2030 Strategic Plan

rdpolytech.ca

2030 Strategic Plan

Productivity & Social Impact

Table of Contents

3

Land Acknowledgement

4

Message From the President

6 A Polytechnic with Purpose Empowering a Productive Future 8 Areas of Focus 9

2030 Strategic Drivers

10 Strategic Driver #1 Learner Impact 12 Strategic Driver #2 Program Mix & Delivery 14 Strategic Driver #3 Research & Creation 16 Strategic Driver #4 Innovation Ecosystem Spaces 18 Strategic Driver #5 Brand Recognition 20 Strategic Driver #6 Enhanced Partnerships 22 Strategic Driver #7 Employer of Choice 24 Set Up for Success 26 Board Ends Alignment with Strategic Drivers

2 | Red Deer Polytechnic

Land Acknowledgment Red Deer Polytechnic recognizes that our campus is situated on Treaty 7 land, the traditional territory of the Blackfoot, Tsuu T’ina and Stoney Nakoda peoples, and that the central Alberta region we serve falls under Treaty 6, traditional Métis, Cree and Saulteaux territory. We honour the First Peoples who have lived here since time immemorial, and we give thanks for the land where RDP sits. This is where we will strive to honour and transform our relationships with one another.

As outlined in our Reconcili-Action Plan 2023-2028, Red Deer Polytechnic is committed to education as reconciliation through action.

Open Hearts We are intent on building meaningful reciprocal relationships between RDP and Indigenous Peoples of Turtle Island, which involves resourcing engagement for long-term, long-lasting relationships.

Open Doors We are committed to utilizing the RDP resources and network to create more pathways for Indigenous learners, which is about identifying and addressing barriers to post-secondary participation and learning.

Open Eyes We honour and hold space for Indigenous Peoples, recognizing we are not observers of the relationship, but co-authors, participants, and learners acting with critical intentionality.

Open Voices We welcome discourse and the sharing of perspectives on our efforts to engage education and reconciliation as it is not just our path forward alone, which means we are invested in listening, growing and co-creating together.

Strategic Plan | 3

Message from the President Red Deer Polytechnic (RDP) is more than a post-secondary institution. It is a community of highly dedicated and skilled faculty, staff, learners, and partners who are making a positive impact on the world around us. Unbound by tradition, we are focused on producing the talent, solutions, and environments needed for Alberta’s economy and society to thrive.

Building on a 60-year foundation of education, training, applied research and service to central Alberta, we are enhancing our institution’s impact by embracing our polytechnic designation.

Polytechnics, by definition, are focused on the economic and social interests of our province.

Fundamentally applied and responsive to the needs of employers and labour market demands, polytechnics are places where industry of all types (private, public, social, health, not-for-profit) are key partners at our table, guiding and pushing us to create and deliver programing and applied research that is both relevant and future focused.

Polytechnics are also places where innovation thrives. By working closely with our partners, including companies large and small, research

4 | Red Deer Polytechnic

organizations, other post-secondary institutions, non-profits and community organizations, Red Deer Polytechnic is building innovation ecosystems that are interwoven with technology, expertise and networks focused on the advancement of our industries and communities. These innovative, next generation learning environments are collaborative and cross-disciplinary and will produce exceptional learning experiences for our students.

As we look to the future, we know that to be successful we need to harness the power of productivity for lasting positive social and economic impact. Productivity is more than simply measuring the output gained by the input provided. It is fundamentally a measure of human and organizational production, built on the premise that we are continually striving to improve. We are always seeking to do better with the resources we have been given, to reach our full potential, both individually and as a society.

At RDP, we characterize productivity as continually improving and advancing our industries and communities through technology, education, training and applied research.

We will power a productive society by: • embracing the diversity of our polytechnic education and training; • enhancing our learning and applied research spaces into integrated, multidisciplinary innovation ecosystems for education, training, applied research, and industry engagement; and • focusing intently on skill development and the adoption of technology and practice.

Our 2030 Strategic Plan: Productivity & Social Impact is how we will achieve this. Our plan is transformative: it provides the blueprint for us to become the polytechnic that Alberta and Canada needs. And while our focus narrows, our impact deepens as we evolve into an innovation powerhouse that is empowering productivity for positive social and economic impact.

“As we look to the future we know we need to harness the power of productivity for lasting positive social and economic impact.”

Stuart Cullum President

Strategic Plan | 5

A Polytechnic with Purpose Empowering a Productive Future LANDSCAPE AND ENVIRONMENT Red Deer Polytechnic recognizes the pace of change is transforming every aspect of our lives.

We see opportunity all around us and embrace the critical role we play in contributing to the economic and social prosperity of our province and our country.

We also recognize central Alberta is competing in a global marketplace and understand that our productivity as a region has a profound impact on learners and the quality of life in the communities we serve. This is a fundamental characteristic of a polytechnic – that all programming and credentials serve the labour market and lead to jobs. We aspire to connect to the world around us, ensuring that the learners, companies, and organizations we serve are positioned for success.

Our world has entered the era of digital transformation where technology is used to impact almost every aspect of daily life and business. As the global economy enters the fourth industrial revolution, artificial intelligence (AI) and machine learning (ML) will be essential to our societal progress. It is expected that 70 per cent of companies world-wide will adopt AI by 2030, led by manufacturing and professional services.

Alberta-based AI companies have already raised over $350 million in capital investments. According to Alberta Enterprise Corporation the province’s tech sector experienced 233 per cent growth between 2013 and 2022, jumping ahead of many other Canadian urban centres to incubate a record number of tech companies and start-ups. Yet a critical risk identified along with this growth is access to the talent and expertise needed to drive innovation and adoption of new technology.

6 | Red Deer Polytechnic

As a Polytechnic focused on technology and innovation, RDP sees a tremendous opportunity – and responsibility – to support the adoption and implementation of new technologies and practice, and develop a skilled workforce needed to keep Alberta growing and thriving.

While technology continues to advance at an incredible rate, our global society is facing major challenges, including: • Food insecurity, according to the Federation of Agriculture Organizations (FAO) of the United Nations worldwide food production needs to double in order to feed 10 billion people by 2050.

• Climate impacts, clean tech and renewable energies are being demanded globally to help us meet climate targets.

• 84 per cent of CEOs are nearshoring or onshoring operations to mitigate supply chain issues due to the pandemic and world conflicts.

As we look to the future, Red Deer Polytechnic (RDP) has identified four areas of focus that will have profound impact on central Alberta’s economic and social productivity, and continue to position RDP as a provincially focused, nationally recognized, global leader. These four Areas of Focus include: • Manufacturing & Advanced Manufacturing ° As the energy sector in Alberta evolves, the manufacturing base in the Red Deer Area (RDA) has been remarkably resilient and continues to be a major contributor to the economy, accounting for more than 7 per cent of local jobs in 2021.

• Healthcare & Health Technology ° The demand for healthcare will continue to rise as the population ages. ° Advances in digital health and pressure to improve healthcare services will increase demand for more regional skills development.

• Energy Innovation ° Alberta's energy leadership is needed more than ever as the globe utilizes and integrates production solutions for greater environmental and economic sustainability. ° A recent Alberta Energy Transition Study suggests the clean technology sector could create 170,000 jobs and contribute $61 billion to gross domestic product by 2050 in Alberta alone.

• Social Innovation ° Population growth in the RDA is projected to increase by 49 per cent between 2016 and 2046, putting increased pressure on social services and programming.

Leveraging our strong program mix in Arts, Education, and Social Sciences that runs alongside our strength in Skilled Trades, Business, Engineering, and Health Sciences, we are creating a one-of-a-kind polytechnic experience.

An experience centered around innovation ecosystems that foster collaboration between teaching, learning, applied research and industry engagement. An experience that provides our learners with opportunities to work alongside others to solve some of the world’s greatest economic and social challenges.

Our plan is bold and ambitious.

We are ready to empower the productivity of our learners, industry, and our community partners with the skills, knowledge and innovation needed to profoundly impact the social and economic fabric of central Alberta and beyond.

Strategic Plan | 7

Areas of Focus

Manufacturing & Advanced Manufacturing

Energy Innovation

Healthcare & Health Technology

Social Innovation

Our four Areas of Focus will ensure RDP creates innovation ecosystems that provide exceptional and unique experiences for our learners through programming and applied research that is hands-on and anticipates the needs of industry and our communities.

• Manufacturing & Advanced Manufacturing ° Integration of digital technologies, automation, and innovative processes across various stages of design, production, and supply chain management leading to more efficient, customized, and sustainable manufacturing processes.

• Energy Innovation ° Development, adoption, and implementation of novel and advanced technologies, processes, and strategies aimed at improving the efficiency, sustainability, and environmental impact of energy production.

• Social Innovation ° The development and implementation of novel solutions, practices, or initiatives that address and positively impact social challenges, emphasizing collaboration, empowerment, and sustainability to improve the well-being of individuals and communities.

• Healthcare & Health Technology ° Integration of experts, practitioners, and interdisciplinary researchers to drive solution-oriented approaches in healthcare training, applied research, and economic diversification, with a focus on the development of products, processes, digital technologies, and communication tools to improve the efficiency, accuracy, and delivery of healthcare services.

8 | Red Deer Polytechnic

2030 Strategic Drivers Strategic Driver #1 Learner Impact

Sustainably grow enrolment by 50 per cent while creating an inclusive culture where learners engage in unique polytechnic experiences that lead to meaningful employment and positive social impact.

Strategic Driver #2 Program Mix & Delivery

Expand and align programming to meet industry and community demand for the region, province and beyond.

Strategic Driver #3 Research & Creation

Be nationally recognized in RDP’s four Areas of Focus through applied research, scholarship and creative activity.

Strategic Driver #4 Innovation Ecosystem Spaces

Provide campus environments that foster collaboration and integration between teaching, learning, applied research and industry engagement.

Strategic Driver #5 Brand Recognition

Be a polytechnic leader that is provincially focused, nationally recognized, and first choice for learners, employees, industry and partners.

Strategic Driver #6 Enhanced Partnerships

Generate $200M in investments and partnerships and deliver transformational value for students, businesses and communities.

Strategic Driver #7 Employer of Choice

Be a Top 100 nationally recognized employer that elevates and supports each employee to collectively strengthen the Polytechnic.

Strategic Plan | 9

Strategic Driver #1 Learner Impact Sustainably grow enrolment by 50 per cent while creating an inclusive culture where learners engage in unique polytechnic experiences that lead to meaningful employment and positive social impact.

OBJECTIVES to Guide us: • Ensure that all learners feel represented and have a sense of belonging at RDP. • Enhance the holistic experience for domestic and international learners.

• Increase enrolment while maintaining the highest quality learner experience, student supports and outcomes.

• Learners are provided with opportunities for social impact and enhanced citizenship.

• Learners are given the opportunity to learn and apply 21st century skills through the RDP polytechnic experience.

• Improve Indigenous learner outcomes and success.

• Increase international learning experiences for RDP learners.

• Increase value and experience for non-credit learners including pathways through further learning.

10 | Red Deer Polytechnic

PRIORITY ACTIONS to help us achieve our objectives:

PERFORMANCE METRICS What success looks like:

• Define and activate the holistic learner experience.

• 100 per cent of learners have a workintegrated learning experience.

• Celebrate and profile the expertise and accomplishments of RDP learners and alumni.

• Utilize co-curricular record/program to enable and recognize learner impact in the community.

• Leverage opportunities for students to participate in work integrated learning and applied research.

• Create and implement an Action Plan on Indigenization and Equity, Diversity and Inclusion.

• Meaningfully Indigenize recruitments, admissions, and learner services.

• Restructure Institutional Research reporting and data to support informed decision making.

• 800 learners engaged in dual credit annually.

• 90 per cent of learners obtain relevant employment.

• Achieve an annual total headcount of 15,000 (combining credit and non-credit learners).

• Increase Extended Education enrolment by 100 per cent.

• 25 per cent of enrolled students are international.

• Expand dual-credit programming and pathway partnerships with the K-12 system.

• Increase in Indigenous learner enrolment and completion by 100 per cent.

• Align non-credit services with needs of business and community and create connections to credit programming.

• 90 per cent of learners would recommend RDP to others.

• Establish core international strategy and supports.

• Identify and prioritize resources needed to support enrolment growth.

Strategic Plan | 11

Strategic Driver #2 Program Mix & Delivery Expand and align programming to meet industry and community demand for the region, province and beyond.

OBJECTIVES to Guide us: • Utilize Prior Learning Assessment and Recognition (PLAR) and credit transfer to enhance learner pathways and access.

• Expand flexible delivery options.

• Grow technology programming.

• Increase non-credit programming by 100 per cent.

• Expand and diversify credit learner offerings in RDP’s four Areas of Focus (Manufacturing & Advanced Manufacturing, Social Innovation, Healthcare & Health Technology and Energy Innovation).

12 | Red Deer Polytechnic

PRIORITY ACTIONS to help us achieve our objectives:

PERFORMANCE METRICS What success looks like:

• Institutional learning outcomes, program learning outcomes and course learning outcomes are coordinated, laddered meaningfully and reinforce each other.

• Expand the number of corporate training customers by 100 per cent.

• Build a policy and procedure framework that supports PLAR and transfer services.

• Create a policy and principle framework that supports nimble responses for program development and delivery.

• Implement a market-focused process pipeline to identify, develop, and deliver relevant programming.

• Industry is meaningfully integrated in program discovery, development and implementation.

• Implement the Linking Evidence-based Analysis and Decision-making (LEAD) framework and process to support the decision making for programming.

• Increase the number of students that benefit from PLAR and/or credit transfer.

• Achieve an annual total headcount of 15,000 (combining credit & noncredit learners).

• Industry and employer satisfaction increased by 15 per cent (Very Satisfied).

• RDP offers more than 100 credit programs.

• RDP will establish a new School of Technology.

• Develop and implement a flexible range of program offerings including competency-based micro-credentials.

• Align educational services, instruction and student supports with delivery options.

Strategic Plan | 13

Strategic Driver #3 Research & Creation Be nationally recognized in RDP’s four Areas of Focus through applied research, scholarship and creative activity.

OBJECTIVES to Guide us: • Establish a culture of applied research and creative activity.

• Build applied research capacity and expertise in RDP’s four Areas of Focus (Manufacturing & Advanced Manufacturing, Social Innovation, Healthcare & Health Technology and Energy Innovation).

• Increase RDP’s ability to generate $15M in annual applied research requests.

14 | Red Deer Polytechnic

PRIORITY ACTIONS to help us achieve our objectives:

PERFORMANCE METRICS What success looks like:

• Foster and create a vibrant ecosystem network for each Area of Focus.

• 50 per cent of learners have an applied research experience.

• Leverage opportunities for students to participate in applied research as a form of work-integrated learning.

• Amplify RDP’s research through 100 national research publications, presentations, and professional contributions annually.

• Expand applied research facilities, equipment, expertise and services.

• Develop a strategy for effectively sharing research knowledge (communications and marketing) and expertise.

• Leverage and develop RDP’s campus as a living lab for industry development and community engagement.

• Expand social research in collaboration with the Central Alberta Child Advocacy Centre (CACAC) and other community agencies and partners.

• Create and implement a strategy for research data collection and analysis.

• 500 applied research partnerships and companies impacted, including 250 Small & Medium Enterprises (SME).

• $10M annually in applied research revenue.

• Increase the number of applied research projects by 50 per cent annually.

• 35 per cent of applied research activity is multidisciplinary.

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Strategic Driver #4 Innovation Ecosystem Spaces Provide campus environments that foster collaboration and integration between teaching, learning, applied research and industry engagement.

OBJECTIVES to Guide us: • All space development is multi-use, inclusive and enhances campus connections.

• Maximize space utilization.

• Campus space development supports the Polytechnic’s Academic Plan.

• Collaborate with external partners to optimize space development and utilization.

• Build the infrastructure and acquire the technology needed for the four Areas of Focus Ecosystems.

What is an innovation ecosystem?

At the heart of our polytechnic experience is the learning environment, which will take the form of innovation ecosystems.

These dynamic environments are interdisciplinary living laboratories for applied research, teaching and learning. They are interwoven with technology and expertise from multiple sectors and disciplines, and are focused on the technical, economic and social advancement of our industries and communities.

16 | Red Deer Polytechnic

PRIORITY ACTIONS to help us achieve our objectives:

PERFORMANCE METRICS What success looks like:

• Update and maintain RDP’s Campus Master Plan and Green Campus Master Plan.

• Enhance campus space utilization by 20 per cent.

• Establish standardization framework for space development and technology that includes principles of Indigenization and Equity, Diversity and Inclusion.

• All space planning has a component of Indigenization and Equity, Diversity and Inclusion.

• Develop and operationalize a space and technology plan.

• Create a policy and principle framework that supports entrepreneurial responses for internal and external engagement and partnerships.

• Academic Plan demonstrates integration and utilization of innovation ecosystems.

• Demonstrate $75M of investment toward capital development and technology.

• All applied research spaces are used for teaching and learning.

• 100 per cent of programs will utilize innovation ecosystems.

Strategic Plan | 17

Strategic Driver #5 Brand Recognition Be a polytechnic leader that is provincially focused, nationally recognized, and first choice for learners, employees, industry and partners.

OBJECTIVES to Guide us: • Improve RDP’s reputation and visibility.

• Highlight and define RDP’s unique polytechnic experience.

• Expand awareness and engagement opportunities locally, nationally and internationally.

• Showcase RDP expertise, programs and services nationally and internationally including within RDP’s four Areas of Focus (Manufacturing & Advanced Manufacturing, Social Innovation, Healthcare & Health Technology and Energy Innovation).

18 | Red Deer Polytechnic

PRIORITY ACTIONS to help us achieve our objectives:

PERFORMANCE METRICS What success looks like:

• Develop and implement a Strategic Enrolment Management Plan.

• RDP is profiled or recognized provincially, nationally or internationally a minimum of 100 times annually.

• Leverage RDP’s strategic relationships to elevate brand and awareness.

• Increase investment in brand and marketing initiatives.

• Develop and maintain a best in-class web presence.

• Identify and prioritize the resources required to grow RDP’s unique polytechnic experience.

• Conduct bi-annual brand reputation survey.

• Minimum 1 per cent of gross revenues spent on brand, marketing, and recruitment initiatives annually.

• Brand and reputation increased by 25 per cent.

• Increase domestic applications by 100 per cent.

• Diversify RDP’s market of International Students.

• 50 per cent of applicants select RDP as their first-choice institution.

Strategic Plan | 19

Strategic Driver #6 Enhanced Partnerships Generate $200M in investments and partnerships and deliver transformational value for students, businesses and communities.

OBJECTIVES to Guide us: • Expand the number of partners (regional, provincial, national, international) that elevate RDP’s teaching, learning and research environments.

• Develop and grow partnerships of $1M or greater.

• Build community and social well-being through external partnerships.

• Increase engagement with Indigenous communities and businesses.

• Establish an investment culture that aligns to the needs and aspirations of our partners.

20 | Red Deer Polytechnic

PRIORITY ACTIONS to help us achieve our objectives:

PERFORMANCE METRICS What success looks like:

• Action and implement RDP’s Indigenous Reconcili-Action Plan.

• Increase partnerships at a local, provincial, national and international level by 100 per cent.

• Create and operationalize a relationship management system and partnership strategy.

• Formalize engagement with the external community that supports workforce, innovation, social and cultural development.

• Identify employers and prioritize their needs, aligning them with RDP programs and services.

• Attract $200M in external investments by 2030.

• Demonstrate 25 agreements with Indigenous communities and businesses.

• 50 partnerships of $1M or greater.

• Leverage alumni to expand external partnerships and investment opportunities.

• 50 per cent of partnerships are multi-layered across the Polytechnic.

• Enhance brand and reputation by celebrating and promoting RDP’s partnerships.

• Celebrate and promote 250 partnerships and relationships.

• Prioritize and build out areas of investment and partnership.

• Develop and implement a community and industry engagement strategy for staff, faculty and students.

Strategic Plan | 21

Strategic Driver #7 Employer Of Choice Be a Top 100 nationally recognized employer that elevates and supports each employee to collectively strengthen the Polytechnic.

OBJECTIVES to Guide us: • Expand internal communication and engagement activities.

• Employees are recognized and celebrated for their contributions.

• Every employee has a development plan that supports their growth at RDP. • Demonstrated commitment to Indigenization and Equity, Diversity and Inclusion.

• Establish a safe environment that encourages exploration, innovation, collaboration and wellness.

• Ensure that all staff and faculty feel represented, heard, and have a sense of belonging at RDP.

22 | Red Deer Polytechnic

PRIORITY ACTIONS to help us achieve our objectives:

PERFORMANCE METRICS What success looks like:

• Develop and implement employee performance and development plans.

• 100 per cent of permanent employees have a performance and development plan.

• Enhance recognition and employee engagement activities, including forming a Polytechnic Employee Engagement Committee.

• Create action plans to address results from the bi-annual engagement survey.

• Develop a comprehensive workforce program that supports employee recruitment, retention and professional development.

• Implement consistent communication methods to enhance engagement with all employees.

• Put the Action Plan for Indigenization and Equity, Diversity and Inclusion into action.

• Develop an inclusive recruitment and hiring strategy.

• Reimagine the Polytechnic’s risk tolerance to increase agility and productivity.

• Increase employee satisfaction scores higher than the national average (similar sector).

• Recognized as a top 100 provincial/ national employer.

• 90 per cent of RDP employees would recommend RDP employment to a friend.

• All staff and faculty participate in at least one Indigenization or Equity, Diversity and Inclusion training activity annually.

• Reduce the year over year voluntary turnover rate across the institution, with an ideal rate no higher than 10 per cent.

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Setup for Success The Red Deer Polytechnic Strategic Plan has been created to support the Board of Governors ends, along with other key institutional plans, including our Reconcili-Action Plan, and Green Campus Master Plan that provides guidance for our campus to become a Net Zero Energy campus within a decade. The Strategic Plan also supports the Ministry of Advanced Education’s Alberta 2030: Building Skills for Jobs goals.

BOARD OF GOVERNORS BOARD ENDS E1. Because of Red Deer Polytechnic: Economic and social development in Alberta is advanced while demonstrating good stewardship.

E2. Learners’ needs are being met.

1. Learners have skills needed by industry.

1.1. Learners have developed skills that allow them to adapt to the future of work.

2. Graduates from Red Deer Polytechnic are sought after, employable, and successful.

2.1. Graduates are able to access roles globally because of their training from RDP. E3. Industry needs are being met.

1. There is industry demand for our graduates.

2. Industry has learners with the right skills.

3. Industry has access to applied research capacity and expertise.

24 | Red Deer Polytechnic

E4. Alberta has the talent, research and innovation capacity to lead in key sectors.

1. Alberta has health technology capacity.

2. Alberta has manufacturing capacity.

3. Alberta has energy innovation capacity.

4. Alberta has social capacity.

5. Central Alberta has an ecosystem for partnerships and industry development.

E5. The social-economic fabric of communities is advanced.

1. The journey of reconciliation has been advanced for Indigenous communities within Central Alberta.

2. Alberta industry is more inclusive.

2.1. Indigenous learners are proportionate to the Alberta Indigenous population.

As we look to the future, we know that to be successful we need to harness the power of productivity for lasting positive social and economic impact.

MINISTRY OF ADVANCED EDUCATION’S ALBERTA 2030: BUILDING SKILLS FOR JOBS GOALS 1. Improve Access and Student Experience Ensure all Albertans have access to high-quality post-secondary opportunities and that the student experience is coordinated and integrated.

2. Develop Skills for Jobs Ensure every student has the skills, knowledge and competencies to enjoy fulfilling lives and careers and that they have greater transparency around labour market outcomes.

3. Support Innovation and Commercialization Contribute to Alberta’s innovation capacity by supporting post-secondary research and strengthening its commercialization potential to create new knowledge, develop future skills and diversify the economy.

4. Strengthen Internationalization Become a leading destination for top talent to drive the growth of skills, ideas and innovations, locally and globally.

5. Improve Sustainability and Affordability Provide institutions greater flexibility to generate own-source revenue and strengthen student aid.

6. Strengthen System Governance Modernize governance of the system to increase collaboration and drive outcomes.

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Board Ends Alignment with Strategic Drivers Board End

Strategic Driver(s)

Alberta 2030 Goals

E-1 Because of Red Deer Polytechnic: Economic and social development in Alberta is advanced while demonstrating good stewardship.

• • • • • • •

• Improve Access and Student Experience

Learner Impact Program Mix and Delivery Research and Creation Brand Recognition Enhanced Partnerships Employer of Choice Innovation Ecosystem Spaces

• Develop Skills for Jobs • Support Innovation and Commercialization • Strengthen Internationalization • Improve Sustainability and Affordability • Strengthen System Governance

E-2.1 Learners have skills needed by industry.

E-2 Learners’ needs are being met.

E-2.1.1 Learners have developed skills that allow them to adapt to the future of work.

E-2.2 Graduates from RDP are sought after, employable, and successful.

• • • • •

Program Mix and Delivery Learner Impact Enhanced Partnerships Innovation Ecosystem Spaces Brand Recognition

• Program Mix and Delivery • Learner Impact • Brand Recognition

26 | Red Deer Polytechnic

• Develop Skills for Jobs

• Improve Access and Student Experience • Develop Skills for Jobs • Strengthen Internationalization

E-2.2.1 Graduates are able to access roles globally because of their training at RDP.

E-3 Industry needs are being met.

• Improve Access and Student Experience

E-3.1 There is industry demand for our graduates.

• • • •

E-3.2 Industry has learners with the right skills.

• Program Mix and Delivery • Enhanced Partnerships • Learner Impact

• Develop Skills for Jobs

E-3.3 Industry has access to applied research capacity and expertise.

• • • •

• Develop Skills for Jobs

Program Mix and Delivery Innovation Ecosystem Spaces Learner Impact Brand Recognition

Program Mix and Delivery Research and Creation Enhanced Partnerships Innovation Ecosystem Spaces

• Develop Skills for Jobs • Support Innovation and Commercialization

• Support Innovation and Commercialization

Board End

Strategic Driver(s)

Alberta 2030 Goals

• • • • • • •

Learner Impact Program Mix and Delivery Research and Creation Brand Recognition Enhanced Partnerships Employer of Choice Innovation Ecosystem Spaces

• Develop Skills for Jobs

E-4.2 Alberta has manufacturing capacity.

• • • • • • •

Learner Impact Program Mix and Delivery Research and Creation Brand Recognition Enhanced Partnerships Employer of Choice Innovation Ecosystem Spaces

• Develop Skills for Jobs

E-4.3 Alberta has energy innovation capacity.

• • • • • • •

Learner Impact Program Mix and Delivery Research and Creation Brand Recognition Enhanced Partnerships Employer of Choice Innovation Ecosystem Spaces

• Develop Skills for Jobs

• • • • • • •

Learner Impact Program Mix and Delivery Research and Creation Brand Recognition Enhanced Partnerships Employer of Choice Innovation Ecosystem Spaces

• Improve Access and Student Experience

E-4.5 Central Alberta has an ecosystem for partnerships and industry development.

• • • • • • •

Learner Impact Program Mix and Delivery Research and Creation Brand Recognition Enhanced Partnerships Employer of Choice Innovation Ecosystem Spaces

• Support Innovation and Commercialization

E-5.1 The journey of reconciliation has been advanced for Indigenous Communities within Central Alberta.

• • • • • •

Learner Impact Program Mix and Delivery Research and Creation Brand Recognition Enhanced Partnerships Employer of Choice

• Improve Access and Student Experience

E-5.2 Alberta industry is more inclusive.

• • • • • • •

Learner Impact Program Mix and Delivery Research and Creation Brand Recognition Enhanced Partnerships Employer of Choice Innovation Ecosystem Spaces

• Support Innovation and Commercialization

E-4.1 Alberta has health technology capacity.

E-4 Alberta has the talent, research and innovation capacity to lead in key sectors.

E-4.4 Alberta has social capacity.

E-5 The socialeconomic fabric of communities is advanced.

E-5.2.1 Indigenous learners are proportionate to the Alberta Indigenous population.

• Support Innovation and Commercialization • Strengthen System Governance

• Support Innovation and Commercialization

• Support Innovation and Commercialization • Improve Sustainability and Affordability

• Develop Skills for Jobs • Support Innovation and Commercialization

• Improve Sustainability and Affordability

• Improve Sustainability and Affordability • Strengthen System Governance

• Strengthen Internationalization • Improve Sustainability and Affordability

Strategic Plan | 27

Our 2030 Strategic Plan is transformative: it provides the blueprint for us to become the polytechnic that Alberta and Canada needs.

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