Okanagan College Students’ Union Written Submission for Post-Secondary Review

Introduction

Okanagan College Students’ Union (OCSU) represents college students at Okanagan College.

• We have over 5000 members 

• We are located across the Okanagan, and our campuses include Kelowna, Penticton and Salmon Arm. 

• Key demographic features are that we are a unique combination of urban to rural market with a complex array of campuses in diverse pockets of the province, and our student body membership ranges from academic, vocational, upgrading, domestic, international, indigenous and mature learners.  

• We advocate on behalf of students, deliver essential student services, and ensure student representation within institutional governance and decision making structures.

Our students’ union strongly endorses the core principles outlined in the BC Federation of Students’ submission and offers the following local evidence and recommendations to support and expand on those themes.

The Okanagan is a region known for world class living and has seen a tremendous surge in popularity. That has caused significant challenges with housing affordability and availability until as recent as late 2025 when Kelowna became flooded with micro unit condominium buildings. Vacancy rates are currently above 1% however, affordability is certainly not. Wages and transportation are incredibly low to non-existent across the Okanagan. We are an underserved region by means of transit, and an overpopulated segment of BC. We are also facing income disparity at higher levels than ever, and with increased unhoused populations and those struggling financially, we are also seeing a deeper struggle with food insecurity. 

The current waitlists for classes at Okanagan College is okay at best, if waitlists being more than full can be considered okay. When courses are cancelled it causes complications with waitlists and massive fluctuations which are detrimental for learners. We have been experiencing reduced hours for services, such as library hours of operation, as a means to cut costs for our institution. This is also unsupportive of students' needs. Our current state of infrastructure/training equipment on campuses is problematic in that roofs are leaking, upgrades and maintenance tasks are deferred, and study areas are few and far between. Regarding safety in equipment in learning environments, that appears to be okay for the time being. Given appropriate operational and building funding we would be in a much better position, and would be able to provide more state of the art learning and resource centres for our students.

Purpose and Value of Okanagan College to the Okanagan

Okanagan College has campuses spread throughout the Okanagan, historically ranging from Oliver, to Revelstoke, to Salmon Arm, Vernon, Kelowna and Penticton. The 4 main campuses serve the towns, cities and surrounding communities of Kelowna, Penticton, Salmon Arm and Vernon. All campuses provide ABE for students. Other nearby public post-secondary institutions include UBC Okanagan in Kelowna, then Thompson Rivers University in Kamloops, Selkirk College in the Kootenays, and the Nicola Valley Institute of Technology in Merritt. Okanagan College programming directly relates to serving the student populations among the Okanagan region. Our students are often mature, re-entering post-secondary or upgrading in order to meet the needs of the workforce. 

Okanagan College directly supports the needs of our region by educating students in the fields of highest demand. We have programs in all of our biggest industries such as food, tourism, hospitality, aerospace, healthcare and construction. We have entire buildings on campuses dedicated to meeting industry demands with state of the art learning environments. 

Our institution improves prosperity in the region by having opportunities to learn in fields that directly get students hired immediately upon graduation. Our institution alone is a massive portion of the work force in our communities. Our institution provides educational opportunity, career stability and is responsive to the needs of our communities. This should not be de-stabilized and should be funded adequately. 

Local Impacts of Stabilization Without New Funding

We want to highlight that long-term sector sustainability without additional funding is a recipe for failure. Many institutions such as Okanagan College are already feeling deep financial impacts due to the slashed international students rates and compounding years of chronic underfunding for operational costs. It's easy to point fingers at which governing body is responsible for the crisis in post secondary education, however the fact of the matter is that both the federal and provincial governments have played damaging roles. Now is the time to reverse the habit of underfunding, not dig deeper in. 

We’ve seen the College centralize a good portion of its services to the Kelowna campus such as recruitment. Taking the people who best know their local communities away from the task of recruitment disconnects local would-be learners from the spirit and culture of Okanagan College, and sending people from outside our varied communities means there is a missing link between what those local communities need from the institution and its offerings. This feels especially apparent as our senior administration has worked to isolate its Board of Governors from hearing from outside groups and steers them into an operational board model, not a group tasked with stewarding and steering Okanagan College. 

Without stable and sufficient public operating funding, post-secondary institutions are having to pursue external revenue-generation measures to maintain basic operations. At Okanagan College Penticton, this pressure has resulted in the exploration and implementation of the leasing of academic and campus spaces to non-post-secondary users, such as Grade 9 secondary school cohorts, in order to offset operating shortfalls. While these arrangements may provide short-term financial support, they underscore a deeper issue: public post-secondary institutions are being required to subsidize educational mandates through measures that displace student access to learning spaces, and blur the intended purpose of publicly funded campuses. These are neither sustainable or aligned with the long-term mission of colleges to serve post-secondary learners and regional workforce development.

Opportunities for Collaboration & Reducing Competition

Students want access to good education and opportunities and are profoundly unconcerned with the egos, drama, or brand of their institution. Students want to feel that the priority of their institution is the student experience and opportunities that might be afforded to them, and if that means forging collaborative relationships with other institutions, then that would be considered a generally favorable approach.

The interior region is not a cohesive one. It comprises unique landscapes, industries, and communities. This diverse collection of places and people calls for diversity of educational opportunities. Institutions across the Thompson-Okanagan, Boundary Region, and the Kootenays ought to develop strong collaborative relationships as it benefits both its students and employees. It would be ideal to see simple courses and credit transfers be available between the institutions of the interior – especially those from the colleges like Selkirk and Okanagan College to the Universities of the area. When students, and potential students, are able to stay as local as possible to complete their education, it ensures our interior communities remain active and continue to build new industries in the face of collapsing forestry and mining sectors. 

Necessary Safeguards when Considering Consolidation

The Okanagan has already experienced a takeover of our previous North Campus of Okanagan (University) College in 2005 by UBC. This was a complex at best, hostile at worst amalgamation of sorts, of which the effects are still being felt 20 years later. The duty of public post-secondary is to support learner access in the region of their choosing, to provide high quality education, and to ensure communities can prosper with a local workforce which has been effectively trained in order to meet regional and geographic needs. 

If any consideration of amalgamation occurs, all interest holders of post-secondary would need to have a seat at the table for consideration, evaluation and preparation. This is not a direction we believe is fruitful for the residents of British Columbia and will be detrimental and de-stabilizing in both the long and short term horizons.

Community colleges should absolutely not be consolidated with other colleges, or neighbouring universities. The strength of community colleges is that they provide programs and jobs that meet the needs of their direct communities. They support the local workforce and provide economically beneficial programs, which ought to be further incentivized to best respond to the needs of the communities they are in. This will also help keep potential and current students, and graduates, local. 

Another important step to this are direct program-to-employment initiatives (independent of co-op programs).This is something applicable to all PSE institutions in BC. There are already many institutions that prioritize lining students up with jobs following completion of their program; BCIT is a great example of this. Governments and institutions need to incentivize companies (or otherwise penalize them for trying to minimize labour costs by eliminating entry level positions) into hiring new graduates. New generations of workers are losing faith in higher education; a degree no longer guarantees a job for young people, and in many cases, can act against them for companies that fear hiring capable employees.

Legislative Oversight: Responsiveness Must Not Come at the Expense of Accountability

Chronic underfunding forces institutions into short-term, band-aid solutions and constant operational adjustments, creating an environment of uncertainty and instability. Ever-shifting plans and management decisions foster unease, mistrust, frustration, and burnout among staff and faculty, which inevitably trickles down to students. The post-secondary experience is not isolated to the classroom; when employees and instructors are stretched thin and dissatisfied, the impact is felt across the entire campus community.

A clear example of this was the former nursing bridge program between Okanagan College and UBCO. When funding for Okanagan College’s portion of the program was cut, students preparing to enter their second year were suddenly told they would be required to attend UBCO instead, with the announcement coming just as they were gearing up for their first practicum. There were not enough seats to guarantee placement for all students, and the window to secure on-campus housing had already passed; without strong advocacy from students and allies, many would have been forced to absorb significantly higher university fees a full year earlier than anticipated. This decision came at a time when the province was publicly prioritizing solutions to the health-care worker shortage, making the funding cut directly at odds with its stated goals. It also followed the construction of a new, government-funded Health and Science building at the Kelowna campus, supported by substantial community donations from those who reasonably expected their investment would translate into more locally trained nurses serving Interior Health.

Online Learning at Okanagan College

Okanagan College appears keen to devote resources to online learning. It has been observed by students that this new direction comes across at the expense of current students for hopes of attracting other demographics of learners such as those already with established careers who are looking to upgrade. In fall 2024 nearly every cohort of adult upgrading students on OC’s Penticton, Vernon, and Salmon Arm campuses showed up to class a week after their programs had started and were told their courses no longer had devoted in-person learning and were moving to an online format. The institution insisted the format was in fact hybrid, however students seeking the in-person portion of that “hybrid” learning were offered an empty class room with a screen to stream their class, and no actual, on-the-ground support from an instructor. 

Okanagan College has gone on to remove several Adult Upgrading instructors and has implemented “learning strategists” through one-time grant funding to support these students. These “strategists” are outside hires with far less education and expertise than the faculty they are “filling in” for, meaning students are missing out on the high quality education they were promised at registration or recruitment. 

Our other key concern with online learning, especially OC’s desire to use it as a default for the majority of students accessing our regional campuses, is a lack of access to stable internet – something not even guaranteed on campus! – and the additional costs of required participatory equipment needed to succeed in online courses. Not all computers come standard with cameras or microphones – these are hidden costs to students that are just as predatory as required quizbank and code purchases with text books. 

We know that online learning is here to stay, and there certainly are those who benefit from their availability – taking a required course online is better than potentially delaying graduation by waiting a semester or longer to take the course. We also know that flexible learning options such as hybrid courses can help students better manage complicated personal life schedules, such as juggling classes and multiple jobs just to afford their opportunity at post secondary education. However, without sufficient funding institutions are not able to keep up with their own technological requirements to make these as successful as they need to be for students. Equipment breaks down, rural wifi is spotty and inconsistent, loaner computers lab computers are used and abused routinely, the list goes on. If our institutions have the appropriate, proportional operation funding to maintain these new-age requirements, then we will become more viable and easier to participate in across the board. Without these direly needed supports, students will suffer at the brunt of the shortages and struggles of the institution.  

Implications of Tuition Caps for Affordability, Access and Equity

Maintaining a cap on fee increases is crucial to the health of the post-secondary sector. Making changes to the Tuition Fee Limit Policy that allow institutions to increase tuition for domestic students is certainly an appealing low-hanging fruit for administrators and governing bodies, however it is the most inequitable, unreliable, and unstable route for students. It would be a move also in stark contrast to the original reasons and spirit of the Fee Limit Policy-to protect affordability for the widest demographic of students possible, and to help lift BC residents from poverty through post-graduation employment opportunities. 

Furthermore, individuals and families throughout the valley and beyond are already facing unprecedented unaffordability across many sectors. A clear indicator is the 20 percent increase in usage year over year of the Central Okanagan Food Bank reported in 2025. When families cannot even afford groceries, it is hard to see how they will be able to bear the weight of rising, unpredictable tuition.  

Impacts on Underrepresented Learners

At Okanagan College, we are seeing the deepest impacts of an unsustainably funded and supported institution at our regional and rural campuses. Students recruited to Salmon Arm, Vernon, and Penticton were promised the chance to stay local while still receiving the full academic experience so many young people dream of. The reality, however, is that many of these students face extremely limited course options, are often forced to commute to other campuses to access in-person classes, and, year after year, entire cohorts discover they cannot complete more than one year of their program at their home campus.

The loss of local options further harms people in smaller communities who are already facing poverty–an issue that is deeply intersectional for many groups. These barriers show up as an inability to travel to distant campuses, unreliable or nonexistent internet, and a lack of devices needed for online or “hybrid” learning. At the same time, reduced services such as limited library hours and less in-person access to accessibility coordinators, counselors, tutors, and advisors mean that students already facing systemic barriers are left with even fewer supports and even fewer pathways to real educational success. If protections like the Tuition Limit Policy are weakened, these students will be the first left behind and there would be many more to follow.

Okanagan College Students’ Union Recommendations 

We echo the BC Federation of Students’ provincial recommendations and highlight the following local priorities to support the long-term sustainability of BC’s public post-secondary system:

Affordability & Tuition Protections: Keeping tuition increases capped is absolutely necessary for affordability, and consequentially, enrollment. Demanding that students either pay more for their tuition or take on more debt to cover said education in a cost of living crisis is a deplorable and predatory move by the ministry and government. However, it can also be recognized that maintaining the limit means institutions don’t have flexibility to adjust when costs go up, especially when the government is unwilling to properly fund post secondary. 

The Provincial Government recognizing that the sector is in crisis, without taking action by creating additional funding, is simply unacceptable. Many groups, including students’ associations, have been sounding the alarm bells that the reliance on unregulated international student tuition fees as the “funding model” for post secondary education is a reckless and dangerous practice, and is why so many institutions are in such dire straits now. With costs rising across all sectors, students and would-be students cannot afford to pay even more for tuition. Eliminating or changing the 2% cap will lead to a decrease in enrollment, which will consequently lead to fewer graduates and professionals, which will impact lagging sectors and the labour gap even more.

Governance & Representation. Institutions exist to serve their biggest interest-holders, the students and institutions were established to meet the needs of the committees. Therefore, the communities and the interest-holders must be fully participatory in reviewing and prioritizing the long term sustainability of BC’s public post-secondary education system. If the system is changing, underrepresented students cannot be an afterthought. Minority groups are already suppressed due to many socioeconomic factors, and need support from all sectors, such as childcare and transportation supports, stable funding for access programs, stronger Indigenous partnerships and real say in decisions that affect them. Underrepresented students must also be protected from those that seek to stigmatize programs under the labels of “diversity hire” or “DEI”. 

Student-Safe Financial Measures

The review committee will be hard pressed to find post secondary students who view the Tuition Fee Limit Policy as a failure. The policy has protected student affordability, provided reliable financial planning opportunities, and has kept costs to students from spiraling completely out of control in stark contrast to their costs of living outside of their tuition fees. The only way this policy failed was through its lack of protection for international students. 

If there were tuition regulations for international students, we wouldn’t have seen the mass-overreliance and exploitation of international students in our post secondary sector. If institutions hadn’t been able to use international students as their financial crutches institutional growth likely would have been more measured and gradual, which would not have left so many floundering as they did during the pandemic and now after international numbers have been slashed. 

Student-safe financial measures that are genuinely student-centred are protecting and strengthening the Tuition Fee Limit Policy for students-maintaining the annual 2% cap, creating a similar policy for international students to create equitable predictability and reign in institutional reliance and exploitation, as well create more measured, sustainable growth, and to commit to new and appropriate funding for the post secondary sector which must include a reasonable funding model and annual infusions of funds. 

Conclusion

Okanagan College exists to serve the communities and its diverse members of the Okanagan Valley. Failure to adequately address the needs of institutions such as ours will result in devastating losses for this region, not only in qualified workers, but also in stability among citizens. Failing to support the post secondary sector any longer is detrimental to all of BC, and the other economic challenges we are currently facing-healthcare workers, labour shortages, environmental challenges. These struggling sectors need educated problem solvers to move us forward. We urge you to consider the impact and importance of post secondary in your consideration. Long-term sustainability in post secondary education must be built on new, sustainable, public funding that protects access and affordability while actively mitigating harms to students. When education remains affordable and regionally accessible, students are able to train and stay in their home communities, which directly helps fill labour shortages and ensures workers are trained to meet community needs. This approach strengthens the local economy, supports community stability, fills the gaps in our work forces, brings innovation to our existing challenges, and reduces pressure on other social safety net programs by creating clear pathways to employment and economic security. Post-secondary education is a system that requires dedication from our government, and is a worthy investment of taxpayer dollars.

Sincerely,

Okanagan College Students’ Union Board of Directors 

OCSU Annual Presentation to the Okanagan College Leadership Council

Annabelle Lee and Anna Borysova are International Development students and are presenting to the Okanagan College Leadership Council on behalf of the Okanagan College Students’ Union, of which they are elected representatives. They are presenting student-identified priorities and concerns regarding academic continuity, communication, campus experience, and student support across all Okanagan College campuses. This brief reflects direct feedback from students enrolled in a broad range of programs and campus locations.

Program Stability & Regional Campus Concerns

Course Cancellations & Reduced Access

• Students are distressed at the significant course and sudden program cancellations across campuses (Arts, CIS, Business, and others), including required courses vital for graduation. Changes are inevitable, but communication is sorely missing, adding to the stress and confusion. Students in Vernon, Salmon Arm, and Penticton increasingly cannot fully complete programs locally, despite recruitment materials promising otherwise.

• Kelowna Centralization is forcing more students to commute considerable distances or move to Kelowna to attend in person learning. In the cost of living crisis and poor transit reality of the valley, this causes undue hardship for many students. Shrinking course options undermine academic planning, student confidence, and trust in the institution.

Student Experience & Campus Environment

Personnel & Course Delivery Instability

• Sudden instructor changes and shifting class formats create uncertainty and disrupt student academic decision-making and confidence. Sudden staff changes signal instability that students feel directly.

Wellness Centre Access

• OCSU requests designated OC student-only time blocks during peak academic hours to ensure the Wellness Centre serves its intended population.

Housing, Food Services & Affordability
Residence Access & Safety

• Third-party management has created unclear accountability for parking, building access, and safety, especially overnight.

Food Services

• Vendors continue to lack affordable post secondary student-budget options. OCSU urges the mandate of at least one balanced value meal under $7 at all food service locations.

Building Impacts

Exam Season

• Students request that heavy construction be minimized or paused during exam periods in Kelowna. Up North, concerns are rising about limited library hours in Vernon and Salmon Arm during the upcoming exam period, which will undermine study time, and add additional stress loads to students.

Funding Crisis & Institutional Advocacy
Budget Pressures

• Students are aware of the projected $8.5M deficit and the resulting program cuts, ERIPs, and layoffs.These reductions are visibly affecting program quality, course availability, and campus morale.

Call for Joint Advocacy

• Students urge OC leadership to stand with student organizations in advocating to the provincial government for sustainable funding and to not lobby changes to the Tuition Fee Limit Policy.

Summary of Student Requests

• Develop and implement a clear communication strategy for current students.

• Stabilize program offerings and ensure that students can reliably complete credentials at their chosen campuses as advertised.

• Address Kelowna campus congestion caused by large numbers of visiting high-school students, ideally by prohibiting them from staying on campus during their breaks.

• Mandate affordable value-meal options from all food vendors contracted by OC.

• Ensure responsible management by third party contractors of student-facing services, including housing, the new wellness centre and security.

• Limit heavy construction during exam periods, and maintain adequate library access on all campuses, particularly during exam season.

• Advocate publicly and collaboratively for improved government funding for the Post Secondary Sector.

OCSU is committed to student success, institutional stability, and a strong future for Okanagan College. We ask for your partnership in addressing these challenges and delivering a campus experience that aligns with the expectations set during recruitment and the standards students deserve.

The Okanagan College Students’ Union Stands in Solidarity with Trans Athletes: A Call for Accountability and Inclusivity in PACWEST

The Okanagan College Students’ Union  is proud to reaffirm its unwavering support for trans athletes and the broader 2SLGBTQIA+ community in light of recent developments in the Pacific Western Athletic Association (PACWEST). Following an investigation into a transphobic incident during the October 2024 women’s basketball game between Columbia Bible College (CBC) and the VIU Mariners, PACWEST took the necessary step of suspending the CBC women’s basketball head coach. While this disciplinary action marked progress toward addressing discrimination in sports, subsequent events have raised new concerns.

In the aftermath of the suspension, the CBC team launched a public campaign and the coach has taken legal action in an attempt to overturn the suspension. These moves threaten to undermine the essential steps taken to combat discrimination and could send a disheartening message to trans athletes and their allies throughout PACWEST.

At Okanagan College we believe that sports should be a safe and inclusive space for everyone, regardless of gender identity. Trans athletes deserve the right to participate fully and equitably without fear of harassment or exclusion. We have seen firsthand the impact that discrimination can have on individuals and communities. It is for this reason that we are speaking out - because standing by silently is not an option.

When incidents like this arise, accountability is not just about responding to the moment; it’s about setting a standard for the future. Attempts to reverse disciplinary action not only put the safety of athletes at risk but also undermine trust in the systems designed to protect them. This is a pivotal moment for PACWEST to demonstrate leadership and reaffirm its commitment to inclusivity, fairness, and safety for all athletes.

We call on PACWEST to:

• Stand firm against external pressures to reinstate the suspended coach, prioritizing the safety and well-being of all athletes.

• Reaffirm your commitment to creating and maintaining a safe, equitable, and inclusive sports environment for everyone.

• Call on the CBC Bearcats to publicly commit to fair and safe play by clearly stating that harassment, discrimination, and hate have no place in their organization, and that they will fully respect and uphold eligibility rules for trans athletes.

• Implement comprehensive safety planning practices to protect the well-being of all athletes, with specific measures to ensure the inclusion and safety of trans athletes.

Discrimination has no place in sports - or anywhere. Leadership means standing with marginalized communities, taking decisive action, and ensuring that every athlete is treated with dignity and respect. We urge PACWEST to seize this opportunity to lead by example and show that inclusivity is not just a policy but a fundamental value.

The Okanagan College Students’ Union remains committed to its support for trans athletes across the PACWEST Conference. We will continue to advocate for environments where every player feels safe, supported, and seen.

In solidarity,

Okanagan College Students’ Union, Local 1

OCSU X OC Leadership AMA

A PDF version of this post is available here.

Dear Members,

Late last semester your elected Student Representatives engaged in an Ask Me Anything Meeting with Okanagan College leadership representatives, President Dr Neil Fassina, Vice President of Academics and Provost, Dr Samantha Leci, and Vice President of Enrolment, Jennifer Goodwin. This meeting was planned with the goal of connecting, answering student questions and creating a more transparent relationship between Okanagan College Administration and The Okanagan College Students’ Union. Below are the questions your representatives asked and a summary of the answers that were given by the administration. Please note this is not a direct transcript of the meeting but a summary of the conversation that took place.

Further to our meeting with administration, we sent a follow up email with questions unanswered during the session, or that arose in response to the information shared during our conversation. We received written responses to these questions on January 14th, 2025, they are specifically laid out below.

Summary of OCSU X OC Leadership Ask Me Anything Meeting, December 5th, 2024.

Q: Beyond student-elected positions on the [Okanagan College] Education Council, Board of Governors, and student roles on committees, OCSU seeks more direct involvement with decision making bodies. How can we ensure regular participation in these discussions?

A: The elected student representatives have a direct relationship with the Provost, Dr Samantha Lenci. Administration stated they would love to have elected student representatives at the table and would like to work to find how to get voices at the table. The idea of monthly meetings with Dr Samantha Lenci, in addition to the existing monthly meeting between Dean of Students, James Coble and the OCSU Executive Director, were brought forward.

Q: How does OC plan to balance its identity as a community college with the changes being made to course offerings and enrollment? What steps will be taken to ensure this shift doesn’t undermine the intimate and community-centered experience that students expect from OC?

A: The drop in international enrollment is what we’re seeing on a Canada wide scale. Over the decades, domestic enrollment has remained at a steady decline. The hope of a community college is to be accessible to our community, and to anyone. The college is exploring accessible pathways to education, such as increased course offerings through hybrid learning.

Q: Are there conversations happening or plans in place to delay Penticton student housing or cancel it altogether?

A: There are no conversations to delay or cancel the progression of Penticton student housing.

Q: Can OC funnel some of the programs in Kelowna to the regional campuses that align with community needs such as the Human Service Work Diploma, particularly for campuses like Penticton that serve a larger vulnerable population?

A: Administration did not know what was meant by community programs and is not sure what programs are needed by communities in regional areas. They cited that regional administrations have not brought anything of this nature up to them.

Q: Does OC have a Communications Procedure for class cancellations? Are considerations given to notifying students with enough time for them to make other educational decisions to register for different courses or apply elsewhere?

A: OC does not have a policy in place for this and the delivery and timeline of this information varies from campus to campus. Deans and Associate Deans discuss with faculty members on campus. They discuss time frames in which to let students know. Dr Fassina noted that they know that last semester they dropped the ball and failed to give students adequate notice with the mass in-personal cancellation of Adult Upgrading courses, and realizes OC needs to start working with each community campus to accommodate late student registrations. They are working hard to ensure that what happened in September of 2024 does not happen again.

Q: What is the future of the SA campus? Are we closing? If not, is there a strategic plan to increase enrollment?

A: No plan to close Salmon Arm. They are trying to figure out how to get Salmon Arm high school graduates to stay in Salmon Arm to go to post-secondary. Vernon and Penticton have the same issues, just at a different scale.

Written responses from OC Leadership received on January 14th, 2025

Q: How is OC adjusting its recruitment strategies going forward?

A: Recruitment initiatives in progress this year include:

• Establishing an enhanced student ambassador program: Students work with College Relations to create content for OC social media channels that describe what it is like to be a student at OC - photos, videos, reels.

• Faculty/instructor partnerships for program showcases (Open houses, industry events, info sessions, etc.): Recruitment teams are working in a more coordinated and intentional way with programs to bring OC faculty and instructors to events where there will be prospective students. These include open houses, industry nights and other events.

• Note: Upcoming Future Student Open Houses / Application Nights at OC are scheduled for:

  • Jan. 28, 5-7 p.m. - Vernon

  • Jan. 30, 5-7 p.m. - Kelowna

  • Feb. 4, 5 - 6:30 p.m. - Salmon Arm

  • Feb. 6, 4:30-6:30 p.m. - Penticton

• High school and youth outreach, refreshed promotion for dual credit programs: OC is working actively with the school districts to continue to expand and strengthen the dual credit offerings, and to improve information and promotions on the programming, so students and parents are more aware of what is available. This is a component of joint work between OC and high schools across the region.

• Mature Learner engagement recruitment strategies - in development: Work is underway to identify, plan and implement activities to engage with future students who are currently in the workforce and interested in reskilling or upskilling, as well as learners who are exploring options for a second career or learning in retirement.

• Strategic marketing and digital communication campaigns: there are several in market currently, including for Trades, Business, Health, Arts and Science, and Continuing Studies (InspirED). Work has been in progress over the past year to implement digital marketing more effectively, including tracking views, clicks, appointments booked and applications.

• Implementation of a customer relationship management system to support targeted and efficient engagement with applicants: The department implemented a new system at the end of December 2024, which allows them to track names/contact information of potential future students who identify as having an interest in Okanagan College, and who give consent to receiving follow up communications. Previously, we did not have a mechanism to collect and follow up on this information.

Q: Do Recruiters collaborate with faculty to ensure they accurately represent programs and their enrollment capacity? If so, how do they do this, or why not?

A: Yes, recruiters collaborate with the portfolio (e.g. Arts & Foundational Programs, Trades & Apprenticeship, Science & Technology, School of Business, Health and Social Development) and faculty/instructors to ensure that programs are accurately represented and promoted. This is collaboration is ongoing and updates are made on a continuous, as needed basis, appreciating that programs and course content may change over time. Enrolment capacity is a variable that is determined and approved by the program, portfolio and the College.

Q: Our understanding is that the information OC uses to base its decision on creating more hybrid learning partly comes from pre-Covid data. Is OC planning to survey current and/or potential students on their preferences for in-person vs hybrid or online learning?

A: Current and future student preference have historically, and will continue to influence the College’s choice of delivery modalities. The College relies on multiple sources of information when determining the modality or modalities of an offering at OC. For example, pedagogical effectiveness, student enrolment and registration trends (both at OC and more broadly), and registration demand are all considerations.

OC is in the early stages of establishing a multiple access learning environment to maximize accessibility to OC for all learners, including those from diverse backgrounds, learning styles and abilities, geographies, stages of life, and competing life commitments, etc. . In-person, hybrid, and digitally mediated (online) learning are three of several potential delivery formats that can be part of a multiple access learning environment.

Q: OCSU has long been calling on the Provincial Government to increase funding to the Post Secondary sector so that institutions are less reliant on student fees to cover costs. Given the recent Federal changes impacting Canadian colleges' ability to recruit international students, and the decline in domestic enrollment, is Okanagan College and its Board of Governors prepared to act in solidarity with OCSU and the other Students' Unions of British Columbia, to implore the provincial government to complete its Post Secondary Funding review and/or insist on more funding for Post Secondary?

A: We recognize that this is not the first time OCSU has asked that Okanagan College become actively involved in, and publicly support OCSU and BCFS’s “Fund it/Fix it” campaign.

As we have indicated previously, Okanagan College is a legislative agent of the Government of B.C., and it is therefore inappropriate for OC to be involved in politically-motivated or lobbying efforts. The OC Media Relations policy (section 5.8) notes that the College will remain politically neutral, respecting the institution as a place for diverse viewpoints and perspectives.

As a result, the College will not publicly join in the BCFS’s or OCSU’s efforts related to the “Fund it, Fix it” campaign.

Okanagan College actively contributes to provincial initiatives such as program, service and funding reviews where the objective is to improve and strengthen B.C. post-secondary institutions. We work with governments and institutional partners on efforts to increase available funding and resources in ways that benefit students and increase accessibility to programming, and the College will continue to maintain this important focus going forward. As part of the College’s Inspire strategic plan, a deliverable for the 2025/26 year is the development of a Student Affordability model. This model will seek to evaluate the direct impact of tuition costs, as well as the availability of scholarships, bursaries, and other cost offsetting mechanisms, to identify additional opportunities that may ease the financial burden on current and future students at OC.

Lastly, the College is currently exploring alternative and diversified streams of revenue to help offset the growing expenses of delivering high quality public education. The goal in growing and stabilizing these alternative revenue sources is to ensure student tuition and fees are affordable and that programs are broadly accessible.