FNuniv Strategic Plan Document

FNUniv Strategic Plan 2019 — 2024

FNUniv Strategic Plan 2019 — 2024

1

FNUniv Strategic Plan 2019 — 2024

Table of Contents

3

First Nations University of Canada: About Us

4

Letter from the President

5

Introduction to the Strategic Plan

6-7

Strategic Priorities

8 -9

Environmental Context

10 11

Mission Statement

12

FNuniv Values

13

FNuniv Principles and Values

14 - 15

2

Vision Statement

Strategic Processes

16

Process 1: Teaching & Learning

17

Process 2: Retention

18

Process 3: Collaboration

19

Process 4: Communication

20 - 21

Phase I Strategic Planning Process

22 - 23

Phase II Strategic Planning Implementation

FNUniv Strategic Plan 2019 — 2024

First Nations University of Canada: About Us… t

In May 1976, the Federation of Saskatchewan Indian Nations entered into a federation agreement with the University of Regina, to establish the Saskatchewan Indian Federated College (SIFC). The Agreement provided for an independently administered university-college, the mission of which is to serve the academic, cultural and spiritual needs of First Nations’ students.

t

On June 21, 2003, the Saskatchewan Indian Federated College officially changed its name to the First Nations University of Canada (FNUniv).

t

When SIFC first opened its doors in the fall of 1976, it had nine students and offered the following programs; Indian Studies, Indian Languages, Indian Teacher Education, Social Work, Fine Arts (Indian Art, Indian Art History) and Social Sciences.

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Since then, enrolment has steadily grown, and the FNUniv now maintains an average annual enrollment of over 3000. In addition, over 30,000 learners have made FNUniv part of their educational journey.

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The university offers programs and services on three campuses: Regina, Saskatoon and Prince Albert (Northern Campus).

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FNUniv offers undergraduate degrees, diplomas and certificates in Business, Indigenous Education, Indigenous Social Work, Indigenous Health, Science, Indigenous Languages, Linguistics, Arts and Fine Arts and a Master of Indigenous Social Work and a Master of Indigenous Education.

INDG 290: Buffalo and the People of the Plains

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FNUniv Strategic Plan 2019 — 2024

Letter from the President FNUnivStrategic Plan 2019 — 20243The purpose of strategic planning is to provide a clear understanding of the direction and purpose of the represented organization. The objective of planning is often focused on creating collective organization wide actions in pursuit of a stated direction. These elements of planning are articulated within this document. One additional element of this plan is the expression of the unique institutional identity of the First Nations University of Canada. The Board of Governors has identified two strategic priorities for the institution to focus on: students and the unique Indigenous identity of the FNUniv. This direction can be found throughout this strategic plan. For example, we have incorporated elements of our Indigenous worldview into the fundamental aspects of strategic planning in order to build a plan that is based on a foundation of Indigenous worldview.

These elements are further explained in the relevant sections of the plan. The process used to develop this plan is very different than the process used to develop the 2013 – 2018 Lighting the Path institutional plan. The reason for a change in process is because of the direction received from the Board of Governors -- that students must be a strategic priority and the importance of our unique Indigenous identity. Therefore, we ensured a consultative process with students and involved them through participation on the strategic plan development committee. In addition to the planning process, we recently engaged in two extensive, three campus-wide consultations that resulted in important feedback from our faculty and staff. FNUniv’s planning process will address the desired changes that were expressed in these consultations. The First Nations University of Canada has undergone many changes over the past several years. The impetus for the changes 4

that have occurred within the institution are driven by both internal and external forces. For example, the implementation of “Indigenization” plans and policies at many Canadian universities could be very beneficial to Indigenous students in those institutions. However, there may be several negative impacts to the FNUniv that should be considered.

For example, the competitive environment for Indigenous students has certainly intensified in Saskatchewan. Additionally, the competition for qualified Indigenous faculty will also be more difficult for all smaller universities like the FNUniv.

Nevertheless, the FNUniv has a very distinctive advantage over all other Canadian universities that are members of Universities Canada; we are the only Indigenous owned post-secondary institution in the country. The Board of Governors directed we take action and highlight this unique Indigenous identity and strengthen all areas of our institution in ways that are consistent with our cultural heritage.

The federal government’s changes to policy and legislation are creating new opportunities for First Nations to begin the processes to rebuild communities, strengthen governance capacity and enhance language revitalization initiatives.

In addition, Indigenous youth are completing secondary education in increasing numbers and, more and more, they are entering post-secondary institutions directly from high school. The strategic direction outlined in this five-year institutional plan will allow the First Nations University of Canada to be the preferred institution for all students, Indigenous and non-Indigenous, with an interest in assuming leadership roles in all areas of this changing Canadian society.

Dr. Mark Dockstator President, First Nations University of Canada

FNUniv Strategic Plan 2019 — 2024

Introduction to the Strategic Plan The purpose of strategic planning is to provide a clear understanding of the direction and purpose of the organizations represented. The objective of planning is often focused on creating collective organization wide action in pursuit of a stated direction. These are certainly elements of the plan articulated within this document. One additional element of this plan is the expression of the unique institutional identity of the First Nations University of Canada. The Board of Governors has identified two strategic priorities for the institution for the focus on, the priorities are, students and the unique Indigenous identity of the FNUniv.

This direction can be found throughout this strategic plan. For example, we have incorporated elements of our Indigenous worldview into the fundamental aspects of strategic planning in order to build a plan that is based on a foundation of Indigenous worldview. These elements are further explained in the relevant sections of the plan.

by both internal and external forces. For example, the implementation of “Indigenization” plans and policies at many Canadian universities could be very beneficial to Indigenous students in the longterm. However, there may be a number of negative impacts to the FNUniv that had to be considered.

For example, the competitive environment for Indigenous students in Saskatchewan has certainly intensified. Additionally, the competition for qualified Indigenous faculty will also be more difficult for all smaller universities like the FNUniv.

However, the FNUniv has a very distinctive advantage over all other Canadian universities, we are the only Indigenous owned and the only truly Indigenous post-secondary institution in the country. It is therefore imperative we highlight this unique Indigenous identity and strengthen all areas of our institution in ways that are consistent with our cultural heritage. The Board of Governors have directed action to be taken in this regard.

This plan has been developed with a very different process that was utilized in the 2013 – 2018 Lighting the Path institutional plan for two primary reasons. The first involved the direction from the Board of Governors concerning students as a strategic priority, we therefore ensured a consultative process with students and involved them on the development committee. Secondly, we recently engaged in two extensive, three campus wide, consultations that resulted in important feedback from our faculty and staff. The end result of this planning process has potential to create desired changes that were expressed in these consultations.

The federal government changes to policy and legislation have opened up new opportunities for First Nations to begin the processes to rebuild communities, strengthen governance capacity and enhance language revitalization initiatives.

Additionally, Indigenous youth are completing secondary education in increasing numbers and, more and more, they are entering post-secondary institutions directly from high school. The broad direction set in this five-year strategic plan will allow the First Nations University of Canada to be the preferred institution for all students, Indigenous and non-Indigenous, with an interest in assuming leadership roles in all areas of this changing Canadian society.

The First Nations University of Canada has been undergoing many changes over the last several years. The impetus for the changes that have occurred within the institution have been driven

Dr. Bob Kayseas Vice-President Academic

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FNUniv Strategic Plan 2019 — 2024

Strategic Priorities Students are central to the mission of the First Nations University of Canada. This is true today as it was when the institution first opened as the Saskatchewan Indian Federated College in 1976. The pursuit of high-quality post-secondary education within an institution that reflects the goals, values and beliefs of Indigenous peoples is enhanced by the fact that the First Nations University of Canada is owned by First Nations. The intersection of students pursuing post-secondary education and the heritage, culture and knowledge systems of Indigenous peoples is what the Board of Governors identified to be the strategic priorities for the next five years.

Students

FNUniv Unique Indigenous Identity

FNUniv Unique Indigenous Identity

Strategic Priorities

Students

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FNUniv Strategic Plan 2019 — 2024

Strategic planning is primarily concerned with providing direction. The direction that is outlined in this strategic plan recognizes the change that is occurring, today, in Canada and the world. Technology is changing the nature of work in many industries. For example, teachers are increasingly adopting technology in their classrooms to improve and enhance learning. The shifts that are occurring today require a new set of skills to effectively participate in the workforce.

Changes are also occurring within the Canadian Indigenous population that are already impacting the university. Higher education attainment is changing the nature of our student body. Mature students made up the majority of new registrants in years past. Today, new registrant’s include an almost identical level of mature students and direct from high school entrants.

Institutional funding is today and always has been an area of concern. Funding for Canadian universities has changed over the years and that reality is something First Nations University of Canada must continue to manage. Fiscal pressures will continue in the next five years, inflationary increases will require close management and investments will be needed to maintain and develop campuses that will meet the needs of students, faculty and staff into the future.

The First Nations University of Canada has an important role in creating future leaders that will contribute to all areas of Canadian society. The focus on students will allow for a focus on ensuring important supports are available, and the delivery of high-quality teaching experiences, within a culturally supportive environment, will lead to transformative outcomes for all students that attend the university.

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FNUniv Strategic Plan 2019 — 2024

Environmental Context t

Indigenization: reconciliation efforts by universities that range from inclusion to decolonization. Is it, “window dressing” or “substantive change” (Gaudry and Lorenz, 2018). Indigenizing universities are hiring Indigenous scholars and Elders, incorporating Indigenous ceremony into their systems, “indigenizing” curriculum, and attracting Indigenous students.

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Strengthening of Indigenous populations, higher education attainment and increasing income levels.

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Current federal government’s agenda creates opportunity for Indigenous people.

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Ongoing racist sentiment.

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Ongoing disparity between Indigenous and non-Indigenous Canadian’s in respect to health, child welfare, employment.

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Truth and Reconciliation Calls To Action: “As commissioners, we have described for you a mountain,” Sinclair said. “We have shown you the path to the top. We call upon you to do the climbing” (Senator Murray Sinclair). The 94 TRC Calls to Action have many implications for Indigenous and non-Indigenous Canadians, politically, economically, legally and socially.

Indigenization

78%

55% increase

of

universities

promote intercultural engagement through cultural activities, events, talking circles and cultural competency or reconciliation training.

in indigenous academic programs that include an indigenous focus or are designed for indigenous students.

Source: Universities Canada survey, 2017.

Student Registration

2018 Program Enrollments

High School Students

Social Work Science

Continuing Post Secondary Mature Students

2%

New FNUniv Registrants 41%

400

Health

Business Admin

Arts/Languages

Science

Education 28%

3% 6%

300 200 100 0

8

2014

2015

2016

2017

2018

18%

2%

FNUniv Strategic Plan 2019 — 2024

Environmental Context Strengths t t t t t t

Weaknesses

t

Unique, First Nation owned First Nation Culture Primarily Indigenous student body % Indigenous Faculty Financial health Loyalty to FNUniv

t t t t t

s h gt

t Reputation has improved

St re n

es ss ne

St re n

We ak

We ak

es ss ne

iv Un ue us FN iq no Un ige tity d n In Ide

iv Un ue us FN iq no Un ge tity di n In Ide

hs t g

Resources and capacity at PA and Saskatoon campuses Distance tech for teaching Faculty spread across a broad range of programs Financial dependency on gov’t Public image still needs work Many people believe FNUniv is only for Indigenous students

SWOT SWOT

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tie

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Opp

Opp

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t Strengthening of Indigenous populations, higher education attainment, increasing income levels t Should be easier to improve processes and work flow between different units t Current Federal government’s agenda t International students – increase revenues

ea

tie

Threats

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Opportunities

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Recruitment efforts of larger universities

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Indigenization Federal and provincial government funding support

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FNUniv Strategic Plan 2019 — 2024

Vision Statement

Indigenous people view the world through lenses of interconnectedness and interrelationships of all life.

We view all of Creator’s gifts as being equal and interdependent. We rely on plants, animals, birds, fish, land, rocks for life – and each of these is imbued with spirit. All of these are equal and interdependent, part of the great whole. We view the world with the acknowledgement and awareness of our impact on all life, with the understanding that we live in cycles, of seasons, phases of the moon, animal migrations, etc.

We sought to incorporate this element of Indigenous worldview into the FNUniv strategic plan by: Viewing the “Vision” of the institution as a process rather than a destination point. We seek to have ongoing transformative impact through education based on a foundation of Indigenous Knowledge.

We have also included four (4) strategic processes instead of goals. These strategic processes are iterative rather than linear. The idea is that we will add something of value, some modification to each process, with each repetition of measurement, review and reconfiguration.

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The First Nations University of Canada is a First Nations owned postsecondary institution that aspires to have transformative impact by bridging our ceremonies, knowledge keepers, languages, and traditions with the delivery of high-quality education that wil lead to the pride and success of all students, First Nations communities, and Canada.

Im pa

Ongoing Process of...

FNUniv Strategic Plan 2019 — 2024

Mission Statement

The mission of the First Nations University of Canada is to enhance the quality of life, and to preserve, protect and interpret the history, language, culture and artistic heritage of First Nations.

The First Nations University of Canada will acquire and expand its base of knowledge and understanding in the best interests of First Nations and for the benefit of society by providing opportunities of quality bi-lingual and bicultural education under the mandate and control of the First Nations of Saskatchewan.

The First Nations University of Canada is a First Nations’ controlled university-college which provides educational opportunities to both First Nations and non-First Nations university students selected from a provincial, national and international base.

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FNUniv Strategic Plan 2019 — 2024

FNuniv Values

Core values shape the FNUniv organizational culture by reflecting what the institution values.

Core values form the foundation on which we perform our daily work by articulating how we should always conduct ourselves.

Core values suggest; t How must we behave? t How do we want to treat others? t How do we want to be treated?

FNUniv Unique Indigenous Identity

Core wisdom respect

generosity honesty bravery

caring

Values Co m

12

humility

m u nity

ing & Lea rn ach i Te n g

& lture Langua u C ge

Students

Students

FNUniv Strategic Plan 2019 — 2024

FNUniv Principles and Values

As First Nations, we treasure our collective values of wisdom, respect, humility, generosity, honesty, bravery and caring. They have preserved and passed down our traditions through countless generations.

The Elders teach us to respect the beliefs and values of all nations. Under the Treaties, our leaders bade us to work in cooperation and equal partnership with other nations.

The First Nations University of Canada provides an opportunity for students of all nations to learn in an environment of First Nations cultures and values. The university is a special place of learning where we recognize the spiritual power of knowledge and where knowledge is respected and promoted.

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FNUniv Strategic Plan 2019 — 2024

Strategic Processes Goals within strategic planning are often communicated as destination points. Often, the language and wording used express a perspective of achievement through the processes of action towards future and static states. We do not make an argument against the veracity of that perspective. Rather, the perspective expressed in this plan is a reflection of the changes occurring regarding Indigenous rights and how Indigenous knowledge can now take its rightful place in the institutions created by and for Indigenous peoples. This is simply an expression of the unique Indigenous identity of the First Nations University of Canada.

Nature and our place within were created with an understanding that all things, humans, animals, birds, insects, plants, land, are Creators beings, we are related, and we all need one another. This perspective encompasses all of nature and all of mankind. Actions taken by one person can have significant impacts on many. However, our collective work today, with the students of today can be evaluated, measured and revised so as to create positive impacts on tomorrows students. The cycles of life exist within our institution, with new semesters, new students, new graduates, always.

This forms the foundation of the perspective that this strategic plan was built on, and it will form the basis of the implementation plan.

Four (4) strategic processes will be used as guides. These strategic processes are iterative rather than linear.

The idea is that we will add something of value, some modification to each process, with each repetition of measurement, review and reconfiguration.

These four processes, Teaching & Learning, Retention, Communications and Collaboration are all focussed on the short and long-term outcomes of students.

The final two pages of this plan are comprised of visuals of the Phase I Strategic Planning Process – with this document its outcome, and Phase II Strategic Planning Implementation. The phase two, implementation, will begin once the plan is approved by the First Nations University of Canada Board of Governors.

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FNUniv Strategic Plan 2019 — 2024

Strategic Processes Teaching & Learning

Retention

t Effective Academic Practice (student) t Effective program administration t Research & Scholarship

ing n r a e L &

Intervention

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ing arn e L

Re te

Desired Desired Outcomes Outcomes

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b

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t Internal networks t Stakeholders t FN Communities

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Communications t Partnerships

Student Support

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Co m

Co m ca

Attendance & course success

ion nt

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&

Social integration

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Tea ch in g

t Effective pedagogical practices

t t t t

ns

b a l Internal l engagement o C Stakeholder relations

Collaboration

t t t t

Marketing Student recruitment

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FNUniv Strategic Plan 2019 — 2024

Process 1: Teaching & Learning

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Desired Desired Outcomes Outcomes

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Primary Drivers:

Re te

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iv Un ue us FN iq no Un ige tity d n In Ide

Tea ch in g

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b a Indicators ll of success: o t C Numbers of faculty led core courses

t Effective program administration

t Faculty and sessional evaluations

t Research & Scholarship

t Numbers of publications

t Effective pedagogical practices

t Research grants, numbers of grants and awarded funds t Professional development workshops t Community outreach initiatives

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FNUniv Strategic Plan 2019 — 2024

Process 2: Retention

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Attendance & course success Student Support

g rnin a Le

Desired Desired Outcomes Outcomes

ca

Social integration

Intervention

&

Re te

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Tea ch in g

&

ca

Primary Drivers:

t t t t

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Tea ch in g

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b a l success: Indicatorslof Copersistence rates t Increase t t t t

Increase graduation rates Decrease in Academic Action Increase student participation rates Increase student satisfaction

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FNUniv Strategic Plan 2019 — 2024

Process 3: Collaboration

FN Communities

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Desired Desired Outcomes Outcomes

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&

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Primary Drivers:

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b a Indicators ll of success: o C t Community-based programs student success rates

t t t t t

Collaborative research and teaching Number of academic agreements Increase in scholarships and sponsorship Partner financial contributions XXX U of R

FNUniv Strategic Plan 2019 — 2024

Process 4: Communications

&

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Desired Desired Outcomes Outcomes

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Co m

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Tea ch in g

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b a l success: Indicatorslof Coof recruitment events t Number

t Stakeholder relations

t Employee engagement and satisfaction

t Marketing

t Website redesign and utilization rates

t Student recruitment

t Public perception t Alumni engagement t Post-secondary coordinators engagement

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FNUniv Strategic Plan 2019 — 2024

Phase I Strategic Planning Process Mandate: Develop and Implement a high level 2019-2024 strategic plan Planning Outputs

Outcomes

Initiation

Execut

Planning Strategic Direction

Exit

Faculty & Staff Consultation Meeting Feb 2017

Strategic Processes

2013-2018 Lighting the 2019-2024 Path New Strategic Direction

Entry

Faculty & Staff Engagement Sessions High School/PostSecondary Student Engagement Sessions

Students Unique Identity

Board of Governor’s Approval

Community Post-Sec Coordinators Consultation

Value: prepare for new direction and ensure all stakeholders are consulted.

Strateg Plannin Commit

Presiden Approv

Value: ensure all options, objective outcom

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Vision Mission Strateg Measure

FNUniv Strategic Plan 2019 — 2024

Responsive

Quality

Accountable

te

n n gic es

gic ng ttee

Implementation Strategic Direction The Path Forward

Evaluation

Senior Management

Primary Drivers

Measures

Strategic Direction

Academic Council & Staff Review

Directors/Academics

Secondary Drivers

Measures

Director/Acad.

Outcomes

Strategic Direction

Employee

nt’s val

Activities

es, and strategies are in line with mes.

Senior Management Outcomes

Measures

Employee Outcomes

Value: ensure continuous evaluation to achieve expected outcomes for long-term impacts.

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FNUniv Strategic Plan 2019 — 2024

Phase II Strategic Planning Implementation Mandate: focus on providing opportunities and supports for students Planning Outputs

Planning

Outcomes

Ou

Strategic Direction The Path Forward

Engagement with Faculty & Staff

Setting the Direction Desired Outcome Expectations

Strategic Issues

High priority root issues

Strategic Processes Root causes

Timelines Annual reviews

Senior Management

Execut

Execute work, tim plans, a mana

Primary Drivers Directors/Academics

Secondary Drivers

Planning for Success: Providing clear team accountability through work plans.

201

Stra

D Ou

Employee/Sessionals

Activities

Evaluta

t Co im

t Tra

Responsive: Meet the needs of students, communities, faculty and staff

Quality: Build confidence

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FNUniv Strategic Plan 2019 — 2024

Responsive

Quality Accountable

utputs

ting Tools

Meeting the Direction

the required meline, work and quality agement.

Achieving Desired Outcome

Measures

Reporting Tools:

19 - 2024

ategic Plan

t Measures for outcomes

Desired utcomes

t Status report

Teaching & Learning

Senior Management Outcomes

Retention

Director/Acad.

Outcomes

Collaboration

Measures

t Change management

Measures

ation Tools:

Outcomes

Employee Outcomes

Students Long-term Strategic Impacts

Communications

Continuous mprovement

ansition Plan

in programs and services.

Accountability: achieve expected outcomes and be transparent.

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