Director General Abraham Jolly responds to the Calls to Action generated at the school board's 2016 Regional General Assembly.

1. June 5, 2018

2. Our Vision and Plan for Success

4. June 4, 2018
OPERATIONAL RESPONSES
15 Calls to Action
Regional General Assembly 2016

5. Strategic Action Plan
We call upon CTA, Elders Council,
Social Development departments, in
partnership with the CSB, and youth
and local councils to:
• Deliver a land-based cultural
program;
• Develop a working group to develop
and deliver the program;
• To negotiate to have goose
break/moose break and other
cultural experiences, integrated into
the current Cree culture program.
Key Initiatives
1.4 - Develop pathways, programs and
partnerships that reflect the needs of all
students.
2.3 - Create opportunities for meaningful
dialogue and involvement with the
community.
4.1 - Design a framework to effectively
support the student experience through the
CSB.
1

6. Strategic Action Plan
We call upon the CSB to develop a
curriculum which enables language
acquisition through more hands-on,
land-based activities – with a
stronger focus on oral language
skills.
Key Initiatives
1.2 - Actively motivate and engage students
in their learning.
1.4 - Develop pathways, programs and
partnerships that reflect the needs of all
students.
1.5 - Become an effective, learning-centered
organization.
3.3 Effectively attract and hire qualified,
competent and engaged candidates in all
areas of the organization.
2

7. An education system
with our cultural
heritage at its core

8. Strategic Action Plan
We call upon the CSB in
collaboration with the community
to develop a work-oriented
program for students with academic
difficulties.
1.4 - Develop pathways,
programs and partnerships
that reflect the needs of all
students.
2.6 - Establish and nurture
mutually beneficial
relationships with employers,
industry and community
groups.
3

9. Strategic Action Plan
We call upon the CSB in
collaboration with the community
to develop and implement a Cree
history program that includes Elders
as a key resource.
1.5 - Become an effective,
learning-centered
organization.
2.3 - Establish and
nurture mutually
beneficial relationships
with employers, industry
and community groups.
4

10. Cree History
Courses

11. Strategic Action Plan
We call upon the CSB in
collaboration with the community
to promote/develop a student
exchange program and inter-
community sports program.
Key Initiative 1.2 -
Actively motivate and
engage students in their
learning.
Key Initiative 1.4 -
Develop pathways,
programs and
partnerships that reflect
the needs of all students.
5

12. Strategic Action Plan
We call upon the CSB in
collaboration with entities, parents,
students, and Elders to commit to
monthly/bi-monthly meetings to
discuss/resolve issues in order to
encourage attendance,
achievement, and improve
graduation rates.
Key Initiative 1.1 - Determine the
student population, profiles, and
needs for 2016-2021.
Key Initiative 1.5 - Become an
effective, learning-centered
organization.
Key Initiative 2.3 - Create
opportunities for meaningful
dialogue and involvement with
the community.
Key Initiative 4.5 - Enhance the
effectiveness of meetings.
6

13. Strategic Action Plan
We call upon the Cree Nation
Government in collaboration with
the Cree School Board and other
Cree Nation entities to develop
programs and services to assist
students in adapting to new training
and/or educational settings.
Examples: mentoring programs,
school and work-life balance and
orientation programs, and financial
literacy.
1.4 - Develop pathways, programs and
partnerships that reflect the needs of all
students.
2.3 - Create opportunities for meaningful
dialogue and involvement with the
community.
2.5 - Enhance visibility and awareness of
Sabtuan Adult Education Services and Post-
Secondary Student Services, and access to
their programs and partnerships.
4.1 - Design a framework to effectively
support the student experience through the
CSB.
4.4 - Effectively communicate with internal
and external audiences
7

14. Better support for
adapting to life’s
transitions

15. Strategic Action Plan
We call upon the Cree Nation
Government in collaboration with
the CHB/CSB/CNACA/CTA/
Niskamoon/CYNC, Nishiyuu Council
of Elders, CWEIA and local
departments to commit the CSB
and MEES to conduct a feasibility
study for establishing a Cree CEGEP
or University in the territory.
1.1 - Determine the student
population, profiles, and needs
for 2016-2021.
4.1 - Design a framework to
effectively support the student
experience through the CSB.
4.2 - Optimize data management
and recordkeeping.
4.4 - Effectively communicate
with internal and external
audiences.
8

16. Strategic Action Plan
We call upon the Cree Nation
Government with federal,
provincial, and local governments to
provide funding to build houses for
student graduates wishing to work
in their communities.
1.1 - Determine the student
population, profiles, and needs
for 2016-2021.
2.5 - Enhance visibility and
awareness of Sabtuan Adult
Education Services and Post-
Secondary Student Services, and
access to their programs and
partnerships.
4.2 - Optimize data management
and recordkeeping.
4.4 - Effectively communicate
with internal and external
audiences.
9

17. Strategic Action Plan
We call upon local governments to
support student graduates who
wish to start their own businesses
by providing funding support as a
means of creating new
employment.
2.3 - Create opportunities for
meaningful dialogue and
involvement with the
community.
2.5 - Enhance visibility and
awareness of Sabtuan Adult
Education Services and Post-
Secondary Student Services,
and access to their programs
and partnerships.
2.6 - Establish and nurture
mutually beneficial
relationships with employers,
industry and community
groups. 10

18. Strategic Action Plan
We call upon the CSB, PSSS, and
SAES to promote and use better
data tracking methods to link
graduates with employers in the
communities.
2.3 - Create opportunities for
meaningful dialogue and
involvement with the
community.
4.2 - Optimize data
management and
recordkeeping.
4.4 - Effectively communicate
with internal and external
audiences.
11

19. Strategic Action Plan
We call upon the CSB, PSSS, and
SAES to support the development of
students’ self-esteem, self-reliance,
and capacity to prepare them for
student realities and this through
the establishment of preparatory,
orientation, and work and life skills
training programs offered in the
community.
1.1 - Determine the student
population, profiles, and needs
for 2016-2021.
1.2 - Actively motivate and
engage students in their
learning.
1.4 - Develop pathways,
programs and partnerships that
reflect the needs of all students.
2.1 - Define the value of the
student learning experience at
the CSB.
2.6 - Establish and nurture
mutually beneficial relationships
with employers, industry and
community.
12

20. Preparatory,
orientation, and
work and life skills
training programs
offered in the
community.

21. Strategic Action Plan
We call upon the CSB and SAES to
perform and analyze adult
education services and
develop/implement action plans for
students to obtain jobs in relation
to community needs.
1.1. - Determine the student population,
profiles, and needs for 2016-2021.
1.4 - Develop pathways, programs and
partnerships that reflect the needs of all
students
2.6 - Establish and nurture mutually
beneficial relationships with employers,
industry and community groups.
2.7 - Clarify and align mandates between
the CSB and external education providers
to avoid overlap and duplication.
4.1 - Design a framework to effectively
support the student experience through
the CSB.
4.2 - Optimize data management and
recordkeeping. 13

22. Strategic Action Plan
We call upon the CSB in
collaboration with the Council of
Commissioners to support the
community in establishing their
local adult education committees
and to provide for their funding.
2.6 - Establish and
nurture mutually
beneficial relationships
with employers, industry
and community groups.
4.4 - Effectively
communicate with
internal and external
audiences.
14

23. Strategic Action Plan
We call upon the CSB in
collaboration with major employers
to provide access to better job
opportunities.
2.6 - Establish and
nurture mutually
beneficial relationships
with employers, industry
and community groups.
15

24. Cree Education
System
…where students of
all ages can learn
the skills they need
for the modern work
force while ensuring
the survival of our
culture, our
language and our
values.

25. Kathleen J. Wootton
Chairperson - CSB
418-923-2764
kwootton@cscree.qc.ca
Questions?
CSB Commissioners
Regional General Assembly
418-923-2764
www.cscree.qc.ca
Meegwetch. Thank you. Merci.