Associate Director, Equity, Diversity and Inclusion
Key decision makers in the same organization
Organization Signals
Public Activity & Signals
Board meetings, strategic plans, and buyer signals from Mary Kline’s organization
Jun 23, 2026·StrategicPlan
Board
Okanagan College Strategic Risk Reserve Policy
The Strategic Risk Reserve Policy for Okanagan College aims to strengthen long-term financial resilience by establishing a structured framework. It is designed to support institutional sustainability, mitigate strategic and operational risks, and enable measured investment in institutional priorities during periods of volatility or disruption. Key objectives include protecting financial sustainability, providing flexibility for emerging opportunities, ensuring institutional continuity during disruptions, and aligning financial planning with enterprise risk management principles.
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Okanagan College Board Of Governors Open Session Meeting Agenda
The agenda for this Open Session Meeting focuses on several key items, including the approval of the meeting agenda itself and the consent agenda. Items for approval within the consent agenda include the Minutes from the December 9, 2025 meeting, the Record of Decision regarding amended tuition for Sustainable Construction Management Programs, and the renewal of Terms of Reference for the Executive Committee and the Campus Planning Committee. The Board is also set to address motions directing the College to collect student society fees for 2026-27 on behalf of the Vernon Students' Association Okanagan College and the Okanagan College Students' Union. Reports include updates from the Chair, President's Report which covers strategic highlights such as provincial budget reactions, federal advocacy, the KF Aerospace partnership, and a transformational gift establishing the Hall School of Business and Entrepreneurship. Operational highlights include the financial position (projected Q3 deficit), staffing updates, and capital project progress on the Centre for Food, Wine and Tourism, Don Folk Family Recreation and Wellness Centre, and Penticton Student Housing. Further reports cover Finance, Audit, and Risk (including the 2026-27 Integrated Resource Plan and Risk Register Summary), Human Resources & Compensation (Code of Conduct Policy), and Governance Committee items. Finally, Education Council will present recommendations on new courses, new programs (including degrees and micro-credentials), and program revisions.
Mar 6, 2026·StrategicPlan
Board
Inclusive Community Plan
This plan outlines commitments to equity, inclusivity, and accessibility, guided by the organization's vision and mission, with a strong focus on strengthening its role as a leader in equity, diversity, inclusion, and social justice (EDISJ). The plan is structured around four Inclusive Community Pillars: 'We Gather: Community and Culture,' 'We Grow: Learning and Teaching,' 'We Hold: Shared Accountability,' and 'We Share: Knowledge in Action.' Key objectives include fostering a learning environment that values respect and EDISJ, increasing equitable participation of all diversity groups, and ensuring inclusive and equitable access by removing systemic barriers to post-secondary education for marginalized populations, ultimately building vibrant, strong, and diverse communities.
Feb 24, 2026·StrategicPlan
Board
Okanagan College Vision
This document outlines Okanagan College's vision for elevating entrepreneurship education and fostering a world-class entrepreneurship ecosystem. Driven by a significant investment from the Hall Family Foundation, the plan focuses on four key areas: experiential learning through curriculum development, attracting expertise with Entrepreneurs-in-Residence, developing dedicated environments like the Hall Entrepreneurship Incubator and Maker Spaces, and providing finance through micro funds and seed capital. The initiative aims to empower youth, equip students with essential skills, support local entrepreneurs, provide innovators with prototyping access, and enable venture growth, ultimately leading to increased participation in entrepreneurship, enhanced entrepreneurial attitudes, and improved business growth rates within the region and British Columbia.
Extracted from official board minutes, strategic plans, and video transcripts.
