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Institutional Readiness Assessment (Five Pillars of Indigenous Systems Thinking)
Rate each statement on a scale of 1–5 (1 = Strongly Disagree, 5 = Strongly Agree
Pillar 1: Relational Accountability
Our institution’s decision-making processes are grounded in mutual responsibility and shared power rather than top-down control.
Our institution’s decision-making processes are grounded in mutual responsibility and shared power rather than top-down control.
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We have ongoing, consent-based relationships with Indigenous communities that influence our policies and programs.
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We have ongoing, consent-based relationships with Indigenous communities that influence our policies and programs.
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Leaders and staff are evaluated on their ability to uphold relational commitments, not just operational outputs.
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Leaders and staff are evaluated on their ability to uphold relational commitments, not just operational outputs.
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Our governance and program design integrate multiple departments/sectors rather than operating in silos.
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Our governance and program design integrate multiple departments/sectors rather than operating in silos.
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We actively map and maintain connections between our work and community systems (health, education, environment, justice).
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We actively map and maintain connections between our work and community systems (health, education, environment, justice).
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Pillar 2: Interdependence
Our success metrics include systemic ripple effects, not just internal performance indicators.
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Our success metrics include systemic ripple effects, not just internal performance indicators.
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When designing or evaluating programs, do we actively map how decisions in one area (e.g., funding, staffing, data policy) create effects in other areas, communities, or ecosystems?
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When designing or evaluating programs, do we actively map how decisions in one area (e.g., funding, staffing, data policy) create effects in other areas, communities, or ecosystems?
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Are there formal mechanisms (e.g., cross-department councils, community review processes, relational impact assessments) that ensure accountability across silos, so no decision is made in isolation?
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Are there formal mechanisms (e.g., cross-department councils, community review processes, relational impact assessments) that ensure accountability across silos, so no decision is made in isolation?
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Our systems acknowledge interdependence and account for the impacts of one area of work on another.
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Our systems acknowledge interdependence and account for the impacts of one area of work on another.
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Do we partner with external communities, governments, or ecosystems in a way that recognizes mutual impact and shared responsibility, rather than treating engagement as optional or symbolic?
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Do we partner with external communities, governments, or ecosystems in a way that recognizes mutual impact and shared responsibility, rather than treating engagement as optional or symbolic?
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Pillar 3: Long-View Thinking
Our planning cycles consider seven generations ahead, not just annual or short-term targets.
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Our planning cycles consider seven generations ahead, not just annual or short-term targets.
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We preserve and reference historical memory in decision-making to avoid repeating harmful patterns.
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We preserve and reference historical memory in decision-making to avoid repeating harmful patterns.
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Our budget and program design prioritize future well-being over immediate gain.
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Our budget and program design prioritize future well-being over immediate gain.
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Our evaluation processes measure continuity and resilience over time, not just immediate outputs or efficiency.
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Our evaluation processes measure continuity and resilience over time, not just immediate outputs or efficiency.
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We have mechanisms (e.g., scenario planning, intergenerational councils, climate or cultural foresight models) to prepare for long-term disruptions and ensure adaptability across generations.
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We have mechanisms (e.g., scenario planning, intergenerational councils, climate or cultural foresight models) to prepare for long-term disruptions and ensure adaptability across generations.
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Pillar 4: Sovereignty as Structure
Indigenous governance principles are formally embedded in our bylaws, policies, and procedures.
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Indigenous governance principles are formally embedded in our bylaws, policies, and procedures.
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We have clear boundaries on what is and is not within our jurisdiction, and respect the jurisdiction of others.
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We have clear boundaries on what is and is not within our jurisdiction, and respect the jurisdiction of others.
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Our decision-making processes require consent from those with rightful authority, rather than relying solely on external approval or compliance frameworks.
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Our decision-making processes require consent from those with rightful authority, rather than relying solely on external approval or compliance frameworks.
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Authority is distributed through protocols of kinship and responsibility, not concentrated only in formal titles or roles.
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Authority is distributed through protocols of kinship and responsibility, not concentrated only in formal titles or roles.
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Our systems are designed to return benefits and accountability to the community that grants authority, ensuring sovereignty is practiced, not just acknowledged.
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Our systems are designed to return benefits and accountability to the community that grants authority, ensuring sovereignty is practiced, not just acknowledged.
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Pillar 5: Sovereignty as Structure
Our systems are designed to repair historical and ongoing harms, not just deliver services or outputs.
We measure success in terms of community well-being, belonging, and cultural continuity — not only efficiency or growth metrics.
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We measure success in terms of community well-being, belonging, and cultural continuity — not only efficiency or growth metrics.
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Programs and policies are co-created with community members who carry lived experience of harm and healing.
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Programs and policies are co-created with community members who carry lived experience of harm and healing.
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Our organizational culture makes space for grief, ceremony, and collective care as part of ongoing work.
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Our organizational culture makes space for grief, ceremony, and collective care as part of ongoing work.
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We have clear processes for accountability and repair when harm is caused by our actions or policies.
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We have clear processes for accountability and repair when harm is caused by our actions or policies.
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