An intensive three-month probe into over two dozen accusations against the head of First Nations University of Canada, initiated by the university’s board in 2023, ended with a harsh evaluation of her behavior. Deloitte Legal, an affiliate of the university’s former accounting firm Deloitte LLP, prepared a 200-plus page report detailing the findings. The report revealed that President Jacqueline Ottmann established a “circle of favoritism” within her office, favoring certain individuals while excluding others, a behavior described as “empire building.”
The investigation uncovered that Ottmann breached financial regulations, neglected oversight protocols, and engaged in multiple instances of nepotism. The report also highlighted the dismissal of the university’s VP of finance and administration, Jason Wong, by Ottmann, which was found to violate university policies and potentially be retaliatory.
While most of the allegations against Ottmann were substantiated, the majority of the board members, consisting of First Nations chiefs, opted to support her, despite some, like Vice-Chair Allan Adam, voting for her termination. Concerns were raised about the potential recurrence of political interference at First Nations University, with Adam expressing apprehension about the university’s future direction.
Deloitte’s investigation pointed out instances of “empire building” and nepotism by Ottmann, including the hiring of relatives without disclosing conflicts of interest. The report highlighted Ottmann’s lack of transparency regarding nepotism allegations, eroding trust in her leadership. Additionally, it was noted that Ottmann made decisions without proper board approval, such as appointing a Vice President without a competitive process and offering an inflated salary package.
Furthermore, the report outlined Ottmann’s disregard for financial controls, including exceeding the budget and submitting inconsistent expense reports. Deloitte raised concerns about Ottmann’s leadership style, questioning her understanding of governance principles and decision-making processes.
Although Deloitte did not recommend specific disciplinary actions, they suggested that the board should take over the university’s operations to address Ottmann’s performance issues. Despite calls for Ottmann’s dismissal by some board members, the majority, mainly comprised of newly appointed First Nations chiefs, stood by her. This division within the board led to the resignations of dissenting members, including Allan Adam and Richard Boudreault.
The history of political interference at the university was also revisited, with concerns raised about the potential negative impact on its governance. The institution’s governance structure, initially reformed to minimize political influence, faced new challenges as Ottmann’s leadership came under scrutiny.
In conclusion, the ongoing controversy surrounding Ottmann’s leadership has sparked debates about the university’s future trajectory and the need for transparent and accountable governance practices.