Dean, Faculty of Digital Innovation

1. Academic Leadership

• Develop and direct the strategic enrolment management focused on the goals and objectives for the Schools. This requires oversight and understanding of the key indicators and drivers, inspiring the Schools’ faculty leaders to achieve the strategic enrolment objectives and measures.
• Ensure our educational requirements exceed those required by business and industry, and that our graduates are job-ready and prepared for rewarding careers, with focus as a Quality Learning Organization. By balancing our delivery of innovative programs and services while responding to changes in industry ensures our graduates can seamlessly integrate into employment.
• Partnership with industry enables opportunities to enhance our learning environment and programs. The Dean will ensure the Program Advisory Committees fulfill their purpose to promote excellence in program delivery and outcomes for our students and faculty.
• Oversight and vision for the advancement of extension and revenue generating opportunities requires the Dean to maintain connection to advancements in industry and the ability to create synergies and partnerships with others. By leading in this area, the Dean will ensure an entrepreneurial and forward-thinking mindset is embedded and fostered within their Schools.
• Future focused learning and teaching methods and the increased importance of technology in this industry will bring opportunities and advancements in post-secondary education and work-ready training. Being a champion and advocate for effective learning and teaching infrastructure will be a continuing priority of this role. Rapid change in technology and the advancements in industry converge in the learning environment and require constant consideration in this role.

2. Applied Research and Scholarship Leadership

• As a key differentiator in a polytechnic environment, our focus on applied research and scholarship creates opportunities to showcase our innovation and collaboration. The value of applied research and scholarship opportunities to enrich our faculty experience and enhance student outcomes are the pillars of our work-integrated learning model. Our polytechnic environment thrives on providing real-world solutions to industry research partners that improve our students’ experience. As the academic leader for the Schools, the Dean will support opportunity and advancement in this key strategic area, particularly as we advance our degree and post-graduate programming.
• By assessing the opportunities for potential student applied learning, research opportunities and/or industry partnerships, the Dean will work collaboratively with the Office of Applied Research and Innovation to increase external applied research funding.

3. Strategic Planning

• Academic program leadership includes; recruitment, programming, teaching, learning, integration and applications of technology, facilities, industry partnership, student services and support and administration. The student life cycle is forefront in the actions and planning of the Dean and for the School. The Dean will be a champion for quality outcomes and programming in service to our students.
• Annually review program mix to support program suspensions and deletion in keeping with student and labour market demand. As a member of the senior leadership team and Deans’ council, the Dean will coordinate the development of institutional and School-focused priorities within a multi-year business plan framework. This includes the visioning, developing, integrating, and measuring of these goals and objectives to inspire forward thinking and drive through the leadership of others.
• Ensure activities are aligned with the Saskatchewan Polytechnic strategic plan and directions set by its board of directors and senior management council. Further, complementing the strategic planning framework to a balanced scorecard and project management operating environment. By doing so, the Dean will link meaningful measures and outcomes to ensure the School’s strategic plans align to the institutions’ overall strategic model, and ensure agility in the face of emerging trends, changing priorities and changing priorities of stakeholders.
• Through the School leadership team, oversee operations, implement processes to increase operational efficiency and ensure accountabilities and behaviors align to the vision stated by Saskatchewan Polytechnic.
• Work with industry partners and employers to collaboratively develop and support the labour market.

4. Relationship Management

Internal

• Work closely with the Academic and Administrative Services leadership to ensure high quality services are integrated, supportive and meet the overall institutional direction.
• Seek and build collaborative relationships across both academic and administrative divisions to optimize effort and ensure both School and organizational objectives are reached.
• Participate and contribute to Saskatchewan Polytechnic’s operational effectiveness and policy development in a wide range of strategic and operational decisions through Deans’ council and other committees or councils. The role of the Dean is to be inquisitive, inspiring, and transparent in their leadership.

External

• Seek out and foster relationships with industry and educational partners on national, provincial, and regional levels through shared projects, committees, and other meaningful engagements.
• Develop and maintain relationships with external agencies, various ministries and government organizations, and other partners in the training system (provincial, national, and international).
• Represent Saskatchewan Polytechnic in media relations as necessary.
• Work with Donor & Alumni Relations to identify corporate and private donations to support Sask Polytech’s mission.

5. People Management

• Ensure a positive, diverse, and inclusive work and learning environment.
• In partnership with human resources, work to effectively recruit and retain outstanding staff aligned to Saskatchewan Polytechnic’s values: respect, integrity, sustainability, and excellence.
• Coach, develop and mentor direct reports to ensure their success.
• Hold employees accountable for outcomes and a high level of performance by addressing people management issues within the School in a timely manner.
• Plan for future key leadership roles by ensuring succession and workforce planning initiatives are implemented within the School.
• Promote positive employee engagement.

6. Resource Allocation

• Identify and set business plans for revenue generation opportunities within the School, monitoring results and value for services offered.
• Develop innovative solutions to resource challenges while ensuring alignment with the institute’s strategic goals.
• Ensure resource allocation for all programs and services are aligned with the strategic priorities and in accordance with School objectives; monitor the School’s progress in meeting its objectives, project plans and priorities, as set in the multi-year business plan.
• Provide monthly and ad hoc reports to the Vice Provost as required.
• Manage School budgets and faculty workload to ensure efficient use of resources and monitor yearend forecasts.

7. Risk Assessment and Management

• Identify, assess and manage risks in the School planning processes and more broadly, across the organization.
• Assess the viability and feasibility of concepts for their innovation, sustainability, and relevancy to the Saskatchewan Polytechnic environment.
• Ensure accountability and transparency of the School’s activities, information and reports.
• Ensure compliance with federal and provincial laws, regulations, institute policies and collective agreements.
• Ensure the general safeguarding and stewardship of all resources within the School. Define and hold accountable those with accountability and authority in the School.