Introduction
The Wellness Strategy is a framework that sets out shared vision and commitment at À¦°óSM and commitment to the holistic health and well-being of students and employees.
Guided by the OC Inspire Strategic Plan and the Okanagan Charter, the Wellness Strategy sets out À¦°óSM’s commitment to providing wellness offerings centered around five priority areas: Physical, Mental and Emotional, Intellectual and Occupational, Social and Spiritual, and Financial.
The framework
Physical
Encompasses all aspects of physical health, including exercise, nutrition, sleep and avoiding harmful behaviors.
Social and spiritual
Refers to having a strong support network and positive relationships with others, as well as encompassing one's sense of purpose.
Mental and emotional
Includes developing a positive outlook on life, practicing self-care and managing stress and anxiety.
Financial
Includes putting practices in place to feel financially secure for today and for the future.
Intellectual and occupational
Involves engaging in lifelong learning and personal growth and finding personal fulfillment and satisfaction.
Read the OC Wellness Strategy
À¦°óSM respectfully acknowledges that our Penticton, Kelowna, and Vernon campuses are located on the traditional and unceded territory of the Syilx Okanagan people, our Salmon Arm campus is located on the traditional and unceded territory of the Secwepemc people, and our Revelstoke centre is located on the traditional and unceded territories of the Ktunaxa, Secwepemc, Sinixt and Syilx Okanagan peoples. The À¦°óSM Wellness Strategy was developed on these territories.
À¦°óSM is committed to providing a learning and working environment that embraces and supports student and employee health and well-being. This commitment is embedded in the Inspire Strategic Plan1, in the College being an original signatory to the , and through the College’s actions in offering numerous health and wellness services and supports to students and employees which have been included as part of the OC Wellness Strategy.
In addition to these commitments and the College’s current wellness offerings, there is a need to increase health and wellness services. Best practice research along with student and employee feedback point to a need to provide additional supports that reflect a robust, multifaceted approach to health and well-being. The overarching goal of this strategy is to meet the current and future health and wellness needs of students and employees in ways that align with our strategic responsibilities (e.g., Equity, Diversity, Inclusion and Social Justice, Reconciliation, etc.). It will do this by implementing tactics that reflect the various dimensions of wellness and by making services accessible to all Okanagan students and employees.
We will improve student success and engagement by individualizing the life-long learning journey, placing the student authentically at the centre of everything we do, and demonstrating compassion for the holistic well-being of students.â€
We will empower employees to be resilient in support of a resilient College. We will improve employee engagement, strengthen our leadership and talent management practices, optimize employee value proposition, and become one of BC’s top employers through demonstrating our commitment to the holistic well-being and development of employees and empowering accountable leadership throughout the College.1
1
A review of leading practices justifies the need to view wellness holistically, that wellness is interrelated and multidimensional (Hettler. B, 1976). A holistic wellness approach looks at achieving optimal health and well-being by addressing all aspects of an individual's life. Rather than just treating symptoms or addressing isolated health concerns, holistic wellness emphasizes the interconnectedness of all aspects of a person's life and aims to support and optimize overall wellness. To that end, this strategy is informed by the work of Bill Hettler (1980) and his six dimensions of wellness model. Initially designed for implementation on college campuses, it has since been adapted to fit different contexts. Based on extensive consultation (a summary of which can be provided upon request), this strategy incorporates the additional dimension of financial wellness. Financial stress due to uncertainty around finances, worrying about the future, and lacking security can drastically impact an individual’s sense of well-being.
Using a holistic wellness approach supports improvement to employee and student engagement, resiliency, and adaptability. For students, holistic wellness programs are shown to improve academic performance, reduce stress, and increase overall well-being (Gerdes, H., & Mallinckrodt, B. (2016). For employees, holistic wellness programs can improve job satisfaction, reduce absenteeism, and increase productivity (Baicker, Cutler, & Song, 2010).
A holistic wellness approach also reflects Indigenous conceptions of health and wellbeing. Indeed, the approach is congruent with local, provincial, and national level messaging related to improving health outcomes promoted by Indigenous organizations and communities such as the Okanagan Nation Alliance, BC First Nations Health Authority, Metis Nation, and the Assembly of First Nations. Aligning our approach with Indigenous conceptions of health and wellbeing also demonstrates one way in which we are meeting our responsibility related to weaving Indigenous world views into all aspects of college life.
Framework
Adapted from Hettler’s work, and based on feedback from the À¦°óSM, our wellness strategy is structured around the following framework:
| Physical | Encompasses all aspects of physical health, including exercise, nutrition, sleep, and avoiding harmful behaviors such as smoking and excessive alcohol consumption. Maintaining physical wellness helps to prevent illnesses and promotes longevity. |
|---|---|
| Mental and emotional | Refers to the ability to understand and manage one’s emotions and mental well-being. This includes developing a positive outlook on life, practicing self-care, and managing stress and anxiety. Emotional wellness is closely tied to mental health |
| Intellectual and occupational | Involves engaging in lifelong learning and personal growth. This includes pursuing knowledge and skills, developing critical thinking and problem-solving skills, and exploring new ideas and experiences. Intellectual wellness can enhance personal and professional development and improve overall quality of life. Also involves finding personal fulfillment and satisfaction in one's work or other activities that contribute to society. This includes having a sense of purpose and direction in one's career, maintaining a healthy work-life balance, and contributing to the well-being of society through one's work or other activities |
| Social and spiritual | Refers to having a strong support network and positive relationships with others. This includes building and maintaining meaningful relationships as well as contributing to social causes and engaging in activities that promote social connection and inclusion. It also encompasses one's sense of purpose, meaning, and connection to something larger than oneself. This includes exploring personal values and beliefs, engaging in activities that promote personal growth, and seeking inner peace and contentment. |
| Financial | Putting practices in place to feel financially secure for today and for the future, and to allow one to make choices to enjoy life. |
Using the above framework, the attached Wellness Strategy & Roadmap details a non-exhaustive list of current programs the College provides and identifies further actions, and their associated costs where applicable to create more support for mental health and wellness; crisis response; course accessibility, design and delivery; employee extended health benefits; social and physical activities; and offerings in the spiritual dimension.
Our À¦°óSM values of “students first,†“respect,†and “relationships†were woven into our engagement process and are in turn reflected in this strategy. Concerted effort was made to gain student and employee input through surveys, focus groups, and committee work with the intent to not only understand what an optimal wellness related working and learning environment looks like, but also to communicate our dedication to informed change and progress. An authentic process requires both genuine openness to understanding and genuine representation in outcome, that latter of which constitutes this strategy.
This strategy supports the fulfillment of the responsibilities and commitments made in the Inspire Strategic Plan in that it aims to build resiliency, contribute to sustainability, provide equitable access, support efficiency and effectiveness and, as already mentioned, attend to reconciliation. It does this by working toward:
- equal access to health and wellness resources regardless of personal background or circumstance.
- timely and easy access to resources creating greater capacity to contribute to a more productive learning and working environment.
- reduced stigma associated with mental health issues through awareness training.
- improved emotional intelligence through self-awareness, empathy, and self-regulation; and,
- better resources to cope with the stressors and challenges allowing greater focus on studies, work and personal lives.
All dimensions within the holistic wellness framework are important and the College has made great effort to ensure there are services and supports for all areas. What the Wellness Strategy sets out to do is focus on additional health and wellness offerings that are most important to students and employees thus ensuring alignment to the Inspire Strategic Plan in providing compassionate, empathetic, and care for the holistic well-being of students and employees.
Our core commitment to students and employees is to be supportive of their overall well-being by providing a variety of health and wellness services, and to continue to measure the success of our wellness initiatives. Success can be measured in several ways. It can be measured against goal attainment, but also against sector standards such as The National Standard for Psychological Health and Safety for both the workplace and post-secondary students. These standards, which account for the multi-dimensional nature of wellness, have been developed with input from and widely adopted and endorsed by post-secondary institutions from across Canada. So not only are we committed to broadening our support for students and employees, but we are also committed to evaluating the success and effectiveness of this work. Where and when we can give back to the sector, we will, sharing our successes and failures to assist other post-secondary institutions who might be on similar journeys.
We would like to acknowledge and thank the many students and employees that provided input that shaped the proposed OC Wellness Strategy.
WELLNESS DIMENSION | |||||
|---|---|---|---|---|---|
Physical | Mental and emotional | Intellectual and occupational | Social and spiritual | Financial | |
| CURRENT OFFERINGS | Health & Wellness website Campus Security website Manulife Extended Health Benefits (eligible employees) Fitness Facilities*/*** Ergonomics program Perkopolis | À¦°óSMwood Health provides our Employee Family Assistance Program Manulife Health Benefits Working Minds (official roll-out 2023) | Professional Development and Tuition Waiver (per collective agreement) Career Fund (per collective agreement) OC learning opportunities Employee Excellence Awards Leaves / exchanges (per agreement) | Annual Employee Excellence Awards Internal Volunteer opportunities (i.e., convocations, expos, fairs, etc.) OC Events Foundational events (i.e., giving Tuesday, charity golf, etc.) | Manulife, and À¦°óSMwood Health supports Family Awards Tuition Waivers Pension Plan Retirement Allowance (per agreement) Supplemental Employment Benefit (SEB per agreement) Perkopolis |
| EMPLOYEE INPUT | Enhancements to health benefits and additional physical fitness options. | Additional support to manage mental health and wellbeing. | Additional support for learning, development, and career growth. | More collaboration, communication and cultural awareness among team members, and opportunities to connect and socialize. | Financial support in response to increase standard of living. |
| 2023/24 ACTIONS | Benefit Enhancements through Collective Bargaining Form a joint student and employee committee focused on À¦°óSM being a ‘smoke-free’ campus by Sept 2025. Wellness Fair * | Benefit Enhancements through Collective Bargaining Working Minds Program rollout Wellness Fair * | OC Competency Framework rollout Performance Partnership Program rollout Wellness Fair * | In partnership with EDISJ working group, promote awareness around spiritual events and/or holidays. Establish 2 events / activities per year Wellness Fair * | Benefit Enhancements through Collective Bargaining Wellness Fair * |
| 2024/25 ACTIONS | Host 2 events per annum focused on physical fitness and health. OC Wellness Centre (in progress) Start implementing awareness and smoking cessation information. Promote and education a safe workplace and complaint procedures Wellness Fair cont. | Implement any identified supports specific for Indigenous employees. Working Minds Program cont. Emergency Mental Health Fund (new) Wellness Fair cont. | Leadership Development Framework and Program (based on OC Competencies) Learning & Development framework and offerings (based on OC Competencies) Career development workshops Implement any identified supports specific for Indigenous employees. Wellness Fair cont. | In partnership with EDISJ working group, promote awareness around spiritual events and/or holidays. Look at 2 events / activities per year. Formalize OC employee social committee and host social events. Ensure events include all campuses. Implement any identified supports specific for Indigenous employees. Wellness Fair cont. | Benefit Enhancements cont. Provide financial literacy learning options. Wellness Fair cont. |
| 2025/26 ACTIONS | OC Wellness Centre Host 2 events per annum focused on physical fitness and health. College becomes a smoke-free campus by September 2025. | Working Minds Program cont. Emergency Mental Health Fund (ongoing) | OC Succession Planning Framework rollout Leadership and employee learning and development offerings (Based on OC Competencies) Career development workshops | In partnership with EDISJ working group, promote awareness around spiritual events and/or holidays. Look at 2 events / activities per year. Find new Spiritual Multi-faith space or alternative options. Organize social committee events | Benefit Enhancements cont. Provide financial literacy learning options cont. |
| 2027/28 ACTIONS | OC Wellness Centre (ongoing) Host 2 events per annum focused on physical fitness and health cont. | Working Minds Program cont. Emergency Mental Health Fund cont. | OC Succession Planning Framework cont. Leadership and employee learning and development offerings cont. Career development workshops | In partnership with EDISJ working group, promote awareness around spiritual events and/or holidays. Look at 2 events / activities per year. Organize social events cont. | Benefit Enhancements cont. Financial literacy cont. |
| MEASURING SUCCESS | OC is ‘Smoke-Free’ by 2025 Increase in healthcare benefit utilization. Increase in engagement in Employee Experience Survey Increase in program participation Meet Occupational Health and Safety Standards | Increase in healthcare benefit utilization Increase in employee engagement Increase in program participation | Increase in engagement in Employee Experience Survey Good participation in programs and events | Increase in engagement in Employee Experience Survey Good participation in programs and events | Increase in engagement in Employee Experience Survey |
*Kelowna Campus Only
**Vernon Campus Only
***Penticton Campus Only
WELLNESS DIMENSION | |||||
|---|---|---|---|---|---|
Physical | Mental and emotional | Intellectual and occupational | Social and spiritual | Financial | |
| CURRENT OFFERINGS | Health & Wellness website (accessible information and offerings) Campus Security website (i.e., Walk Safe program. Student feedback is to have more posters around campus for awareness) Sexual Violence Awareness website (complain process, online training, assistance) Telus health MyCare (online) HealthLink BC (info available on website) Peer Support Group Extended Health Coverage Fitness Facility*/**/*** Outdoor adventure program. OC Events The Pantry Kelowna* (Note: demand is high so now strict usage 3 items per week) Yoga*/*** Fitness classes* Low-cost cooking and fitness courses Student events*/**/*** | Counselling Services (10 / 5 max per semester. Grow@OC, and workshops) Telus Health MyCare (online) Youth Space (onsite/online crisis support) Crisis / Suicide hotline and support OC Events (no designated owner) PocketWell App (free app for tracking mental health) Peer Support Group Hear to Talk OC policies on Harassment, and Complaints | Panel Talk (no specific owner) OC Events (no specific owner) On-campus clubs and events Education Advisors Success Centres Academic Strategies Student, Graduate and Co-op Employment Centre Business and Career Expos OC Events, and Panel Talk (no specific owner) Peer Support Group Counselling Services Kelowna Testing Centre* | Recreation & Student Life website (lots of student events. Mostly in Kelowna and Penticton) Panel Talk (no specific owner) On-campus clubs (i.e., Enactus) Outdoor adventure program. Martial Art studio (off campus offering) On-campus activities (Skills BC, Skills Canada, Robotics, short story competitions, etc.) Cultural Liaison (i.e., International Students) OC Events (i.e., celebrate Diwali / Festival of Lights) Spiritual Multi-faith space or alternative options* The Gathering Place* Panel Talk (some sessions have supported this topic) | Financial Aids & Awards Apprenticeship Completion Grants Student Loans OC Events (i.e., RBC financial literacy) Student Housing, Pods, Skaha Place, À¦°óSMstay program) Extended Health & Dental Second Chance Donations Student Discounts (i.e., bus, memberships, etc.) Student Services Emergency Fund Little Scholars Daycare (discount rates*) The Pantry (restricted to 3 items per week due to high demand) |
| STUDENT INPUT | Additional support for physical health. | Additional support to manage mental health and wellbeing. | Additional support for growth and learning. | Additional opportunities to connect and expand Indigenous and EDISJ awareness. | Financial support in response to increase standard of living. |
| 2023/24 ACTIONS | Form a joint student and employee committee focused on À¦°óSM being a ‘smoke-free’ campus by Sept 2024 In partnership with Indigenous Services, identify supports for Indigenous employees | Talk Campus (for students) Additional posters around campus on harassment, assaults awareness and reporting In partnership with Indigenous Services, identify supports for Indigenous employees | Task force to develop UDL and Assessment framework for consideration. In partnership with Indigenous Services, identify supports for Indigenous employees | In partnership with EDISJ working group, promote awareness around spiritual events and/or holidays. Look at 2 events / activities per year. In partnership with Indigenous Services, identify supports for Indigenous employees | |
| 2024/25 ACTIONS | Provide support to the Wellness Centre initiative upon approval. Extend hours of onsite fitness centres Start implementing awareness and smoking cessation information. Explore fitness membership discounts for students.
| Additional Counselling FTE. Implement any identified supports specific for Indigenous employees.
| Ensure at least 1 OC event / panel Talk per year is centered on expanding student’s creative thinking and learning. Implement any identified supports specific for Indigenous employees.
| In partnership with EDISJ working group, promote awareness around spiritual events and/or holidays. Look at 2 events / activities per year. Expand social events to include other campuses. Implement any identified supports specific for Indigenous employees.
| Provide local foodbank information for each region. Look at getting a sponsor to donate to the Pantry and expand food bank offerings for other OC campuses. 0.50 FTE combined with Employee 0.50 FTE request to lead and manage OC Wellness strategy. |
| 2025/26 ACTIONS | Provide support to the Wellness Centre initiative upon approval, cont. College becomes a smoke-free campus by September 2025. | Additional Counselling Funds for Emergencies. Implement any identified supports specific for Indigenous employees cont.
| Implement any identified supports specific for Indigenous employees cont.
| Implement any identified supports specific for Indigenous employees cont.
| Create promotion materials, revise wellness website, campaign / wellness fair, etc. OC Serves Up: look at reintroducing by way of finding a new sponsor |
| MEASURING SUCCESS | Meet Occupational Health & Safety Standards OC to become a ‘Smoke-Free’ Campus by September 2025 Increased positive responses in Student Survey Increase in program participation | Increase in healthcare benefit utilization. Increased positive responses in Student Survey | Increased positive responses in Student Survey Increased participation in programs and events | Increased positive responses in Student Survey Increased participation in programs and events | Increased positive responses in Student Survey
|
*Kelowna Campus Only
**Vernon Campus Only
***Penticton Campus Only
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