Overview of the Deloitte investigation
In 2023, the board of First Nations University of Canada commissioned Deloitte Legal to examine more than two dozen allegations against the universitys president, Jacqueline Ottmann. The final report, a lengthy document of more than 200 pages, concluded that Ottmann created a circle of favor around and inside her office. This in group extended to individuals she favored and excluded others from influence, a pattern the investigators described as empire building that erodes trust and accountability in governance.
Key findings: nepotism, policy breaches, and governance concerns
The Deloitte assessment substantiated nine allegations of nepotism, including hiring relatives and close associates without proper disclosure. The report notes Ottmann hired a first cousin and a distant cousin to roles within the university and brought on a longtime associate as a senior administrator after bypassing an open job competition. The salary for the new VP of university relations exceeded the approved range, and a payout clause offered to that administrator was described as not commercially reasonable. These moves occurred without prior board approval and required later confirmation from the board, undermining established hiring policies.
Beyond personnel, the investigators found multiple instances where financial controls were not followed. Expense reports contained inconsistencies described as errors, including a duplicate claim and a personal reimbursement deposited by Ottmann that was intended for the university. In 2022-23, overall expenses exceeded the budget by more than $200,000, partially due to a newly created research position. The report concluded that this decision making was generally presented as a fait accompli rather than a consultative process, signaling a governance style that sidelined stakeholders and risked accountability.
The whistleblower firing and a chilling effect
While Deloitte was concluding its work in mid-2023, Ottmann dismissed Jason Wong, the universitys vice-president of finance and administration and a key whistleblower in the investigation. A separate confidential Deloitte assessment indicated that the firing was at least partly retaliatory and could discourage other employees from raising concerns in good faith. The finding underscored fears that leadership actions were deterring internal accountability and weakening protections for staff members who speak up.
Board response and internal tensions
CBC obtained the main Deloitte report and the file on Wongs dismissal this summer. Ottmann did not respond when CBC sought comment. Allan Adam, then the board vice-chair, said he believed Ottmann should be fired, citing serious governance failures. But the majority of First Nations chiefs on the board supported Ottmann, creating a sharply divided, politicized leadership body. Adam warned that the universitys history of political interference could resurface if governance practices did not improve.
Conflicting statements from leadership and changes in governance
Sherry Saevil, the board chair at the time, stated that after a rigorous review the board had complete confidence in Ottmann and would continue to monitor leadership and priorities. She declined to discuss confidential content from the reports. A changing board membership, including new Saskatchewan First Nations chiefs, appeared to tilt the balance toward retaining Ottmann with conditions. In mid-2024, both Adam and another former board member resigned amid ongoing governance tensions, leaving questions about the boards independence and the institutions political pressures.
Context: governance, history, and what’s next
First Nations University, founded in 1976 as Saskatchewan Indian Federated College and renamed in 2003, has long faced governance challenges tied to political interference. The FSIN governed governance rules until 2022 when the board became a mix of elected leaders and non-elected members. Critics warn that the legacy of political involvement remains a risk for FNUnivs independence and stability. Federal and provincial funding continues to support the institution, but accountability and transparency reforms are expected to be part of any funding discussions as the university confronts a turbulent leadership period.
What happens next
Notably, Deloitte recommended that the board assume day-to-day operation of the university until leadership issues are addressed and corrective actions implemented. The future of FNUniv depends on governance reforms and a credible plan to restore trust among students, staff, and funding partners. As the institution navigates this watershed moment, scholars and communities will be watching closely to see whether FNUniv can preserve its distinctive status as Canada’s only First Nations owned nationally mandated university while reinforcing governance that withstands political pressures.
