Overview: a governance crisis at First Nations University
A three‑month Deloitte Legal investigation, commissioned by the First Nations University of Canada board in 2023, found substantial evidence of troubling leadership conduct by then‑president Jacqueline Ottmann. The 200‑plus‑page report concluded that she created an in‑group circle around her office, undermining accountability and fostering a culture sometimes described as empire building. In addition to leadership style concerns, the inquiry substantiated multiple breaches of financial controls and conflicts of interest tied to nepotism.
Key findings: empire building, nepotism, and control failures
The Deloitte assessment described a divided workplace where a circle of favored individuals could influence decisions while others were sidelined. The investigators substantiated nine nepotism allegations, including hiring relatives without declared conflicts of interest and bypassing standard hiring policies to staff key roles. One notable example involved the appointment of a close associate to a senior role with terms not aligned to the university’s typical practices, raising questions about transparency and governance.
Financial controls also came under scrutiny. The report highlights inconsistent expense reporting, including duplicate claims and an unusual reimbursement issue that Ottmann later repaid. In 2022–23 she exceeded the approved annual budget by more than $200,000, largely due to new hires and late board approval for spending. The governance implications of these actions suggest a leadership approach that often sought decisions as fait accompli rather than through formal board oversight.
Impact on governance and accountability
Crucially, the Deloitte team questioned Ottmann’s understanding of the responsibilities of the presidency within the university’s governance framework, noting a lack of candor and insufficient awareness of the role’s oversight duties. The investigation recommended that the board temporarily take over the university’s operations to address ongoing performance concerns and implement course corrections.
The whistleblower case: retaliation concerns and a firing’s chilling effect
While Deloitte prepared its report in mid‑2023, Ottmann terminated Jason Wong, the university’s vice president of finance and administration, a move that was later described in a confidential Deloitte draft as potentially retaliatory. A separate confidential assessment concluded the firing likely breached several university policies and could chill other staff from pursuing good‑faith complaints. CBC later obtained the main report and the Wong‑firing assessment, though Ottmann did not respond to requests for comment.
Board dynamics: support for the president amid controversy
Despite the findings, a majority of the FNUniv board, composed mainly of Saskatchewan First Nations chiefs, publicly stood by Ottmann. Board chair Sherry Saevil said after reviewing the reports that the board had complete confidence in the president and would continue to monitor leadership and priorities. In contrast, Allan Adam, the board’s vice‑chair at the time, argued Ottmann should be dismissed, warning that the university risks returning to a pattern of political interference. The ensuing internal tensions led to leadership changes among board members, with Adam and another key figure resigning in 2024 and new voices joining the panel—demonstrating the volatile governance environment at FNUniv.
The governance debate extends beyond the campus. The FNUniv case is set against Saskatchewan’s history of political involvement in board appointments and the broader FSIN governance framework. The Act Respecting the First Nations University of Canada has evolved over the years, with periods of intense political influence giving way to reforms aimed at insulating academic leadership from political fits. Critics like faculty and student advocates worry that history may be repeating itself amid ongoing governance debates and funding considerations from federal and provincial levels.
What comes next for FNUniv?
The Deloitte findings emphasize the need for stronger governance, clearer conflict‑of‑interest policies, and robust financial controls. The current board has signaled confidence in Ottmann, but the leadership team’s credibility and the university’s ability to attract funding and students will hinge on substantive reforms and transparent decision‑making. As governance debates unfold, FNUniv faces pressures to demonstrate accountability and stability while preserving its mission as Canada’s only First Nations owned nationally mandated university with campuses across the province.
Why this matters
The FNUniv case underscores how leadership culture, governance mechanisms, and accountability processes directly affect Indigenous education in Canada. The outcome will influence not only funding and policy decisions but also the university’s ability to foster trust among students, communities, and partners across Saskatchewan and beyond.
