Skip to main content

ᐋ ᐐᔨᐱᐦᑎᑭᓂᐎᒡ ᑖᓐ ᒑ ᐃᐦᑎᓈᓂᐎᒡ

2021-2026 Strategic Action Plan

Continuing Our Journey Towards Student Success

The ᐋ ᐐᔨᐱᐦᑎᑭᓂᐎᒡ ᑖᓐ ᒑ ᐃᐦᑎᓈᓂᐎᒡ (SAP) is the roadmap to achieving
our Mission and Vision, our unwavering commitment to our people.


Our Organizational Values set our expectations of each other.

Message from the Chairperson

Dr. Sarah Pashagumskum

When the ᐄᔨᔨᐤ ᒋᔅᑯᑎᒫᒑᐧᐃᓐ was created through the James Bay and Northern Quebec Agreement (JBNQA), it held a strong promise: an education system for our people, created by our people, that reflected who we are and where we were going as ᐄᔨᔨᐅᒡ.

To fulfill that promise, it is critical that we strengthen the CSB’s relationship with our language, culture, and people. Although much progress has been made in areas such as student engagement, ᐄᔨᔨᐤ-centric programming, and teacher training, we know there is more work to be done. This Strategic Action Plan (SAP) illustrates that the ᐄᔨᔨᐤ ᒋᔅᑯᑎᒫᒑᐧᐃᓐ is growing in a way that honours the promise of the JBNQA, and that it is committed to remaining accountable and responsive to our people.


Message from the
Director General

Caroline Mark

The ᐄᔨᔨᐤ ᒋᔅᑯᑎᒫᒑᐧᐃᓐ has a unique and important mission: To provide for life-long learning while instilling the ᐄᔨᔨᐤ ᒌᐦᑳᔮᐱᒧᐧᐋᐧᐃᓐ in partnership with our communities to allow each student to attain the qualifications and competencies to become a successful contributor to the ᐄᔨᔨᐤ ᐃᔨᑎᔅᑳᓈᓱᐧᐃᓐ and society at large.

To fulfill our mission, I believe that we must work together, deepen our connection to our ᐄᔨᔨᐅᔨᒧᐧᐃᓐ and ᐃᔨᐦᑎᐧᐃᓐ, and passionately pursue student success. The ᐄᔨᔨᐤ ᒋᔅᑯᑎᒫᒑᐧᐃᓐ ᐋ ᐐᐱᔨᐦᑖᑭᓂᐎᒡ ᑖᓐ ᒑᐦ ᐄᔑ ᐋᐱᑎᔒᔥᑎᑭᓂᐧᐃᒡ Cree School Board 2021-2026 Strategic Action Plan (SAP) is a true reflection of how we can achieve this. Built with teamwork, iiyiyiu cultural values, and student-centred thinking, I am honoured to present it to you. We, at the ᐄᔨᔨᐤ ᒋᔅᑯᑎᒫᒑᐧᐃᓐ, are all proud of the way we built this plan and are excited by the priorities we will be focusing on moving forward. you. We, at the CSB, are all proud of the way we built this plan and are excited by the priorities we will be focusing on moving forward.

Development Process

The Strategic Action Plan was developed using a classic planning model:

  1. Determining the starting position;
  2. Establishing the strategy (key objectives and initiatives)
  3. Building a detailed plan and tactics.

We used the analogy of preparing for a traditional hunt:

  1. Assessing the current environment and surroundings (ie. wind, temperature, etc.);
  2. Strategizing where you want to go on the trap line;
  3. Coming up with the plan for the hunt.

The Plan

In addition to developing the actual 2021-2026 Strategic Action Plan, the senior management team seized this unique opportunity to impact the organization with three objectives.

  1. To build an effective plan that would set the course for who the ᐄᔨᔨᐤ ᒋᔅᑯᑎᒫᒑᐧᐃᓐ wants to be as an organization, focusing on impact not just activities;

  2. To build organizational capacity and professional development around strategic planning, project planning and using data effectively;

  3. To build internal and external engagement by adopting an organization-wide, consultative approach with employees, communities and other key stakeholders.


The SAP is built around three priority areas to achieve our ultimate goal of student success. Each area is expressed as a theme, with a title, explanation, and definition of success. With this clear vision of the future, our attention turned to establishing the key initiatives necessary to achieve it.

Shared
Key Initiatives and Tactics

  • Staffing. Recruiting, particularly prioritizing hiring ᐄᔨᔨᐤ beneficiaries, strengthening onboarding and community integration and employee retention.

  • Digital Strategy. Establish Digital Transformation Strategy for administration and student services.

  • Facilities Maintenance. Improve and maintain facilities (including housing) to provide safe, appropriate, and enjoyable environments.

  • Partnerships. Strengthen local and regional partnerships to build cooperation on key issues particularly ᐄᔨᔨᐅᐃᔨᐦᑎᐧᐃᓐ, attendance, bullying, and wellness.

  • Governance. Develop and enhance frameworks and tools: Education Act, JBNQA, By-Laws, Policies, Council of Commissioners’ Governance Model, and Collective Agreements.

  • Organizational Health & Development.

Theme 1

ᐄᔨᔨᐅᐃᔨᐦᑎᐧᐃᓐ

The ᐄᔨᔨᐤ Way – We put our language, culture, and worldview at the heart of all we do.

Critical Success Factors

  • Have a common vision for ᐄᔨᔨᐤ education and training (all sectors) and for who we are as a ᐄᔨᔨᐤ organization. 

  • Create our own frameworks and models for use within the ᐄᔨᔨᐤ ᒋᔅᑯᑎᒫᒑᐧᐃᓐ.

  • Enhance and promote the use of ᐄᔨᔨᐅᔨᒧᐧᐃᓐ, ᐃᔨᐦᑎᐧᐃᓐ and ᒌᐦᑳᔮᐱᒧᐧᐋᐧᐃᓐ .

  • Offer specialized language and cultural expertise, knowledge, support, and resources to ᐄᔨᔨᐤ ᒋᔅᑯᑎᒫᒑᐧᐃᓐ employees for initiatives and projects.

  • Have a core of qualified staff with language and cultural expertise to act as internal resources.

Key Initiatives and Tactics

  • Establish ᐄᔨᔨᐅᐃᔨᐦᑎᐧᐃᓐ Research & Development department mandate (short, medium, long-term expectations) and organization (structure and staffing); Staff key positions necessary to develop the vision and plan of action for ᐄᔨᔨᐤ Education (Youth and SAES).

  • Create and implement framework (guiding principles, process and staffing resources) to provide ᐄᔨᔨᐅᔨᒧᐧᐃᓐ and ᐃᔨᐦᑎᐧᐃᓐ resources support to ᐄᔨᔨᐤ ᒋᔅᑯᑎᒫᒑᐧᐃᓐ staff.

  • Determine and implement mech- anisms to share ᐄᔨᔨᐅᔨᒧᐧᐃᓐ and ᐃᔨᐦᑎᐧᐃᓐ resource materials across CSB.

Key Performance Indicators

  • Percentage of students who value ᐄᔨᔨᐅᔨᒧᐧᐃᓐ, ᐃᔨᐦᑎᐧᐃᓐ, and knowledge (Youth).

  • Percentage of teachers qualified with ᐄᔨᔨᐅᔨᒧᐧᐃᓐ, and ᐃᔨᐦᑎᐧᐃᓐ expertise.

  • Percentage of staff understand the vision.

  • Percentage of PSSS and SAES students satisfied with ᐄᔨᔨᐅᔨᒧᐧᐃᓐ, and ᐃᔨᐦᑎᐧᐃᓐ opportunities.

Theme 2

Student Experience

Our students have a positive journey, feel motivated, proud and are engaged in their learning and school life.

Critical Success Factors

  • Use holistic student approach to engage all aspects of the learner (emotional, mental, physical, and spiritual).

  • Recognize and celebrate student successes.
  • Ensure parents and families can actively engage in the education of their children and participate in school life.
  • Increase the participation and presence of elders in our schools and student life.
  • Create or strengthen consistent local and regional partnerships in order to access resources and support for student programs and services.
  • Create and promote extra-curricular activities and sports.

  • Attract and retain qualified, competent, and engaged employees.

Key Initiatives and Tactics

  • Define the desired ᐄᔨᔨᐤ ᒋᔅᑯᑎᒫᒑᐧᐃᓐ student experience and align the services and resources to support students within and across sectors.

  • Provide resources and services to support students in developing their socio-emotional skills (including self-regulation, crisis management, etc.)

  • Equip families and caregivers with the skills and confidence to support their students and engage with confidence in school life.

Key Performance Indicators

  • Student retention rate (All sectors).
  • Student attendance rate (Youth).
  • Student engagement (All sectors).
  • ᐄᔨᔨᐤ ᒋᔅᑯᑎᒫᒑᐧᐃᓐ teacher retention rate.

Theme 3

Educational Success

We offer solid, culturally relevant academic pathways, curriculum and learning materials that enable students to achieve their academic goals.


Critical Success Factors

  • Offer solid academic learning pathways and curriculum that are culturally relevant and based on the learning abilities, interests, and affinities of students.

  • Provide a comprehensive educa- tional approach that combines a range of academics (i.e., special education) and life skills.

  • Improve the provision of appro- priate resources and materials for effective teaching and learning.

  • Ensure healthy, sustainable, and engaging facilities.

  • Attract and retain qualified, com- petent, and engaged teachers and frontline workers.

Key Initiatives and Tactics

  • Differentiate pathways and access to programs across all sectors.

  • Continue to enhance academic, language and the cultural rele- vance of curriculum and learning materials, balancing the ᓂᔑᔨᔨᐤ (ᐄᔨᔨᐤ) and ᒫᓂᑖᐤ (western) approaches.

  • Establish and implement Digital Learning Strategy for teaching and learning.

Key Performance Indicators

  • Graduation rates (Youth and SAES (vocational)).

  • Student success rates (All sectors).

  • Percentage of students reading at grade level (Youth).

  • Percentage of students passing ᐄᔨᔨᐤ ᒋᔅᑯᑎᒫᒑᐧᐃᓐ and MEQ exams (Youth).

  • Percentage of qualified teachers.

  • Active Individual Education Plans (IEPs).

  • Special Education pathways and programs offered in all communities.