foreign exchange gains and losses are recognized in the statement of remeasurement gains and losses. In the period of settlement, foreign exchange gains and losses are reclassified to the statement of operations, and the respective cumulative amount of remeasurement gains and losses is reversed in the statement of remeasurement gains and losses.

H. Employee Future Benefits

i. Pension The Institute participates with other employers in the Local Authorities Pension Plan (LAPP). This pension plan is a multi- employer defined benefit pension plan that provides pensions for the Institute’s participating employees based on years of service and earnings. The Institute does not have sufficient plan information on the LAPP to follow the standards for defined benefit accounting, and therefore follows the standards for defined contribution accounting. Accordingly, pension expense recorded for the LAPP

FINANCIAL STATEMENTS 93 NOTES TO THE FINANCIAL STATEMENTS For the Year Ended June 30, 2020 (in thousands)

is comprised of employer contributions to the plan that are required for its employees during the year, which are calculated based on actuarially pre-determined amounts that are expected to provide the plan’s future benefits. For employees who do not qualify for LAPP, the Institute offers a Defined Contribution Registered Pension Plan (DCRPP). The pension expense for DCRPP is the employer's current year contribution to the plan as calculated in accordance with the plan rules. ii. Supplementary retirement plans

The Institute maintains two supplementary pension plans for its senior management: a. The pension expense for the defined benefit Supplementary Executive Retirement Plan (SERP) is actuarially determined using the projected benefit method prorated on service. Actuarial gains or losses on the accrued benefit obligation are amortized over the expected average remaining service life. Effective January 2020, the Notional Defined Contribution Pension Plan has replaced the SERP for accumulation of ongoing service cost. b. The Notional Defined Contribution Pension Plan (NDCPP) liability is determined using market valuation of the contributions to the plan pursuant to members’ plan preferences.

iii. Long-term disability

The cost of providing non-vesting and non-accumulating employee future benefits for compensated absences under the Institute's long-term disability plans is charged to expense in full when the event occurs which obligates the Institute to provide the benefits. The cost of these benefits is actuarially determined using the accumulated benefit method, a market interest rate and management's best estimate of the retirement ages of employees, expected health care costs and the period of employee disability. Actuarial gains or losses on the accrued benefit obligation are recognized immediately.

iv. Deferred salary plan

The Institute provides employee future benefits in the form of compensated absences. Costs for these benefits are estimated using reasonable assumptions of discount rates and are included in these financial statements.

I. Investment in Government Business Partnership

The financial statements use the modified equity method to record the Institute's investment in PanGlobal Training Systems Limited. This is a joint venture with two other polytechnic institutions to produce and market Power Engineering multimedia learning products where the Institute has 33% interest. This joint venture is not material to the Institute's financial statements; and therefore, separate condensed financial information is not presented (Note 5).

J. Environmental Liabilities

Contaminated sites are a result of contamination of a chemical, organic or radioactive material or live organism that exceeds an environmental standard, being introduced into the soil, water or sediment. The liability is recognized net of any expected recoveries. A liability for remediation of contaminated sites is recognized when all of the following criteria are met: i. an environmental standard exists; ii. contamination exceeds the environmental standard; iii. the Institute is directly responsible or accepts responsibility; iv. it is expected that future economic benefits will be given up; and v. a reasonable estimate of the amount can be made. At June 30, 2020 the Institute has recorded an environmental liability for asbestos abatement of $2,238 (2019 -$4,375) (Note 15).

94 ANNUAL REPORT 2019/2020 NOTES TO THE FINANCIAL STATEMENTS For the Year Ended June 30, 2020 (in thousands)

K. Expense by Function

The Institute uses the following categories of functions in its statement of operations:

Academic costs and institutional support

Expenses related to program and training delivery, support of instructional delivery and of the student body, and institution-wide administrative services. This function also includes expenses related to non-sponsored research and scholarly activity undertaken by faculty.

Facility operations and maintenance

Expenses related to centralized management and maintenance of grounds, facilities, and buildings. Examples include utilities, facilities administration, building maintenance, custodial services, landscaping and grounds keeping, and major repairs and renovations. Amortization is included in this category, except amounts attributable to ancillary services.

Ancillary services

Expenses related to secondary services available to students, faculty and staff. Services include student residence, food services, bookstore, parking, and conference services. Includes amortization attributable to ancillary services.

Sponsored research

Expenses related to research activities funded by restricted grants and donations from external organizations and undertaken within the Institute to produce research outcomes.

L. Funds and Reserves

Certain amounts, as approved by the Board of Governors, are set aside in accumulated operating surplus for future operating and capital purposes. Transfers to and from funds and reserves are an adjustment to the respective fund when approved.

M. Future Accounting Changes

In August 2018, the Public Sector Accounting Board issued PS 3280 Asset retirement obligations. This accounting standard is effective for fiscal years starting on or after April 1, 2022, and provides guidance on how to account for and report a liability for retirement of a tangible capital asset. In November 2018, the Public Sector Accounting Board approved PS 3400 Revenue. This accounting standard is effective for fiscal years starting on or after April 1, 2023 and provides guidance on how to account for and report on revenue, specifically addressing revenue arising from exchange transactions and unilateral transactions. Management is currently assessing the impact of these new standards on the financial statements.

FINANCIAL STATEMENTS 95 NOTES TO THE FINANCIAL STATEMENTS For the Year Ended June 30, 2020 (in thousands)

NOTE 3. CASH AND CASH EQUIVALENTS

2020 2019 Cash $ 183,600 $ 174,906 Money market funds, short-term notes, and treasury bills 165 368 Total cash and cash equivalents $ 183,765 $ 175,274

Cash equivalents include short-term investments with a maturity less than three months from the date of acquisition.

96 ANNUAL REPORT 2019/2020 NOTES TO THE FINANCIAL STATEMENTS For the Year Ended June 30, 2020 (in thousands)

NOTE 4. PORTFOLIO INVESTMENTS

2020 2019 Portfolio investments — non-endowment $ 46,294 $ 42,880 Portfolio investments — restricted for endowments 54,646 51,840 Total portfolio investments $ 100,940 $ 94,720

The composition of portfolio investments measured at fair value is as follows:

2020 Level 1 Level 2 Total Portfolio investments at fair value Bonds Pooled investment funds $ — $ 44,021 $ 44,021 Equities Foreign equities 22,790 — 22,790 Pooled investment funds — 32,806 32,806 Cash and money market 1,204 119 1,323 $ 23,994 $ 76,946 $ 100,940 24% 76% 100%

2019 Level 1 Level 2 Total Portfolio investments at fair value Bonds Pooled investment funds $ — $ 37,961 $ 37,961 Equities Foreign equities 22,106 — 22,106 Pooled investment funds — 32,992 32,992 Cash and money market 1,543 118 1,661 $ 23,649 $ 71,071 $ 94,720 25% 75% 100%

The above tables provide an analysis of financial instruments that are measured subsequent to initial recognition at fair value, grouped into levels 1 and 2 based on the degree to which the fair value is observable: Level 1 – Quoted prices in active markets for identical assets. Level 2 – Fair value measurements are those derived from inputs other than quoted prices included with level 1 that are observable for the assets, either directly (i.e. as prices) or indirectly (i.e. derived from prices).

FINANCIAL STATEMENTS 97 NOTES TO THE FINANCIAL STATEMENTS For the Year Ended June 30, 2020 (in thousands)

NOTE 5. INVESTMENT IN GOVERNMENT BUSINESS PARTNERSHIP

The Institute’s investment in PanGlobal Training Systems Ltd. is $1,224 in the current year (2019 - $1,346).

NOTE 6. FINANCIAL RISK MANAGEMENT

The Institute is exposed to a variety of financial risks, including market risks (price risk, currency risk, and interest rate risk), credit risk, and liquidity risk. To manage these risks, the Institute invests in a diversified portfolio of investments that is guided by established investment policies that outline risk and return objectives. The long-term objectives of the Institute’s investment policies is to achieve a long-term real rate of return in excess of fees and expenses and maintain the real value of the fund. The Institute is exposed to the following risks:

Market price risk

The Institute is exposed to market price risk - the risk that the value of a financial instrument will fluctuate as a result of changes in market prices, whether those changes are caused by factors specific to the individual security, its issuer, or general market factors affecting all securities. To manage this risk, the Institute has established an investment policy with a target mix that is diversified by asset class and sets individual issuer limits. The objective is to achieve a long-term rate of return that exceeds the rate of inflation and meets expenditure requirements. The Institute assesses its portfolio sensitivity to a percentage increase or decrease in market prices. The sensitivity rate is determined using the historical annualized standard deviation for the total portfolio investment pool over a four- year period as determined by BNY Mellon. At June 30, 2020, if market prices had a 10.7% (2019 – 12.8%) increase or decrease, with all other variables held constant, the increase or decrease in remeasurement gains and losses, portfolio investments, and deferred revenue for the year would have been $10,413 (2019 - $11,619).(1)

(1) Excludes the Franklin Bissett Canadian Dividend Fund.

Foreign currency risk

Foreign currency risk is the risk that the fair value of future cash flows of a financial instrument will fluctuate because of changes in foreign exchange rates. The Institute is exposed to foreign exchange risk on investments denominated in foreign currencies. If the Canadian dollar had strengthened by between 5% and 10% as compared to major foreign currencies, at June 30, 2020, with all other variables held constant, the approximate decrease in the market value of portfolio investments would have been between $2,154 and $4,307 (2019 - $2,095 and $4,190).(1) The Institute’s exposure to foreign exchange risk is very low due to minimal business activities conducted in a foreign currency. (1) Excludes the Franklin Bissett Canadian Dividend Fund

98 ANNUAL REPORT 2019/2020 NOTES TO THE FINANCIAL STATEMENTS For the Year Ended June 30, 2020 (in thousands)

Credit risk

Counterparty credit risk is the risk of loss arising from failure of a counterparty to fully honour its financial obligations with the Institute. The Institute is exposed to credit risk on investments and has established an investment policy with required minimum credit quality standards and issuer limits to manage this risk. The credit risk from accounts receivable is low as the majority of balances are due from government agencies and corporate sponsors. Credit risk is managed through credit assessments, maintaining standard collection procedures, and restricted enrolment activities for students.

The credit risk on investments held as a percentage of total bond portfolio are as follows:

2020 2019 Credit Rating: AAA 16% 28% AA 25% 24% A 19% 20% BBB 26% 24% Below BBB 14% 4% 100% 100%

Liquidity risk

Liquidity risk is the risk that the Institute will encounter difficulty in meeting obligations associated with its financial liabilities. The Institute maintains a short-term line of credit designed to ensure funds are available to meet current and forecasted financial requirements in the most cost-effective manner. At June 30, 2020, the Institute had committed borrowing facilities of $20,000 (2019 - $4,000), none of which has been drawn (2019 - $Nil).

Interest rate risk

Interest rate risk is the risk to the Institute’s earnings arising from the fluctuations in interest rates and the degree of volatility of these rates. This risk is managed by investment policies that limit the term to maturity of certain fixed income securities the Institute holds. If interest rates increased by 1%, and all other variables are held constant, the potential loss in fair value to the Institute would be approximately 3.2% of total portfolio investments (2019 - 2.4%). Interest risk on the Institute’s debt is managed through fixed-rate agreements with Alberta Capital Finance Authority (Note 8).

The maturity and effective market yield of interest-bearing investments are as follows:

Average effective < 1 year 1 – 5 years > 5 years market yield Cash and cash equivalents 100.0% — % — % 1.0% Portfolio investments, fixed income 3.4% 35.7% 60.9% 3.1%

FINANCIAL STATEMENTS 99 NOTES TO THE FINANCIAL STATEMENTS For the Year Ended June 30, 2020 (in thousands)

NOTE 7. EMPLOYEE FUTURE BENEFIT LIABILITIES

Employee future benefit liabilities are comprised of the following:

2020 2019 Long-term disability (LTD) $ 3,942 $ 4,045 Supplementary Executive Retirement Plan (SERP) 1,134 3,222 Notional Defined Contribution Pension (NDCPP) 1,686 — Deferred salary plan (DSP) 1,601 1,447 Total employee future benefit liabilities $ 8,363 $ 8,714

A. Defined Benefit Accounted for on a Defined Benefit Basis

Long-term disability

The Institute provides long-term disability defined benefits to its employees (academic and support staff). The most recent actuarial valuation for these benefits was done as at June 30, 2018 and extrapolated to June 30, 2020. The long-term disability plans provide pension and non-pension benefits to employees while on disability leave but before the employee's normal retirement date. The impact on the statement of operations is an expense recovery of $103 (2019 - $311 expense). Deferred Salary Plan (DSP)

The Institute provides compensated absences for its employees under a special leave plan. Under this plan, employees contribute 15% of their gross monthly earnings for a contributory period of four years. For the fifth year, employees receive 85% of their gross salary as of the last day of their contributory period. The Institute funds the shortfall between contributed funds, including interest earned, and the gross salary to be paid in the fifth year. There are 31 active members participating in the plan. Supplementary Executive Retirement Plan (SERP)

The Institute provides non-contributory defined supplementary retirement benefits to senior management. An actuarial valuation of these benefits was carried out as at June 30, 2020. In January 2020, a new Notional Defined Contribution Pension Plan (NDCPP) was implemented. Members of the SERP plan were able to transfer their accumulated benefits to the new plan or have them remain in the SERP. As of January 1, 2020, all service will be attributed to the NDCPP, the SERP plan will not accumulate service costs past December 2019.

100 ANNUAL REPORT 2019/2020 NOTES TO THE FINANCIAL STATEMENTS For the Year Ended June 30, 2020 (in thousands)

B. Notional Defined Contribution Pension Plan (NDCPP)

As of January 2020, the Institute provides non-contributory retirement benefits under a notional defined contribution plan to senior management employees. The Institute's expense related to the plan was $70 (2019 - nil). The expense and financial position of the defined benefit Supplemental Executive Retirement Plan (A), and the Notional Defined Contribution Pension Plan (B) are as follows:

2020 2019 SERP NDCPP SERP NDCPP Expense Current service cost $ 158 70 $ 272 $ — Past service cost 17 — 13 — Interest cost 41 (16) 68 — Amortization of net actuarial (gain) loss 9 — (547) — Total expenses $ 225 54 $ (194) $ — Financial Position Accrued benefit obligation: Balance, beginning of year $ 3,222 $ — $ 3,786 $ — Transfer to NDCPP (1,637) 1,637 — — Current service cost 158 70 272 — Interest cost 41 (16) 68 — Recognition of past service 17 — 13 — Benefits paid (676) (5) (370) — Actuarial (gain) losss 9 — (547) — Balance, end of year $ 1,134 $ 1,686 $ 3,222 $ —

Plan deficit 640 2,408 Unamortized net actuarial gain 494 814 Accrued benefit liability $ 1,134 $ 3,222

The Institute plans to use its working capital to finance these future obligations.

FINANCIAL STATEMENTS 101 NOTES TO THE FINANCIAL STATEMENTS For the Year Ended June 30, 2020 (in thousands)

The significant actuarial assumptions used to measure the accrued benefit obligation for LTD and SERP are as follows:

2020 2019 LTD SERP LTD SERP Accrued benefit obligation Discount rate 2.50% 2.10% 2.50% 2.60% Long-term average compensation increase Year 1-3 2.00% — % — % 3.25% Year 4 and thereafter 2.00% 3.25% 2.00% 3.25% Benefit cost Discount rate — % 2.60% — % 3.25% Long-term average compensation increase — % 3.25% — % 3.25% Alberta inflation (long-term) — % 2.00% — % 2.00% Estimated average remaining service life(1) 5 yrs 14 yrs 5 yrs 13 yrs

(1) SERP actuarial gains and losses are amortized over the remaining contract terms of the participants.

C. Defined Benefit Plan Accounted for on a Defined Contribution Basis, Multi-Employer Pension Plans

LAPP is a multi-employer contributory defined benefit pension plan for staff members and is accounted for on a defined contribution basis. Approximately 1,600 staff of the Institute participate in this plan, which holds a membership of approximately 260,000 employees of local authorities across Alberta. At December 31, 2019, the LAPP reported an actuarial surplus of $7.9 billion (2018 - $3.5 billion surplus). An actuarial valuation of the LAPP was carried out as at December 31, 2018 and was then extrapolated to December 31, 2019. The pension expense recorded in these financial statements is $15,000 (2019 - $14,967).

D. Defined Contribution

Defined Contribution Registered Pension Plan (DCRPP)

The Institute provides non-contributory retirement benefits under a defined contribution plan to eligible employees. The Institute's total defined contribution plan expense was $302 (2019 - $325).

102 ANNUAL REPORT 2019/2020 NOTES TO THE FINANCIAL STATEMENTS For the Year Ended June 30, 2020 (in thousands)

NOTE 8. DEBT

Debt is measured at amortized cost and is comprised of the following:

Interest Maturity rate 2020 2019 Debentures payable to Alberta Capital Finance Authority East Hall Residence June 2025 6.50% $ 7,325 $ 8,533 Tower Residence December 2035 4.62% 36,042 37,605 Parking Garage March 2039 4.80% 74,348 76,702 Other Debt Lease of tangible capital assets 21 28 $ 117,736 $ 122,868

Principal and interest repayments are as follows:

Principal Interest Total 2021 $ 3,281 $ 4,374 $ 7,655 2022 5,554 5,506 11,060 2023 5,841 5,219 11,060 2024 6,144 4,916 11,060 2025 6,459 4,597 11,056 Thereafter 90,457 31,549 122,006 $ 117,736 $ 56,161 $ 173,897

Interest expense on debt is $5,892 (2019 - $6,146) and is included in the statement of operations. All debentures payable to Alberta Capital Finance Authority are collateralized by a pledge of all future cash flows generated from the respective facilities.

FINANCIAL STATEMENTS 103 NOTES TO THE FINANCIAL STATEMENTS For the Year Ended June 30, 2020 (in thousands)

NOTE 9. DEFERRED REVENUE

Deferred revenues are set aside for specific purposes as required either by legislation, regulation or agreement.

2020 2019 Unspent externally restricted grants and Tuition donations and other fees Total Total Balance, beginning of year $ 36,970 $ 24,786 $ 61,756 $ 44,674 Grants, tuition, donations 65,086 14,046 79,132 62,081 Investment income 3,238 — 3,238 2,597 Reclassification to endowments (Note 12) — — — (51) Capitalized to endowments (Note 12) — — — (32) Unrealized gains 1,054 — 1,054 116 Transfers to spent deferred capital contributions (Note 11) (7,989) (141) (8,130) (8,660) Recognized as revenue (27,084) (25,056) (52,140) (43,164) Other (522) 3,711 3,189 4,195 Balance, end of year $ 70,753 $ 17,346 $ 88,099 $ 61,756

104 ANNUAL REPORT 2019/2020 NOTES TO THE FINANCIAL STATEMENTS For the Year Ended June 30, 2020 (in thousands)

NOTE 10. TANGIBLE CAPITAL ASSETS

2020 2019 Furnishings, Computer Buildings and site equipment, and hardware and Land improvements systems software Vehicles Total Total Cost (1) Balance, beginning of year $ 23,627 $ 966,591 $ 146,518 $ 70,767 $ 3,754 $ 1,211,257 $ 1,196,574 reclassified Acquisitions (2) — 8,353 6,886 6,869 395 22,503 35,090 Disposals, including write-downs — (899) (4,472) (1,454) (135) (6,960) (20,407) 23,627 974,045 148,932 76,182 4,014 1,226,800 1,211,257 Accumulated amortization Balance, beginning of year — 347,954 100,979 47,956 3,241 500,130 469,960 reclassified Amortization expense — 32,517 10,643 11,836 273 55,269 50,057 Effects on disposals, including write-downs — (898) (4,455) (1,335) (138) (6,826) (19,887) — 379,573 107,167 58,457 3,376 548,573 500,130 Net book value at June 30, 2020 $ 23,627 $ 594,471 $ 41,766 $ 17,725 $ 638 $ 678,227 $ 711,127

Net book value at June 30, 2019 $ 23,627 $ 618,637 $ 45,539 $ 22,811 $ 513 $ 711,127

The Institute did not capitalize any interest on debt related to construction-in-progress in 2020 or 2019. (1) Historic cost includes work-in-progress of:

Buildings and site Computer hardware Year improvements Equipment and software Total 2020 $ 5,223 $ — $ 13 $ 5,236 2019 9,666 566 12,439 22,671

(2) Acquisitions during the year include in-kind donations in the amount of $945 (2019 - $1,039).

FINANCIAL STATEMENTS 105 NOTES TO THE FINANCIAL STATEMENTS For the Year Ended June 30, 2020 (in thousands)

NOTE 11. SPENT DEFERRED CAPITAL CONTRIBUTIONS

Spent deferred capital contributions are comprised of externally restricted grants and donations spent on tangible capital acquisitions that have not yet been recognized in revenue.

2020 2019 Spent deferred capital contributions Balance, beginning of year $ 421,787 $ 437,951 Transfers from unspent externally restricted grants and donations (Note 9) 8,130 8,660 Expended capital recognized as revenue (25,800) (25,863) Contributed equipment — gift in kind 945 1,039 Balance, end of year $ 405,062 $ 421,787

106 ANNUAL REPORT 2019/2020 NOTES TO THE FINANCIAL STATEMENTS For the Year Ended June 30, 2020 (in thousands)

NOTE 12. NET ASSETS

Investment in Internally Accumulated tangible capital restricted surplus assets net assets Endowments Total Net assets, as at June 30, 2018 $ 50,788 $ 161,068 $ 46,613 $ 46,079 $ 304,548 Annual operating surplus 10,204 — — — 10,204 Endowments New donations — — — 1,661 1,661 Capitalized investment income — — — 457 457 Reclassification from deferred revenue (Note 9) — — — 51 51 Capitalized from deferred revenue (Note 9) — — — 32 32 Transferred from accumulated surplus (100) — — 100 — Tangible capital assets Amortization of internally funded capital assets 24,221 (24,221) — — — Acquisition of capital assets (24,215) 25,392 (1,177) — — Debt – new financing 28 (28) — — — Debt – repayment (4,872) 4,872 — — — Net book value of tangible capital asset disposals 493 (493) — — — Internal loan repayment 567 — (567) — — Operating expenses funded from internally restricted surplus 350 — (350) — — Change in accumulated remeasurement gains 150 — — — 150 Net assets, beginning of year $ 57,614 $ 166,590 $ 44,519 $ 48,380 $ 317,103 Annual operating deficit (10,079) — — — (10,079) Endowments New donations — — — 850 850 Capitalized investment income — — — 395 395 Transferred from accumulated surplus (50) — — 50 — Tangible capital assets Amortization of internally funded capital assets 29,496 (29,496) — — — Acquisition of capital assets (8,245) 13,427 (5,182) — — Debt – repayment (5,132) 5,132 — — — Net book value of tangible capital asset disposals 106 (106) — — — Internal loan repayment 60 — (60) — — Operating expenses funded from internally restricted surplus (46) — 46 — — Change in accumulated remeasurement gains 1,362 — — — 1,362 Net assets, end of year $ 65,086 $ 155,547 $ 39,323 $ 49,675 $ 309,631 Net assets is comprised of: Accumulated surplus $ 61,119 $ 155,547 $ 39,323 $ 49,675 $ 305,664 Accumulated remeasurement gains and losses 3,967 — — — 3,967 Net assets, end of year $ 65,086 $ 155,547 $ 39,323 $ 49,675 $ 309,631

FINANCIAL STATEMENTS 107 NOTES TO THE FINANCIAL STATEMENTS For the Year Ended June 30, 2020 (in thousands)

A. Endowments Total value of endowments is comprised of:

2020 2019 Endowment donations component of accumulated surplus $ 35,119 $ 34,219 Capitalized investment income 14,556 14,161 $ 49,675 $ 48,380

B. Investment in Tangible Capital Assets

Investment in tangible capital assets represents the amount of the Institute's accumulated operating surplus that has been invested in the Institute's tangible capital assets.

C. Internally Restricted Net Assets

Internally restricted net assets represent amounts set aside by the Institute’s Board of Governors for specific purposes. These amounts are not available for other purposes without the approval of the Board. Internally restricted net assets with significant balances include:

2020(1) 2019 Capital Reserve(1) $ 39,251 $ — Infrastructure Management Reserve — 6,467 Campus Expansion — 27,981 Programs, operations and equipment (contingency) — 10,000 Other 72 71 $ 39,323 $ 44,519

(1) During the year, the Infrastructure Management Reserve, Campus Expansion, and Programs, operations, and equipment reserves were reallocated into one capital reserve fund.

NOTE 13. CONTINGENT ASSETS

The Institute has initiated a number of insurance claims arising in the normal course of business in which the outcomes may result in assets in the future. While the outcomes of these claims cannot be reasonably determined at this time, the Institute believes that any settlement will not have a material effect on the financial position or results of operations of the Institute. These contingent assets are not recognized in the financial statements.

For the fiscal year ended June 30, 2020 the Institute has outstanding insurance claims of approximately $25 (2019 - $106).

108 ANNUAL REPORT 2019/2020 NOTES TO THE FINANCIAL STATEMENTS For the Year Ended June 30, 2020 (in thousands)

NOTE 14. CONTINGENT LIABILITIES

The Institute is a defendant in few legal proceedings. While the ultimate outcome and liability of these proceedings cannot be reasonably estimated at this time, the Institute believes any settlement will not have a materially adverse effect on the financial position or the results of operations of the Institute. Management has concluded these claims do not meet the criteria for being recognized under PSAS.

The Institute has identified various sites where contamination exists and the level of contamination is either known or unknown at this time. As at June 30, 2020 $2,238 (2019 - $4,375) has been recognized as environmental liabilities. No liability for remediation of other sites has been recognized because the likelihood of the Institute becoming responsible for these sites is not determinable; therefore, the Institute does not expect to give up any future economic benefits at this time, and no reasonable estimate of the amount can be made.

NOTE 15. ENVIRONMENTAL LIABILITIES

The composition of liabilities is as follows:

2020 2019 Balance, beginning of year $ 4,375 $ — Addition to liabilities during the year 1,625 4,375 Remediation work performed during the year (3,762) — Balance, end of year $ 2,238 $ 4,375

The Institute has accepted responsibility to perform remediation work in the Campus Center building. The remediation work includes asbestos removal and encapsulation. The liability has been estimated based on expected cost of remediation.

FINANCIAL STATEMENTS 109 NOTES TO THE FINANCIAL STATEMENTS For the Year Ended June 30, 2020 (in thousands)

NOTE 16. CONTRACTUAL RIGHTS

Contractual rights are rights of the Institute to economic resources arising from contracts or agreements that will result in both assets and revenues in the future when the terms of those contracts or agreements are met.

Estimated amounts that will be received or receivable for each of the next five years and thereafter are as follows:

Operating Other Leases Contracts Total 2021 $ 107 $ 5,004 $ 5,111 2022 143 4,602 4,745 2023 109 1,464 1,573 2024 35 1,117 1,152 2025 — 45 45 Thereafter — — — Total at June 30, 2020 $ 394 $ 12,232 $ 12,626 Total at June 30, 2019 $ 1,055 $ 24,696 $ 25,751

Contracts are mainly for grant agreements and sales contracts.

110 ANNUAL REPORT 2019/2020 NOTES TO THE FINANCIAL STATEMENTS For the Year Ended June 30, 2020 (in thousands)

NOTE 17. CONTRACTUAL OBLIGATIONS

The Institute has contractual obligations which are commitments that will become liabilities in the future when the terms of the contracts or agreements are met.

The estimated aggregate amounts payable for the unexpired terms of these contractual obligations are as follows:

Information systems and Service contracts(1) Capital projects(2) technology(3) Operating leases(4) Total 2021 $ 2,615 $ 1,852 $ 2,917 $ 1,439 $ 8,823 2022 3,131 — 1,469 1,923 6,523 2023 1,405 — 1,230 2,044 4,679 2024 73 — 823 2,126 3,022 2025 — — 476 2,128 2,604 Thereafter — — — 18,528 18,528 Total at June 30, 2020 $ 7,224 $ 1,852 $ 6,915 $ 28,188 $ 44,179 Total at June 30, 2019 $ 9,669 $ 832 $ 4,378 $ 30,818 $ 45,697

(1) Service contracts totaling $7,224 primarily consist of facility maintenance services, campus security, residence management services, and campus utilities contracts. (2) The Institute has a capital upgrade project in the Campus Center. (3) Enhancements to the Institute’s student online platform in addition to the regular maintenance contracts represents the majority of the $6,915 commitment for information systems and technology. (4) The operating lease commitments of $28,188 are comprised of leases for the facility for the Crane and Hoisting Equipment Operator program, the Art Smith Aero Centre and the Culinary Campuses.

FINANCIAL STATEMENTS 111 NOTES TO THE FINANCIAL STATEMENTS For the Year Ended June 30, 2020 (in thousands)

NOTE 18. EXPENSE BY OBJECT

The following is a summary of expense by object:

2020 2019 Budget Actual Actual Salaries $ 178,904 $ 181,985 $ 170,061 Employee benefits 35,633 27,122 33,449 Materials, supplies, and services 41,004 43,984 46,934 Maintenance and repairs 19,747 21,156 26,157 Cost of goods sold 8,430 7,761 8,013 Scholarships, bursaries, awards 4,608 2,560 4,831 Utilities 11,916 9,903 11,298 Interest expense 5,891 5,892 6,146 Amortization of capital assets 60,870 55,269 50,057 Loss on disposal of capital assets 485 — 345 $ 367,488 $ 355,632 $ 357,291

NOTE 19. FUNDS HELD ON BEHALF OF OTHERS

The Institute holds the following funds on behalf of other organizations over which the Board has no power of appropriation; accordingly, these funds are not included in the financial statements.

2020 2019 Alberta Association in Higher Education for Information Technology $ 1,875 $ 2,262 Council of Post-Secondary Presidents of Alberta 740 — $ 2,615 $ 2,262

NOTE 20. RELATED PARTIES

The Institute is a related party to organizations within the Government of Alberta reporting entity. Key management personnel of the Institute, Board of Governors, and their close family members are also considered related parties. The Institute may enter into transactions with these entities and individuals in the normal course of operations and on normal terms. The Institute has debt with Alberta Capital Finance Authority as described in Note 8. During the year, the Institute provided and received the following services at nominal or reduced amounts: • The Institute owns the land and building currently being used by the Alberta University of the Arts (AUArts). This use is granted through a facility rental agreement in place between the Institute and AUArts at nominal value. The term of the rental is specified through renewable contractual agreement between the two parties determined at the discretion of the Minister of Advanced Education.

112 ANNUAL REPORT 2019/2020 NOTES TO THE FINANCIAL STATEMENTS For the Year Ended June 30, 2020 (in thousands)

NOTE 21. GOVERNMENT TRANSFERS

The Institute operates under the authority and statutes of the Province of Alberta. Transactions and balances between the Institute and the Government of Alberta (GOA) are measured at the exchange amount and summarized below.

2020 2019 Grants from Government of Alberta Advanced Education: Operating grants $ 146,968 $ 158,553 Apprentice Technical Training grants 13,022 13,659 Maintenance Program grant 7,226 7,226 Strategic Investment Fund (SIF) grant 2,524 63 Other 2,742 3,799

Total Advanced Education 172,482 183,300

Other Government of Alberta departments and agencies Alberta Economic Development and Trade — 581 Alberta Innovates Technology Futures 1,589 1,251 Other GOA departments and agencies — 71 Total contributions received 174,071 185,203 Expended capital recognized as revenue 18,228 17,783 Less: deferred revenue (14,257) (9,626) $ 178,042 $ 193,360

Federal and other government grants Contributions received $ 6,313 $ 6,409 Expended capital recognized as revenue 853 645 Less: deferred revenue (1,344) (1,912) $ 5,822 $ 5,142

FINANCIAL STATEMENTS 113 NOTES TO THE FINANCIAL STATEMENTS For the Year Ended June 30, 2020 (in thousands)

NOTE 22. SALARY AND EMPLOYEE BENEFITS

Under the authority of the Fiscal Planning and Transparency Act, the President of the Treasury Board and the Minister of Finance requires the disclosure of certain salary and employee benefits information.

2020 2019 Other Unpaid Base Other cash non-cash retention salary(1) benefits(2) benefits(3,4, 5) Subtotal benefit(6) Total Total Governance Chair of the Board of Governors $ — $ — $ — $ — $ — $ — $ — Members of the Board of Governors — 12 — 12 — 12 16 Executives President and Chief Executive Officer $ 352 $ 193 $ 96 $ 641 $ (455) $ 186 $ 607 Chief Financial Officer and Vice President, Corporate Services 235 10 51 296 — 296 349 Vice President, Academic 225 10 54 289 — 289 340 Vice President, Corporate Development, Applied Research and International 231 17 36 284 — 284 373 Vice President, External Relations 235 10 50 295 — 295 346

(1) Base salary includes pensionable base pay.

(2) Other cash benefits for governance include honoraria for the Board of Governors. Some Board members do not accept honoraria. Other cash benefits for executives include auto allowances, vacation pay, and acting incumbency pay. The VP Corporate Development, Applied Research, and International started in the permanent role on August 1, 2019. Other cash benefits for executives in the prior year also includes performance payments.

(3) Other non-cash benefits include the Institute's share of all employee benefits and contributions or payments made on behalf of employees including pension, health care, dental coverage, group life insurance, short and long-term disability plans, professional memberships, and the employer's current and prior service cost of the unfunded Supplementary Executive Retirement Plan (SERP) and contributions to the Notional Defined Contribution Pension Plan (NDCPP). When an automobile is provided to an executive, no dollar amount is included in the above.

(4) Under the terms of the SERP, the executive officers may receive supplemental retirement payments. Retirement arrangement costs as detailed below are not cash payments in the period but are the period expense for rights to future compensation. Costs shown for the SERP reflect the total estimated cost to provide annual pension income over an actuarially determined post-employment period. The SERP provides future pension benefits to participants based on years of service and earnings. The cost of these benefits is actuarially determined using the projected benefit method pro-rated on services, a market interest rate, and management's best estimate of expected costs and the period of benefit coverage. Net actuarial gains and losses of the benefit obligation are amortized over the average remaining service life of the employee group. Current service cost is the actuarial present value of the benefits earned in the current year. Prior service and other costs include amortization of past service costs on plan initiation, amortization of actuarial gains and losses, and interest accruing on the actuarial liability. (5) Under the terms of the NDCPP, the Institute contributes a defined amount to the plan. The value of the accrued obligation will fluctuate based on members investment instructions.

(6) Under a previous agreement the President and Chief Executive Officer was entitled to a contractual retention incentive. Under the new agreement commencing April 2020, the contractual retention incentive no longer applies and any amount accrued has been reversed. No benefit has been paid related to the retention incentive.

Accrued Liability Accrued Liability at at June 30, 2019 Current Year Expense Benefit Paid June 30, 2020 President and Chief Executive Officer $ 455 $ (455) $ — $ —

114 ANNUAL REPORT 2019/2020 NOTES TO THE FINANCIAL STATEMENTS For the Year Ended June 30, 2020 (in thousands)

The current service cost and accrued obligation for each executive under the SERP is outlined in the following table:

Accrued Accrued obligation at Actuarial Transferred obligation at SERP June 30, 2019 Service cost Interest cost gain to NDCPP June 30, 2020 President and Chief Executive Officer $ 596 $ 47 $ 8 $ 72 $ (723) $ — Vice Presidents: Chief Financial Officer and Vice 47 16 1 4 (68) — President, Corporate Services Vice President, Academic 142 17 4 9 — 172 Vice President, Corporate Development, 198 6 5 131 — 340 Applied Research and International Vice President, External Relations 69 14 1 18 (102) —

The significant actuarial assumptions used to measure the accrued benefit obligation are disclosed in Note 7.

The current service cost and accrued obligation for each executive under the NDCPP is outlined in the following table:

Accrued Accrued obligation at Transfer Investment Benefits obligation at NDCPP June 30, 2019 from SERP Service Cost Returns Paid June 30, 2020 President and Chief Executive Officer $ — $ 723 $ 20 $ 9 $ — $ 752 Vice Presidents: Chief Financial Officer and Vice — 68 8 — — 76 President, Corporate Services Vice President, Academic — — 6 — — 6 Vice President, Corporate Development, — — 7 — — 7 Applied Research and International Vice President, External Relations — 102 7 (2) — 107

NOTE 23. IMPACT OF COVID-19 PANDEMIC

On March 11, 2020, the World Health Organization declared the COVID-19 disease to be a global pandemic. On March 17, 2020, the Government of Alberta declared a state of public health emergency over the COVID-19. These declarations have impacted how the Institute operates. Specific impacted areas are: Campus Reopening

On June 10, 2020, the Institute announced its campus reopening plan following Alberta’s relaunch strategy and Alberta Health Services guidelines for post-secondary institutions. The campus will continue in an essential service model of operation, with minimal faculty and students on campus. The majority of fall programming will continue in an online format. Staff will continue to work remotely other than provision of essential services on campus.

FINANCIAL STATEMENTS 115 NOTES TO THE FINANCIAL STATEMENTS For the Year Ended June 30, 2020 (in thousands)

Staff

On June 25, 2020, the Institute announced its intention to conduct temporary staff layoffs in response to the change in how the Institute operates under the public health emergency. Enrolment

Based on public health guidance, protective measures to ensure faculty and student safety for programs that require in-person instruction limits capacity to deliver all programs. As a result, some programming will not be accepting new students for the fall term. The announced closure of Canada’s borders to non-essential international travel is expected to have an impact on enrolment, especially if the restriction is still in place when the fall semester is to begin. This will have a negative impact on tuition revenue which cannot be reasonably estimated at this time. Ability to effectively deliver programming with significant hands-on learning requirements such as apprenticeship training while maintaining health and safety protocols continues to evolve. SAIT continues to work with Alberta Apprentice and Industry Training on approach. Impact on enrolment cannot be reasonably estimated at this time. Fundraising

The economic impacts of COVID-19 present uncertainty for fundraising in the year ahead. However, it is too early in the year to forecast specific implications to fundraising targets and results. Provincial Government Funding

Before the emergence of the COVID-19 pandemic, the Institute was operating under a general guideline of proposed funding cuts to its operating grant over this and the next two fiscal years. The emergence of this pandemic along with the historic drop in oil prices has resulted in uncertainty if the proposed guideline of cuts is still applicable. The overall impact to the Institute is uncertain and therefore cannot be reasonably estimated at this time. No allowance has been made to the Financial Statements for the impacted areas above.

NOTE 24. BUDGET FIGURES

The Institute's 2019/2020 budget was approved by the Institute's Board of Governors and was presented to the Minister of Advanced Education as part of the Institute's submission of its 2019/2020 Comprehensive Institutional Plan.

NOTE 25. APPROVAL OF THE FINANCIAL STATEMENTS

The financial statements were approved by the Board of Governors of Southern Alberta Institute of Technology.

NOTE 26. COMPARATIVE FIGURES

Certain comparative figures have been reclassified to conform with the current year presentation.

116 ANNUAL REPORT 2019/2020 FINANCIAL STATEMENTS 117 Programs

2019/20 DEGREE, APPLIED DEGREE, DIPLOMA, CERTIFICATE, POST-DIPLOMA CERTIFICATE, PRE-EMPLOYMENT, APPRENTICESHIP AND UPGRADING PROGRAMS

BACCALAUREATE DEGREES Avionics Technology Mechanical Engineering Technology Bachelor of Business Administration Baking and Pastry Arts Medical Laboratory Technology Bachelor of Hospitality and Tourism Broadcast Systems Technology Medical Radiologic Technology Management Business Administration New Media Production and Design Bachelor of Science Construction Project Business Administration - Automotive Nuclear Medicine Technology Management Management Petroleum Engineering Technology Chemical Engineering Technology Power Engineering Technology APPLIED DEGREES Chemical Laboratory Technology Professional Cooking Bachelor of Applied Business Civil Engineering Technology Administration Radio, Television and Broadcast News Electrical Engineering Technology Bachelor of Applied Technology Rehabilitation Therapy Assistant Electronics Engineering Technology Geographic Information Systems Travel and Tourism Energy Asset Management Bachelor of Applied Technology Welding Engineering Technology Petroleum Engineering Engineering Design and Drafting Technology POST DIPLOMA CERTIFICATE 3 YEAR DIPLOMA Environmental Technology Advanced Accounting and Finance Respiratory Therapy Film and Video Production Geomatics Engineering Technology Culinary Entrepreneurship Cyber Security Control Systems 2 1/2 YEAR DIPLOMA Graphic Communications and Print Technology Data Analytics Diagnostic Medical Sonography Health Information Management Information Security Analyst Hospitality Management Technology Infrastructure Analyst 2 YEAR DIPLOMA Information Systems Security Administrative Information Management Information Technology 1 YEAR CERTIFICATE Advanced Care Paramedic Instrumentation Engineering Technology Accounting Oil and Gas Production Aircraft Maintenance Engineers Integrated Water Management Aircraft Structures Technician Technology Journalism Business Intelligence: Data Analysis Architectural Technologies Legal Assistant and Reporting Automotive Service Technology Library Information Technology Butchery and Charcuterie Management

118 ANNUAL REPORT 2019/2020 Database Administrator PRE-EMPLOYMENT CERTIFICATE Electrician Dental Assisting Pre-Employment Automotive Service Glazier Diesel Equipment Technician Technician Heavy Equipment Technician Information and Records Management Pre-Employment Cabinetmaker Industrial Mechanic (Millwright) Land Analyst Pre-Employment Carpenter Instrumentation and Control Technician Machinist Technician Pre-Employment Electrician Insulator (Heat and Frost) Network Technician Pre-Employment Industrial Mechanic Ironworker (Millwright) Nutrition for Healthy Lifestyles Machinist Pre-Employment Mobile Crane Object-Oriented Software Development Motorcycle Mechanic Pre-Employment Pipetrades Office Professional Parts Technician Pre-Employment Refrigeration Power and Process Operations Plumber Pre-Employment Welding Primary Care Paramedic Recreation Vehicle Service Technician Process Piping Drafting Refrigeration and Air Conditioning APPRENTICESHIP Mechanic Water and Wastewater Treatment PROGRAM — CERTIFICATE Operations OF ACCOMPLISHMENT Roofer Web Developer Appliance Service Technician Sheet Metal Worker Auto Body Steamfitter - Pipefitter LESS THAN 1 YEAR CERTIFICATE Automotive Service Technician Welder Community Economic Development Baker Medical Device Reprocessing Technician Bricklayer OPEN STUDIES AND UPGRADING PROGRAMS — NON CREDENTIAL Medical Laboratory Assistant Cabinetmaker Academic Upgrading Medical Office Assistant and Unit Clerk Carpenter English Language Foundations Non-Destructive Testing Foundations Concrete Finisher Open Studies Petroleum Land Administration Cook Pharmacy Assistant Crane and Hoisting Equipment Operator Railway Conductor Electric Motor Systems Technician Welding Technician

PROGRAMS 119 Awards Honours and Accolades

SPRING 2020 On the world stage, Taylor Desjardins that is replacing existing software in HONORARY DEGREE RECIPIENT represented Canada at the biennial several accounting courses. This will allow WorldSkills competition in Kazan, Russia SAIT to more efficiently and effectively Mandy Rennehan, CEO, Freshco in August 2019, earning a Medallion of train students on the most up-to-date Excellence for his work. A student from software used in industry and will PRESIDENT’S MEDAL our Cabinetmaker program, Desjardins increase student success. competed against others from around Ryan Morstad, Saitsa President, William Hu, School of Information and the world in the five-day event. Business Administration ‘20 Communications Technologies, developed Yatendra Solanki, President of the a cost-effective software-defined 2019/20 CISCO e-Learning Chairs South Asian Students’ Society at SAIT, networking virtual lab, giving students Saitsa Board of Governors, Power Heramb Vadalkar, School of Business, the opportunity to acquire up-to-date Engineering ‘20 introduced blended learning into two hands-on skills with software-defined business finance courses linked to networking. This has the potential to GOVERNOR GENERAL'S external licensing exams, and explored benefit students in several programs. ACADEMIC MEDAL the development of a new blended Yoni Porat, Learner and Academic course for financial services covering the Services, developed an online diagnostic Kyron Purdy, Business impact of information technology, block Administration ‘20 tool for statistical misconceptions chain, artificial intelligence, and data to improve student performance in analysis on financial services. PRESIDENT’S STUDENT introductory statistics courses, courses LEADERSHIP AWARD Jacqueline Lyndon, School of Business, in which many students struggle. transitioned a course delivered in the This can be used by instructors as an SAIT’s Chapter of Bachelor of Business Administration assessment tool at the start of the Phi Theta Kappa, Beta Sigma Tau (BST) and Business Administration programs semester and/or by students as a self- to an E2 learning hybrid model, diagnostic tool. DISTINGUISHED ALUMNI which represents the fusion between Deanna Burgart, Chemical Engineering the best of traditional classroom Rosalyn Ediger, SAIT Outstanding Technology ‘00, President and COO, strategies and online learning Young Alumna and culinary faculty Indigenous Engineering Inclusion Inc. technologies in order to increase member was awarded the Cadmus learning accountability, provide greater Trades Teaching Chair. Her work focused Trevor Lamb, Petroleum Engineering flexibility for students and achieve a on the development of a specialized Technology ‘97, Vice President broader range of learner outcomes. course in culinary diplomacy and food Operations (retired), Three Streams anthropology, the first of its kind in Engineering Ltd. Nikolay Bukharin, School of Manufacturing and Automation, created North America and, possibly, in the OUTSTANDING YOUNG ALUMNI a computational fluid dynamics and world. Culinary diplomacy is an emerging finite element analysis lab for students discipline that will help SAIT attract Gursh Bal, Electrician ‘16, to learn advanced modelling software a more diverse student body, provide Director Business Development, and to run simulations. This has the international career opportunities for Virtuoso Energy potential to benefit many of SAIT’s our students and graduates, strengthen SAIT’s relationship with the federal Kai Fahrion, Electrician ‘15, Director of engineering technology programs, and government and with Canadian Operations, Virtuoso Energy will provide students with training on advanced software that is extensively embassies and high commissions around used in industry. the world, and provide innovative ways for SAIT to use food as a means to teach Steve Janz, School of Business, developed and to build cultural bridges. Open Educational Resources for a new computer accounting software program

120 ANNUAL REPORT 2019/2020 SAIT hosted the Chaîne des Rôtisseurs As part of SAIT’s International Women’s SAIT Distinguished Alumna (Chemical international competition and the Day celebrations in March 2020, several Engineering Technology ’03) and Canadian National Jeunes Chefs SAIT community members were University of Calgary Petroleum competition in September 2019. SAIT recognized for their work in lifting up and Engineering Instructor, Deanna Burgart alumnus, Nolan Moskaluk (Professional supporting women. received the Indigenous Community Cooking '15 and Baking Pastry Arts '17), Recognition Award. Deanna has been Dr. Vita Martez, researcher with SAIT’s turned up the heat as he competed in praised by the Canadian Senate for Applied Research and Innovation Services the national black box competition and using her training to solve engineering (ARIS) and NSERC Industrial Research took home second place. problems through an Indigenous Chair, received an Achievement Award lens. She is passionate about helping in recognition of her achievements in Indigenous youth build an interest in The SAIT Concrete Toboggan team chemical technology and environmental science, establishing a youth science competed in the Great Northern Concrete engineering. Martez leads SAIT’s group called the Global Association for Toboggan Race in Feb. 2020. It’s an Centre for Energy Research in Clean Indigeneering Alliance. annual engineering competition that Unconventional Technology Solutions. She attracts more than 450 students from holds two industry patents, directing all more than 20 post-secondary institutions. of the royalties to empowering the next One of SAIT’s own took home the coveted SAIT’s race team had a solid foundation generation of learners. She was part of distinction of being among Avenue of cross-campus expertise with members The Women of ARIS, a group of 11 women Magazine’s first Made in Alberta award from the Bachelor of Construction Project researchers and support staff at SAIT winners. Michelle Atkinson, New Media Management, Mechanical Engineering who provided mentorship to foster female Production and Design ‘03, is the owner Technology, Civil Engineering Technology involvement in STEAM and the trades. of Jewelnotes Glassworks and was the and Architectural Technologies programs, winner in the Furnishing and Home Décor each bring something special to the team. Carina Butterworth, Geomatics category. She creates one-of-a-kind Engineering Technologist instructor, glass jewelry, home décor and sculpture was awarded the Catalyst Award for LINK’s Analogue Issue (Spring 2019) inspired by nature and magic. Atkinson her efforts in a non-traditional industry. won bronze in the Visual Design: Multi- is also a SAIT employee and was among Carina volunteers with the Capstone Page Print Design category of the 2020 10 employees and alumni nominated for Collaboration Committee and as the Best of CASE VIII competition. the inaugural awards. Education Director at a free, open LINK was also a finalist in two categories online geomatics program called Eclipse SAIT hosted the Alberta Deans of of the Alberta Magazine Publishers College. She also welcomes international Business Case Competition in early Association Awards: students into her home to help them March 2020. It brings some of the learn English. • The Analogue Issue (Spring 2019) best business students in the province was a finalist in the Art Direction The Futures Award was presented to together to create and compete. – Single Issue category (running Kayla Vander Molen, SAIT alumna Faced with real-world business alongside three heavy-hitters: (Welding ’17) and pre-apprenticeship problems from a local industry partner, Avenue, New Trail and the Canadian instructor in recognition of her work in #TeamSAIT drew on their 21st century Rockies Annual) equity and inclusion in her field. Kayla skills — those vital soft skills including • Profile of Yukio and Barbara teaches students welding, grinding, collaboration and adaptability — to Kitagawa, Giant Spirits, (also in the rigging and theory related to the earn fourth place at the competition. Spring 2019 issue of LINK) was a welding and boilermaking trade. In a role finalist in the Profile category. traditionally reserved for tradesmen aged 40 and up, she became a pre- apprenticeship instructor at just 29 years old and is the only woman in Boilermakers Union Local 146 in this role.

121 SAIT’s School of Hospitality and Craig Skauge (Business Administration Tracey Chala was awarded the ECO Tourism has been recognized again by ’01), president and CEO of Olympia Trust Canada Impact Award for Environmental CEOWORLD Magazine and QS World Company, was named one of Canada’s Professionals for her work as a principal University Rankings. This year, SAIT Top 40 Under 40 for his achievements researcher with SAIT's Green Building ranks the 21st best hospitality and in Canadian business. He oversees Technologies team. hotel management school in the world the company’s strategic direction and 29th best hospitality and leisure and innovations, particularly in the James Kohlen, one of our technical management school in the world area of technology implementation. support staff supporting our Machinist respectively — up six spots on both lists He is a founder and vice chair of the and Industrial Mechanic programs, from last year. Private Capital Markets Association won the Apprenticeship and Industry and established the Olympia Charitable Training Apprentice of the Year Award. At the 24th annual Calgary Awards in Foundation, which has donated well June, Distinguished Alumnus Ryan Scott in excess of $1 million to employee- SAIT was ranked as one of Alberta’s (Business Administration ’01), president chosen causes. Top Employers for the 10th time. The and CEO of Avalon Master Builder, list, by Mediacorp Canada Inc., focuses received the Environmental Achievement Trevor Hof bauer (Hospitality on a broad list of criteria including a Award for his leadership, innovation and Management ’13) won his second commitment to lifelong learning, action in environmental stewardship. Canadian Marathon Championship, training and skills development, shaved almost seven minutes off his financial benefits and compensation. In May, three SAIT alumni were personal best time and secured an honoured at the 57th annual Calgary automatic berth in the men’s marathon White Hat Awards, which celebrate at the Tokyo Summer Olympic Games Calgarians in the tourism industry who — now postponed until 2021. “I had a go above and beyond to make their feeling the Olympics would be postponed guests’ experience a memorable one: once the NHL and NBA seasons were postponed. It felt like the world stopped Samantha Tabak (Hospitality for a moment as well, and continuing Management ’18) with the Calgary to be optimistic that the Olympics Marriott Downtown Hotel for would still take place felt like the wrong Exceptional Service: Guest Service approach when people’s health was Agent | Reservations being compromised. If a few races are Jeannette Mortensen (Travel and cancelled to help limit the spread of Tourism ’17) with Hotel Alma at the infection, then I’m on board with that.” University of Calgary for Exceptional Service: Accommodation Reception Yanglu Lin (Hospitality Management ’12) with Sheraton Suites Calgary Eau Claire for Exceptional Service: Banquets | Events

122 ANNUAL REPORT 2019/2020

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