—From the desk of Maggie Matear, President

Across Canada and here in BC, post-secondary education is shifting quickly, and I know that feels unsettling. Many of you are worried, frustrated or just plain tired, and that reaction makes sense given everything that’s happening around us and inside the college. 

There are a few big developments in our sector that I’m following right now. One is the provincial review of BC’s public post-secondary system that former Deputy Minister Don Avison is writing. It’s not only looking at funding but also at how the whole system is structured and governed, and how the sector might be better placed to meet the evolving needs of the province. For a regional college like ours, that means our program mix and how we serve our communities are part of a larger conversation. I know this can be disconcerting, and I’m keeping in mind how this might open up some space for new ideas and stronger recognition of the work we do in regions like ours. The minister recently extended the deadline to complete the report to the end of March, and as I learn more about next steps, I’ll keep you informed. In the meantime, I’m continuing to advocate for rural colleges’ distinctive needs and the exceptional contributions they bring to BC and Canada (as are our very supportive MLAs).  

A second (and growing) part of the discourse is the increasing expectation that colleges and universities will be key engines of economic growth and innovation. There’s more demand for skills to support the green energy transition, health care, digital work, housing and major infrastructure projects. Those national and provincial priorities line up nicely with some of our programming and applied research strengths. They could also open doors for new partnerships, new kinds of learning and more visible impact in the West Kootenay and Boundary regions. 

We’re also seeing a push to adjust how learning is organized. Learners want shorter, stackable programs, micro-credentials and more work-integrated learning. They want more relevant, applied and experiential learning (things that just happen to align with our strategic plan). They want education they can fit around work and family life, and that’s something community colleges like ours are especially well equipped to provide. It does mean we have to keep stretching and adapting, but it also puts our college at the centre of the conversation about lifelong learning. 

Finally, more attention is being paid to the value we provide. I’m seeing questions about what difference we make for students’ lives, for local employers and for the overall health of our communities. Those are tough questions, but they’re also ones we’re in a good place to answer because so many of our graduates stay in this region and contribute in meaningful ways. When we tell that story clearly, we help shape how governments and communities see us. 

None of this really addresses the difficulties of the changes we’re living through, especially for those of our colleagues whose roles are changing or ending. I don’t want to gloss over that. I’m so deeply sorry for how these developments are affecting people and teams that have given so much to this college. At the same time, I think it’s important that we understand the larger context and can see some places where our work and our values line up with where the post-secondary sector is heading. In the meantime, I’ll do my best to keep you informed, to listen to how you’re experiencing these changes, and to make sure we keep students and our communities at the centre of our decisions.