june 9, 2005 - woodstock first web viewthe word maliseet is a mi’kmaq word meaning...

Woodstock First Nation

Strategic Plan

2013 - 2018

Prepared for: Woodstock First Nation

3 Wulastook CourtWoodstock First Nation, NB E7M 4K6

Tel: (506) 328-3303

March 31, 2013


Strategic Plan

Table of Contents

Executive Summary..............................................................................11. Background.......................................................................................22. Purpose.............................................................................................23. Current Context................................................................................3

3.1 Location..........................................................................................................................33.1 Culture............................................................................................................................33.2 Population......................................................................................................................63.2 Leadership.....................................................................................................................7

4. Administration and Management...................................................84.1 Organizational Chart..................................................................................................84.2 Role of the Chief and Council...............................................................................104.3 Role of the Band Manager.....................................................................................104.4 Program Areas...........................................................................................................10

5. SWOT Analysis..............................................................................116. Our Vision for the Future..............................................................12

6.1 Values/Philosophy.....................................................................................................137. Goals, Objectives, and Action Plans...........................................13

7.1 Governance.................................................................................................................147.2 Administration............................................................................................................167.3 Business Continuity..................................................................................................187.4 Economic Development..........................................................................................197.5 Improved Infrastructure.........................................................................................207.6 Housing and Land Management..........................................................................217.7 Health............................................................................................................................22

7.8 Elders............................................................................................................................ 237.9 Children and Youth...................................................................................................247.10 Education and Training.........................................................................................267.11 Language and Culture...........................................................................................277.12 Employment............................................................................................................. 287.13 Safety and Security................................................................................................297.14 Environment.............................................................................................................30

8. Action Summary............................................................................311. Governance...................................................................................................................322. Administration..............................................................................................................333. Business Continuity....................................................................................................354. Economic Development............................................................................................355. Improved Infrastructure...........................................................................................366. Housing and Land Management............................................................................367. Health..............................................................................................................................378. Elders.............................................................................................................................. 379. Children and Youth.....................................................................................................38

10. Next Steps...................................................................................4210.1 Policy Approval........................................................................................................4210.2 Workplanning...........................................................................................................4310.3 Monitoring and Evaluation...................................................................................43

11. Implementation and Next Steps................................................44


Strategic Plan

Executive Summary

Strategic Plan – Woodstock First Nation – March 31, 2013 1


Strategic Plan

1. Background

The Woodstock First Nation strategic plan will guide the Chief and Council moving forward for the next 5 years. This strategic plan lays out a vision and mission for our community and the objectives that we will purse as we reach that vision.

This plan is the culmination of several meetings with Chief and Council. Chief and Council has reviewed, provided input, and endorsed this plan (insert BCR).

2. Purpose

This strategic plan is a management tool that will help the leadership and administration at Woodstock First Nation fulfill the community’s goals and achieve the community’s vision for the future. It will be used to determine priorities, shape policy, and allocate human and financial resources. In the end, this strategic plan will help Chief and Council (and subsequently the program managers and staff) ensure that the community vision and priorities remain central to all activities. It will also guide the leadership and administration, as well as the community in general, in working together towards a common goal.

This strategic plan has been developed as a 5-year plan. The aim is to monitor and adjust the plan as need (e.g., annually) so that it remains responsive and revisit and renew the plan more comprehensively towards the end of the 5-year period and update it for next subsequent 5-year period. It is also anticipated that an evaluation and review process will be embarked on towards the end of the plan’s 5-year period to assess the how this strategic plan will have been implemented and to re-evaluate strategic objectives going forward.

This strategic plan has not been designed as a detailed analysis of program offerings, future options, or operational plans. Rather, it is a broad framework in which programs and operations fit. It is anticipated that individual program plans will be developed as separate stand-alone documents, which will merge together to reflect the overall vision and goals of the strategic direction that Woodstock First Nation wishes to take.

3. Current Context


3.1 Location

The original location of the Maliseet community currently known as Woodstock First Nation was in Meductic, near the confluence of the Eel River and Saint John River, four miles upriver from present-day Meductic, New Brunswick. However, the Woolastook people were ultimately relocated in May 1851 to their current location along the St. John River, 9 km east of the town of Woodstock and approximately 100 km west of Fredericton. Map #1 below depicts Woodstock First Nation within the province of New Brunswick.

Map #1: Map of New Brunswick, Depicting the Location of Woodstock First Nation 1

Woodstock First Nation consists of 226.1 acres of land. Five additional parcels of land were purchased in 1992 totaling 166.59 acres. In 2003, a submission was made to INAC to add these parcel as reserve lands.

The Brothers No. 8 consists of approximately 9.9 acres. These two small islands in the Kennebecasis Bay two miles north of the city of Saint John. This reserve is shared with all of the Maliseet communities along the Saint John River. All lands are located along the Saint John River.

3.1 Culture

The people of Woodstock First Nation are Maliseet (Wolastoqiyik). Historically, the Maliseet nation was part of the Wabanaki Confederacy. Our traditional territory is along the northern part of the Saint John River Valley and its tributaries, from the mouth of the Tobique River to Fredericton, north toward

1 Woodstock First Nation Community Health Plan, 2004, p. 4.Strategic Plan – Woodstock First Nation – March 31, 2013 3

the St. Lawrence River, and west into what is now known as Maine (Aroostook County).

Wolastoqiyik is the proper name for our people and our language, which stems from the word Wolastoq which is the Maliseet word for the Saint John River, the centre of our territory and our lives. Wolastoq means ‘bright river’ or ‘shining river’. Therefore, Wolastoqiyik means ‘people of the Bright River’. The term Maliseet actually is how the Mi’kmaq described the Wolastoqiyik to the Europeans. The word Maliseet is a Mi’kmaq word meaning ‘broken talkers’ and the Mi’kmaq used that word to describe the Wolastoqiyik because their language, which is closely related to Mi’kmaq, was regarded by the Mi’kmaq as being a ‘broken’ version of the Mi’kmaq language.2

Before Contact, the Maliseet were semi-nomadic. Our ancestors travelled downstream along the rivers in the spring and upstream in the fall. After our downstream migration in the spring, we gathered in larger groups near the ocean, and planted crops, like corn, beans, and squash. After the harvest in the fall, we returned upstream and disbanded into smaller groups to hunt game over the winter season. In the winter, we largely travelled on foot, using snowshoes, and travelled along the rivers in birch bark canoes in the spring and summer. Fishing is also a significant part of heritage and an activity that was undertaken throughout the year. Maliseet people are well known as excellent basket makers. We used local, sustainable materials like brown ash, sweetgrass, and birch trees that are indigenous to this area.3

With the arrival of the Europeans (French), the Maliseet were converted to Christianity. A concerted effort by the government and the church to erode our way of life, our society, and our culture was very destructive. Residential schooling has been devastating and the effects have spanned generations. Much of our language has been lost; there are only about 650 remaining native Maliseet speakers, living on both sides of the border between New Brunswick and Maine. Most native speakers are older and maintaining our language is becoming increasingly difficult, particularly as native speakers are lost.4

Thus, with contact, our culture and our language were forced onto the fringe with devastating cultural, spiritual, and emotional effects. Yet, we have survived. Today, there are approximately 3,000 Maliseet people living in New Brunswick. In Canada, we are dispersed across several First Nations: Madawaska, Tobique, Woodstock, Kingsclear, Saint Mary's, and Oromocto First Nations. We are modern people who are now focusing on re-building and reinvigorating our community with our culture and language in a contemporary

2 Source: http://www.newworldencyclopedia.org/entry/Maliseet (New World Encyclopedia), retried on December 18, 2012.3 Source: http://www.newworldencyclopedia.org/entry/Maliseet (New World Encyclopedia), retried on December 18, 2012.4 Source: http://www.newworldencyclopedia.org/entry/Maliseet (New World Encyclopedia), retried on December 18, 2012.Strategic Plan – Woodstock First Nation – March 31, 2013 4

http://www.newworldencyclopedia.org/entry/Maliseet



sense.5 Indeed, culture has been identified as a priority of this community health plan.

There is an interest to revitalize the Maliseet culture, which has been eroded as a result of colonialism and Contact. To that end, the community is engaging in a number of culturally-based activities. These include:

An annual strawberry girls festival is held. This is a right of passage process where girls ranging from 7-15 years of age meet weekly over the course of the year. During the strawberry fast, the youth learn to identify, gather, prepare, work with and store at least two different plants long used as medicines and learn how to administer them in various ways. Other activities they participate in include Maliseet language instruction, beading, and making medicine pouches. The girls who have begun their moon time refrain from eating all types of berries to during the year. The end of the year is celebrated with a coming out ceremony, held in the summer, to celebrate becoming a woman. At the ceremony, the girls can begin to eat berries again.

Through the family support program, the community is now undertaking an annual placenta burial and naming ceremony. All the placentas of babies born over the course of the year are stored and on Mother’s Day, a ceremony takes place and the placentas are buried. At the same time, the babies born that year receive spirit names. A sweat is held as well as a community feast.

The family support program offers drum making. The community made a natural birch bark canoe under the direction of

master canoe builder, Steve Cayard. It was a 6-week project in the summer of 2012 was held down by the river. After the canoe was completed a ceremonial launch was held. It will ultimately be put on display at Eagles Nest.

The community dedicated land for cultural activities. The parcel is located down by the St. John river. There is a teepee on site and the site is also the place where the placentas are buried. A memorial rock celebrates the contributions of Woodstock First Nation veterans.

A spirit plate is offered at community feasts. A plate of food is prepared for the spirits before people at the gathering eat. The plate is taken outside and left. It is a way of showing thanks.

Prayers are said before feasts and any community gathering. There is an annual moose hunt and the meat is donated to the elders.

3.2 Population

As of April 2013, the current membership of Woodstock First Nation is 949. 285 people live in Woodstock First Nation. 5 members live on another First Nation while 659 elsewhere, either in other First Nation, off reserve in Canada, or

5 Source: http://www.newworldencyclopedia.org/entry/Maliseet (New World Encyclopedia), retried on December 18, 2012.Strategic Plan – Woodstock First Nation – March 31, 2013 5


outside of Canada. Table XXX below depicts the Woodstock First Nation population by residency and by sex.6

Table XXX: Population of Woodstock First Nation as of April 2013

Age Category

Sex On ReserveOff

Reserve

Male Female Total Own

BandOther Band Total

0-18 107 77 184 72 1 73 11119-35 125 124 249 73 1 74 17536-50 102 112 214 61 1 62 15251-65 61 111 172 39 0 39 13366-110 51 79 130 40 2 42 88Total 446 503 949 285 5 290 659

There is an unusually low number of people living on the First Nation, compared to the total registered population. This is largely because the Woodstock First Nation’s land base is small and there is a housing shortage. As a result, there is a lack of housing and space so a significant number of people are compelled to live in town and off reserve.

English is the predominant language in the community. According to the 2001 Census7, approximately 30 people (20 males and 15 females)8 could speak an Aboriginal language. While a language was not stipulated, one may presume the language being referred to is Maliseet. 8% of these speakers learned Maliseet as their first language (12% of the males and 8% of the females). Only 4% of the speakers speak Maliseet at home (7.7% of the males and 8.3% of the females).9

It should also be noted that population figures increased substantially after April 6, 2010 when the McIvor decision is implemented. Is this okay?

On April 6, 2009, the British Columbia Court of Appeal ruled that section 6 of the Indian Act infringed on the rights of some of the descendants of the women who regained their status under Bill C-31.10 The practical implication of this decision for First Nation communities in New Brunswick is that beginning April 6 Source: http://pse5-esd5.ainc-inac.gc.ca/fnp/Main/Search/FNRegPopulation.aspx?BAND_NUMBER=17&lang=eng, retrieved on December 18, 2012.7 More recent information is not available because Woodstock First Nation did not participate in more recent Censuses. 8 There is a discrepancy in the original source data.9 Source: http://pse5-esd5.ainc-inac.gc.ca/fnp/Main/Search/FNLanguage.aspx?BAND_NUMBER=17&lang=eng, retrieved on September 27, 2012.10 See: http://www.canlii.org/en/bc/bcca/doc/2009/2009bcca153/2009bcca153.html.Strategic Plan – Woodstock First Nation – March 31, 2013 6

http://www.canlii.org/en/bc/bcca/doc/2009/2009bcca153/2009bcca153.html

http://pse5-esd5.ainc-inac.gc.ca/fnp/Main/Search/FNLanguage.aspx?BAND_NUMBER=17&lang=eng

http://pse5-esd5.ainc-inac.gc.ca/fnp/Main/Search/FNLanguage.aspx?BAND_NUMBER=17&lang=eng

http://pse5-esd5.ainc-inac.gc.ca/fnp/Main/Search/FNRegPopulation.aspx?BAND_NUMBER=17&lang=eng

http://pse5-esd5.ainc-inac.gc.ca/fnp/Main/Search/FNRegPopulation.aspx?BAND_NUMBER=17&lang=eng

6, 2010, grandchildren of those women who regained their status under Bill C-31 were now be eligible for membership under section 6 of the Indian Act. The addition of these individuals to membership lists substantially increased the population figures in each of the communities within the catchment area. For example, Woodstock First Nation anticipates that its membership base will eventually increase by XXX% as a result of this ruling.

3.2 Leadership

Tables XXX lists the members of Chief and Council who were in office when the strategic plan was developed and which passed the band council resolution to approve and accept this strategic plan. Need BCR.

Table XXX: Chief and Council of Woodstock First Nation in Office at the Start of the Community Planning

Process(Term: January 16, 2011-January 15, 2013)

Title NameChief Paul (Len) TomahCouncillor Derry FontaineCouncillor Eric PaulCouncillor James PaulCouncillor Timothy PaulCouncillor Sherri BartlettCouncillor Andrea PolchiesCouncillor Patrick Tomah

4. Administration and Management

4.1 Organizational Chart

The following organizational chart depicts the human resources management structure of the Woodstock First Nation.


ChiefI

CouncilI

Controller Portfolios

Band Manager

I

Child Development

Education Capital Health

Human Resource

Fisheries

Economic Developme

nt FinanceCenter Development

Child & Family Tutoring Housing NursingForestr

y Eagles Nest

Band Membershi

pServices Center

Social Assistance

Operations & LPNs

Policing

Maliseet Fuels 1 Recreation

Maintenance

Water/ Wastewate

r NNADAPMaliseet Fuels 2

Maternal Child

Health


4.2 Role of the Chief and Council

The general responsibilities of the Chief and Council include: setting goals for the community, hiring and being guardians of the community’s assets, such as land and community buildings, managing funds properly and in accordance with the Indian Act and First Nation regulations, creating, modifying and implementing governance and operational policies, overseeing the Band Manager, who in turn monitors staff’s performance and make sure programs are operating efficiently, fairly and cost effectively. Decisions of the Chief and Council are made by resolution.

4.3 Role of the Band Manager

The Band Manager is responsible for:

1. Administering to WFN staff in accordance with these operational and staffing policies.

2. Supporting WFN staff in complying with these operational and staffing policies.

3. Managing situations which arise that are not yet covered by these operational and staffing policies in a manner consistent with the principles that guide them.

4. Reviewing the operational and staffing policies annually and drafting amendments andrevisions for approval by Chief and Council.

5. Managing a system that administers job descriptions, performance evaluations, and personnel records.

6. Complying with all applicable provincial and federal employment laws and standards.

4.4 Program Areas

Staff is responsible for the following service program activity categories:

1. Band management2. Capital3. Child Development Centre4. Child and family services5. Economic development (e.g., Maliseet Fuels I and II, Eagles Nest)6. Education7. Finance8. Fisheries9. Forestry10. Health11. Housing12. Human resources development13. Operation and maintenance14. Policing


15. Social development16. Water treatment and management

5. SWOT Analysis

The following SWOT analysis represents an assessment of the strengths, weaknesses, opportunities and threats that Woodstock First Nation faces. Generally speaking, strengths refer to positive factors that are internal to the First Nation. Weaknesses involve negative issues that are internal to the First Nation. Opportunities refer to positive issues or opportunities that may be open to Woodstock First Nation from outside the community. Finally, threats are negative issues, risks, or challenges that the First Nation may face. Together, the SWOT analysis also allows Woodstock First Nation to appraise the status quo so as to determine planning goals and setting developmental priorities.

Strengths of Woodstock First Nation The people A strong community that bands together in times of crisis A dedicated leadership and staff A creative leadership that tries new business ventures Wonderful location along the scenic Saint John River Persistent heritage and people that survive against all odds Near the US border so there is potential access to travellers from the United

States Adjacent to the Town of Woodstock, which is the first town visitors encounter

upon entering Canada from Houlton, Maine Possesses several business ventures to attract people, e.g., VLTs, highway

gas bar Reinvigorating the community with traditional activities, such as the

Strawberry Girls right of passage, placenta burials, traditional baby naming ceremony, etc.

A young population that has the potential for significant capacity

Weaknesses (Challenges) of Woodstock First Nation

Own source revenue does not generate a sufficient amount of funds to be free of government support

Reliant on government funding for basic community operations A lack of financial stability A reliance on program funding that is short term A First Nation government that functions on two year cycles Many challenges face individual community members, including high

unemployment, lower educational and training attainment as compared to the general population, drug, alcohol, and other substance abuse, and a higher than average incidence of mental illnesses

An intergenerational cycle of dependency brought on by colonialism and perpetuated by residential schools and oppressive governmental policies


Uncertainty around dealing with difficult situations among First Nation staff A small land base A lack of fresh water (land is rocky and swampy) Woodstock First Nation is on the opposite side of where the Town of

Woodstock is developing so traffic passing by the community is low A young population that requires resources to support its future directions Capacity is lower than its potential Participation by community membership is low at times Communication is at times not as effective as it could be More reactive than proactive

Opportunities Open to Woodstock First Nation

Businesses are for sale in the Town of Woodstock and the First Nation could grow its business portfolio

There are many companies/industries that are open to partnering with First Nations

The Woodstock population is young as compared to the surrounding non-Aboriginal population

The non-Aboriginal population is aging

Threats Facing Woodstock First Nation

A reluctance by non-Aboriginal governments to recognize our sovereignty A reluctance by the provincial government of New Brunswick to provide

services because of its insistence that jurisdiction for Aboriginal affairs falls solely within the domain of the federal government

Government policy continues to limit Woodstock First Nation Ongoing risk of assimilation Lack of respect for treaty and Aboriginal rights and the treaty relationship Health benefits and other funding is being cut as a result of a weakening

economy Poor housing threatens people’s health, creates an unhealthy living

environment, and lowers people’s sense of worth

6. Our Vision for the Future

Woodstock First Nation’s vision for the future is:

Weci mowi wicohkemtolhtiyekw wellham peskw; kesna psiw k’telnapemnoohk, naka psiw skicinowohkeli welayohtekw (to enable our community members to become self-sufficient in order to create individual, family and community prosperity).

6.1 Values/Philosophy

In fulfilling our vision, our values and philosophy will guide us.Strategic Plan – Woodstock First Nation – March 31, 2013 11

Future generations: We are building our community for children and for our future children and grandchildren. The decisions we make today will be made with them in mind.

A strong community: The community of Woodstock First Nation is more than the sum total of its parts. We are strong, bound by our Maliseet history, Mother Earth and our spiritual beliefs.

A healthy community: Our community continues to grow. Having a safe and healthy community will help set the foundation for future success in all access of life. This includes building a healthy body, a healthy mind, a healthy spirit, and a healthy community.

A healthy environment: A healthy environment and Mother Earth will help ensure it will provide for us for years to come. The direction we take will be founded on sound environmental decision-making.

Respect: We have respect for the land, each other, and others. We will maintain this integrity.

Fairness and equity: We strive for fairness and equitable policies and practices to aim to maximize benefits for all.

A strong, accountable government: A duly elected government that maintains transparency and accountability, including financial accountability, ensures our government is strong and is regarded as such in the community and by other governments.

Treaty: The treaty forms the backbone of our government to government relationship with Canada. We will work continually to ensure that the treaty promises made are fulfilled.

Self-sufficiency: Generating our own revenue will increase community employment, support education and training, and better help to integrate our members and community into the larger regional economy. In turn, we will become increasingly more self-sufficient and will be able to lead our own future.

7. Goals, Objectives, and Action Plans

In order to achieve this vision, Woodstock First Nation has the following goals and strategies.

7.1 Governance

Goal: Our goal is to have an effective government that makes impartial decisions based on transparency, fairness, and equity, where politics are separated from administration.

Strategies:

1. Approve policies that are pending (see section 10.1 below).2. Prepare and publish an annual report.


3. Conduct a needs assessment to determine the needs required to build the effectiveness of Chief and Council.

4. Develop a code of ethics for Chief & Council.5. Develop and implement conflict of interest guidelines for Chief & Council.6. Develop an external communication plan to build communication with

external governments and agencies. This should include identifying key audiences with which to communicate.

7. Develop a process and associated mechanisms for enacting laws, codes, and by-laws that will provide a governing framework for Chief & Council that will be in place from administration to administration.

8. Implement a training and orientation program for Chief & Council at the start of each period of office. This could include training on key topics, such as negotiations, conflict resolution, etc.

9. Develop an internal communication and consultation plan to build communications with the community. Doing so will help ensure that the elected leaders have the support and pass laws that are effective and accepted by the community.

10. Build a better government-to-government relationship with the provincial and federal governments and improve strained relations.

11. Develop a Woodstock First Nation constitution.

Timeline:

Timeline Year 1 Year 2 Year 3 Year 4 Year 5Goal: Our goal is to have an effective government that makes impartial decisions based on transparency, fairness, and equity, where politics are separated from administration.

2013-2014

2014-2015

2015-2016

2016-2017

2017-2018

1. Approve policies that are pending.

X X

2. Prepare and publish an annual report.

X X X X X


X X

4. Develop a code of ethics for Chief & Council.

X

5. Develop and implement conflict of interest guidelines for Chief & Council.

X

6. Develop an external communication plan.

X


Timeline Year 1 Year 2 Year 3 Year 4 Year 5Goal: Our goal is to have an effective government that makes impartial decisions based on transparency, fairness, and equity, where politics are separated from administration.

2013-2014

2014-2015

2015-2016

2016-2017

2017-2018

7. Develop a process and associated mechanisms for enacting laws, codes, and by-laws.

X

8. Implement a training and orientation program for Chief & Council at the start of each period of office.

X

9. Develop an internal communication and consultation plan.

X

10. Build a better government-to-government relationship with the provincial and federal governments.

X


X

7.2 Administration

Goal: Our goal is to administer programs fairly and equitably to all community members. In so doing, we require solid policies to guide all decisions and which are implemented consistently. We also require an independent complaints mechanism to address discontent impartially.

Strategies:

1. Review policies and procedures on a regular basis. This review should include all administrative and financial policies.

2. Develop a system for backing up information and preserving information, particularly in the face of staff departures.

3. Develop a code of ethics for staff and managers.4. Develop and implement conflict of interest guidelines for staff and

managers.5. Schedule quarterly meetings between Chief & Council and managers for

program updates.6. Finalize the policies and procedures that the WFN administration has

drafted to date.


7. Develop policies/framework to guide our approach to each strategy priority outlined in this strategic plan. For example, develop a policy guide to economic development to frame our future economic development activities, and so forth.

8. Develop annual workplans on a program-by-program basis. These workplans should be consistent with the Woodstock First Nation community vision and strategic plan.

9. Develop reporting and briefing templates for all programs to ensure consistency of reporting.

10. Train Chief & Council and the administration regarding the policies and procedures and their enforcement.

11. Add regular director updates on the agenda of Chief & Council meetings. For example, the director of each program should report to the Chief & Council on a monthly basis at regularly scheduled Chief & Council meetings.

12. Examine the range of complaint mechanisms (e.g., ombudsperson, community resolution process, judiciary, etc.) that would be best for Woodstock First Nation.

13. Design and implement an independent complaint mechanism that would be most appropriate for the community.

14. Conduct regular staff performance reviews.15. Hold regular staff meetings. For example, staff of all departments

should have weekly meetings to update each other on their programs and upcoming events (Monday mornings). These meeting times should be set at the same time on a weekly basis.

16. Hold regular managerial meetings. For example, managers should meet on a monthly basis at a set meeting time.

17. Hold regular training sessions and staff development to ensure quality programs and services are delivered and to give staff the opportunity to enhance their skills.

18. Explore the possibility of pursing ISO certification.

Timeline:

Timeline Year 1 Year 2 Year 3 Year 4 Year 5Goal: Our goal is to administer programs fairly and equitably to all community members.

2013-2014

2014-2015

2015-2016

2016-2017

2017-2018

1. Review policies and procedures on a regular basis.

X

2. Develop a system for backing up information and preserving information.

X

3. Develop a code of ethics for staff and managers.

X



2013-2014

2014-2015

2015-2016

2016-2017

2017-2018

4. Develop and implement conflict of interest guidelines for staff and managers.

X

5. Schedule quarterly meetings between Chief & Council and managers for program updates.

X

6. Finalize the policies and procedures that the WFN administration has drafted to date.

X X

7. Develop policies/framework to guide our approach to each strategy priority outlined in this strategic plan.

X

8. Develop annual workplans on a program-by-program basis.

X


X


X

11. Add regular director updates on the agenda of Chief & Council meetings.

X


X



2013-2014

2014-2015

2015-2016

2016-2017

2017-2018


X

14. Conduct regular staff performance reviews.

X

15. Hold regular staff meetings.

X

16. Hold regular managerial meetings.

X

17. Hold regular training sessions and staff development.

X


X

7.3 Business Continuity

Goal: Our goal is to ensure that urgent services are available without interruption to members of Woodstock First Nation in the event of a crisis, disaster or pandemic.

Strategies:

1. Revisit and update the business continuity plan annually.2. Develop working relationships, solidified through memoranda of

understandings/agreements, with other towns (specifically Woodstock), agencies, and organizations to facilitate business continuity in the event of an emergency.

Timeline:

Timeline Year 1 Year 2 Year 3 Year 4 Year 5Goal: Our goal is to ensure that urgent services are available without interruption to members of Woodstock First Nation in the event of a crisis, disaster or pandemic.

2013-2014

2014-2015

2015-2016

2016-2017

2017-2018

1. Revisit and update the business continuity plan annually.

X X X X X


Timeline Year 1 Year 2 Year 3 Year 4 Year 5Goal: Our goal is to ensure that urgent services are available without interruption to members of Woodstock First Nation in the event of a crisis, disaster or pandemic.

2013-2014

2014-2015

2015-2016

2016-2017

2017-2018

2. Develop memoranda of understanding/agreement.

X X X

7.4 Economic Development

Goal: Our goal is to live in a self-sufficient community and generate our own revenue to decrease dependency on government funding. We would like to take advantage of business opportunities and build a strong economy for future generations.

Strategies:

1. Develop an economic development corporation to manage our business ventures and to protect the government of Woodstock First Nation against liability and debt.

2. Provide opportunities for members of Woodstock First Nation who wish to develop an entrepreneurial venture.

3. Explore purchasing additional land to be used for economic development in order to grow Woodstock First Nation’s land base and own source revenue base.

4. Explore partnerships, leasing and business purchases.

Timeline:

Timeline Year 1 Year 2 Year 3 Year 4 Year 5Goal: Our goal is to live in a self-sufficient community and generate our own revenue to decrease dependency on government funding.

2013-2014

2014-2015

2015-2016

2016-2017

2017-2018


X X X X X


Timeline Year 1 Year 2 Year 3 Year 4 Year 5Goal: Our goal is to live in a self-sufficient community and generate our own revenue to decrease dependency on government funding.

2013-2014

2014-2015

2015-2016

2016-2017

2017-2018


X X X X X

5. Explore purchasing additional land to be used for economic development.

X X X X X


X X X X X

7.5 Improved Infrastructure

Goal: Our goal is to ensure that our community has the community infrastructure that is required to ensure residents are safe and healthy. This includes having a safe and secure water supply. There is one road in and out of the First Nation and this road is also the route used by children and youth, Elders, and people on foot. There are no sidewalks and there is considerable traffic.

Strategies:

1. Operationalize the plan to create recreational facilities/a park in the community.

2. Integrate infrastructure improvement with community planning.3. Repave the roads throughout the community.4. Ensure the community has adequate water and waste treatment facilities

and distribution networks. This includes finding alternative sources of water and continuing discussions with the Ton of Woodstock for water and sewer services.

5. Explore options for establishing a cemetery for our community.

Timeline:


Timeline Year 1 Year 2 Year 3 Year 4 Year 5Goal: Our goal is to ensure that our community has the community infrastructure that is required to ensure residents are safe and healthy.

2013-2014

2014-2015

2015-2016

2016-2017

2017-2018


X X

2. Integrate infrastructure improvement with community planning.

X

3. Repave the roads throughout the community.

X X

4. Ensure the community has adequate water and waste treatment facilities and distribution networks.

X


X X

7.6 Housing and Land Management

Goal: Our goal is to develop Woodstock First Nation in a planned way so that we can continue to accommodate our growing community.

Strategies:

1. Provide ongoing training to residents how to care for their houses and how to address problems that arise (maintenance and repair).

2. Ensure houses are adequately built.3. Develop an updated community plan that reflects a planned community.4. Ensure there is enough public housing to those who require it.

Timeline:


Timeline Year 1 Year 2 Year 3 Year 4 Year 5Goal: Our goal is to develop Woodstock First Nation in a planned way so that we can continue to accommodate our growing community.

2013-2014

2014-2015

2015-2016

2016-2017

2017-2018


X X X X X

2. Ensure houses are adequately built.

X

3. Develop an updated community plan that reflects a planned community.

X X

4. Ensure there is enough public housing to those who require it.

X

7.7 Health

Goal: Our goal is to ensure that Woodstock First Nation community members receive the healthcare that they require and that they receive it in a timely manner. This includes ensuring that members receive services that are at least on par with the general population in New Brunswick.

Strategies:

1. Provide drug, alcohol, and substance abuse treatment to our members.2. Provide post-treatment support to those who require it.3. Promote healthy eating and increase access to healthy food. This could

include considerations like establishing a community garden, bulk buying, shopping on a budget, and cooking classes, etc.

4. Improve access to medical services that are outside of Woodstock First Nation.

5. Build a transportation network to ensure members can travel to and from medical appointments and receive the health services they require.

6. Explore ways to enhance medical services delivered in the community.

Timeline:


Timeline Year 1 Year 2 Year 3 Year 4 Year 5Goal: Our goal is to ensure that Woodstock First Nation community members receive the healthcare that they require and that they receive it in a timely manner.

2013-2014

2014-2015

2015-2016

2016-2017

2017-2018

1. Provide drug, alcohol, and substance abuse treatment to our members.

X X X X X

2. Provide post-treatment support to those who require it.

X X X X X

3. Promote healthy eating and increase access to healthy food.

X X X X X


X


X


X

7.8 Elders

Goal: Our goal is to ensure Woodstock First Nation Elders have a high quality of life, that they are healthy and safe, and that they receive the services they require to sustain them. Our goal also includes drawing on Elder knowledge and maximizing effort to ensure that knowledge is not lost and is available for generations to come.

Strategies:

1. Develop recreational and social programs for Elders.2. Implement a plan to transfer cultural knowledge from the Elders to our

youth.3. Develop an Elders network to connect Elders with each other and with

other elements of the community.Strategic Plan – Woodstock First Nation – March 31, 2013 22

4. Explore the feasibility of developing a care home for our Elders so that Elders can age in the community and not have to leave the First Nation.

Timeline:

Timeline Year 1 Year 2 Year 3 Year 4 Year 5Goal: Our goal is to ensure Woodstock First Nation Elders have a high quality of life, that they are healthy and safe, and that they receive the services they require to sustain them.

2013-2014

2014-2015

2015-2016

2016-2017

2017-2018

1. Develop recreational and social programs for Elders.

X X X X X

2. Implement a plan to transfer cultural knowledge from the Elders to our youth.

X X X X X

3. Develop an Elders network to connect Elders with each other and with other elements of the community.

X X

4. Explore the feasibility of developing a care home for our Elders.

X X

7.9 Children and Youth

Goal: Our goal is to raise healthy and happy children that feel safe, confident, and secure. Children and youth are our most valuable asset. We wish to promote good citizenship, respect, and helpfulness among our youth. We want to raise them to be hard workers who will create strong families and value our community and have a strong commitment to it. We want our children to enjoy the present and feel excited about their future and to really believe that the sky is the limit.

Strategies:

1. Continue to build pre- and post-natal supports to mothers.2. Educate youth about safe sex and pregnancy avoidance.3. Provide babysitting training to youth that are interested. 4. Create a resource network so that parents know where/how to seek support

and services for their children.5. Develop a parent mentoring program/support group so parents can have

others to lean on for support.


6. Develop a fathers support group so men can play an active and constructive role in their children’s lives.

7. Establish a youth mentorship program that will link Woodstock First Nation youth with positive role models.

8. Develop a youth centre so that children and youth have constructive activities to participate in.

9. Establish a Big Brother/Big Sister-type of program so children have positive role models.

Timeline:

Timeline Year 1 Year 2 Year 3 Year 4 Year 5Goal: Our goal is to raise healthy and happy children that feel safe, confident, and secure.

2013-2014

2014-2015

2015-2016

2016-2017

2017-2018

1. Continue to build pre- and post-natal supports to mothers.

X X X X X

2. Educate youth about safe sex and pregnancy avoidance.

X X X X X

3. Provide babysitting training to youth that are interested.

X X X X X

4. Create a resource network so that parents know where/how to seek support and services for their children.

X X

5. Develop a parent mentoring program/support group so parents can have others to lean on for support.

X


X X


X X X X


Timeline Year 1 Year 2 Year 3 Year 4 Year 5Goal: Our goal is to raise healthy and happy children that feel safe, confident, and secure.

2013-2014

2014-2015

2015-2016

2016-2017

2017-2018


X


X X

7.10 Education and Training

Goal: Our goal is to provide our children and community members with the education and training they require to live happy, productive lives, where they are proud of their heritage, and where they feel confident to pursue their dreams and aspirations.

Strategies:

1. Continue to strengthen our relationship with the local school district to maximize the elementary, middle, and high school success of our students and enhance the likelihood they will complete high school.

2. Strengthen our relationship with post-secondary institutions in New Brunswick to increase access to post-secondary education by our students and enhance the likelihood that our students will complete their post-secondary education.

3. Maintain our focus on early childhood education as a foundation for early learning and developing healthy habits.

4. Plan an annual career fair to promote education and training opportunities to youth. (This could be done in partnership with other First Nations or through the St. John River Valley Tribal Council.)

5. Develop a protocol with the school district to integrate the teaching of the Maliseet language (and culture) into the school curriculum.

Timeline:

Timeline Year 1 Year 2 Year 3 Year 4 Year 5Goal: Our goal is to provide our children and community members with the education and training.

2013-2014

2014-2015

2015-2016

2016-2017

2017-2018

1. Continue to strengthen our relationship with the local school district.

X X X X X


Timeline Year 1 Year 2 Year 3 Year 4 Year 5Goal: Our goal is to provide our children and community members with the education and training.

2013-2014

2014-2015

2015-2016

2016-2017

2017-2018

2. Strengthen our relationship with post-secondary institutions in New Brunswick.

X X X X X


X X X X X

4. Plan an annual career fair.

X

5. Develop a protocol with the school district to integrate the teaching of the Maliseet language (and culture) into the school curriculum.

X X

7.11 Language and Culture

Goal: Our goal is to ensure the Maliseet language and culture is healthy and vibrant and has longevity.

Strategies:

1. Infuse all activities in the community with language and culture.2. Develop a program to strengthen the Maliseet language and culture

among children and youth and the community at large. 3. Integrate the teaching of Maliseet language and culture in the school

system.

Timeline:

Timeline Year 1 Year 2 Year 3 Year 4 Year 5Goal: Our goal is to ensure the Maliseet language and culture is healthy and vibrant and has longevity.

2013-2014

2014-2015

2015-2016

2016-2017

2017-2018

1. Infuse all activities in the community with language and culture.

X X X X X


Timeline Year 1 Year 2 Year 3 Year 4 Year 5Goal: Our goal is to ensure the Maliseet language and culture is healthy and vibrant and has longevity.

2013-2014

2014-2015

2015-2016

2016-2017

2017-2018

2. Develop a program to strengthen the Maliseet language and culture among children and youth and the community at large.

X X X X

3. Integrate the teaching of Maliseet language and culture in the school system.

X X X X

7.12 Employment

Goal: Our goal is to increase the employment rate of our members so that members who can work, have the opportunity to do so and so that they find employment that fulfills them.

Strategies:

1. Create opportunities for greater employment.2. Develop relationships with local employers to open up job opportunities

for Woodstock First Nation members.3. Support members in developing the confidence to seek employment

outside Woodstock First Nation which will increase their chances of employment.

4. Support members in developing the skills necessary to compete for jobs. This includes their obtaining education and training and includes other elements, such as dressing for success, resume writing, cold calling, interviewing skills, follow up calling, self-promotion, etc.

5. Create and maintain an active labour force database.

Timeline:

Timeline Year 1 Year 2 Year 3 Year 4 Year 5Goal: Our goal is to increase the employment rate of our members

2013-2014

2014-2015

2015-2016

2016-2017

2017-2018

1. Create opportunities for greater employment.

X X X X X

2. Develop relationships with local employers to open up job opportunities for Woodstock First Nation members.

X X X X X


Timeline Year 1 Year 2 Year 3 Year 4 Year 5Goal: Our goal is to increase the employment rate of our members

2013-2014

2014-2015

2015-2016

2016-2017

2017-2018

3. Support members in developing the confidence to seek employment outside Woodstock First Nation which will increase their chances of employment.

X X X X X

4. Support members in developing the skills necessary to compete for jobs.

X X X X X


X

7.13 Safety and Security

Goal: Our goal is to live in a happy, safe, and secure community where people feel safe everywhere and at all times.

Strategies:

1. Develop a zero-tolerance policy for drug, alcohol, and substance abuse in the community to reduce corresponding criminal and disruptive behaviour.

2. Develop supports for victims and perpetrators of family violence.3. Create a place/resource for children, youth, and others to go if they feel

unsafe or threatened.4. Increase the number of trained police constables.5. Implement a training program and ongoing professional development for

First Nation constables.

Timeline:

Timeline Year 1 Year 2 Year 3 Year 4 Year 5Goal: Our goal is to live in a happy, safe, and secure community where people feel safe everywhere and at all times.

2013-2014

2014-2015

2015-2016

2016-2017

2017-2018

Develop a zero-tolerance policy for drug, alcohol, and substance abuse.

X X X X X

Develop supports for victims and perpetrators of family violence.

X X X X X


Timeline Year 1 Year 2 Year 3 Year 4 Year 5Goal: Our goal is to live in a happy, safe, and secure community where people feel safe everywhere and at all times.

2013-2014

2014-2015

2015-2016

2016-2017

2017-2018

Create a place/resource for children, youth, and others to go if they feel unsafe or threatened.

X X X X X

Increase the number of trained police constables.

X X

Implement a training program and ongoing professional development for First Nation constables.

X X

7.14 Environment

Goal: Our goal is to ensure that all activities undertaken at Woodstock First Nation respect the environment and aim to minimize negative impacts and protect the quality of life of our members.

Strategies:

1. Develop an environmental management policy that will guide all departments and programs so that the land base, water, and air quality is enhanced.

2. Enhance the community with trees, gardens and other green spaces.3. Develop a plan for collecting and disposing of hazardous waste from

homeowners.4. Identify environmental contaminants and hazards and mitigate potential

risks.5. Develop a hazardous waste disposal plan.

Timeline:

Timeline Year 1 Year 2 Year 3 Year 4 Year 5Goal: Our goal is to ensure that all activities undertaken at Woodstock First Nation respect the environment and aim to minimize negative impacts and protect the quality of life of our members.

2013-2014

2014-2015

2015-2016

2016-2017

2017-2018

1. Develop an environmental management policy.

X X

2. Enhance the community with trees, gardens and other green spaces.

X X


Timeline Year 1 Year 2 Year 3 Year 4 Year 5Goal: Our goal is to ensure that all activities undertaken at Woodstock First Nation respect the environment and aim to minimize negative impacts and protect the quality of life of our members.

2013-2014

2014-2015

2015-2016

2016-2017

2017-2018

3. Develop a plan for collecting and disposing of hazardous waste from homeowners.

X

4. Identify environmental contaminants and hazards and mitigate potential risks.

X X

5. Develop a hazardous waste disposal plan.

X

8. Action Summary

This strategic plan outlines the path to Woodstock First Nation’s future. It presents our community’s vision and the issues and priorities that are important to the future longevity, health, and security of our community and our people.

The following table summarizes the priority areas presented in this plan and the strategy actions that we will complete over the period of this plan. It is an at-a-glance tool that lays out all the actions presented above.


Strategy Area Strategies Year 1 Year 2 Year 3 Year 4 Year 52013-2014

2014-2015

2015-2016

2016-2017

2017-2018

1. Governance 1. Approve policies that are pending.

X X

2. Prepare and publish an annual report.

X X X X X


X X

4. Develop a code of ethics for Chief & Council.

X

5. Develop and implement conflict of interest guidelines for Chief & Council.

X

6. Develop an external communication plan.

X

7. Develop a process and associated mechanisms for enacting laws, codes, and by-laws.

X

8. Implement a training and orientation program for Chief & Council at the start of each period of office.

X



2014-2015

2015-2016

2016-2017

2017-2018

9. Develop an internal communication and consultation plan.

X

10. Build a better government-to-government relationship with the provincial and federal governments.

X


X

2. Administration 1. Review policies and procedures on a regular basis.

X

2. Develop a system for backing up information and preserving information.

X

3. Develop a code of ethics for staff and managers.

X

4. Develop and implement conflict of interest guidelines for staff and managers.

X

5. Schedule quarterly meetings between Chief & Council and managers for program updates.

X

6. Finalize the policies and procedures that the WFN administration has drafted to date.

X X



2014-2015

2015-2016

2016-2017

2017-2018

7. Develop policies/framework to guide our approach to each strategy priority outlined in this strategic plan.

X

8. Develop annual workplans on a program-by-program basis.

X


X


X

11. Add regular director updates on the agenda of Chief & Council meetings.

X


X


X

14. Conduct regular staff performance reviews.

X



2014-2015

2015-2016

2016-2017

2017-2018

15. Hold regular staff meetings.

X

16. Hold regular managerial meetings.

X

17. Hold regular training sessions and staff development.

X


X

3. Business Continuity

1. Revisit and update the business continuity plan annually.

X X X X X

2. Develop memoranda of understanding/agreement.

X X X

4. Economic Development


X X X X X


X X X X X

5. Explore purchasing additional land to be used for economic development.

X X X X X


X X X X X



2014-2015

2015-2016

2016-2017

2017-2018

5. Improved Infrastructure


X X

2. Integrate infrastructure improvement with community planning.

X

3. Repave the roads throughout the community.

X X

4. Ensure the community has adequate water and waste treatment facilities and distribution networks.

X


X X

6. Housing and Land Management


X X X X X

2. Ensure houses are adequately built.

X

3. Develop an updated community plan that reflects a planned community.

X X

4. Ensure there is enough public housing to those who require it.

X



2014-2015

2015-2016

2016-2017

2017-2018

7. Health 1. Provide drug, alcohol, and substance abuse treatment to our members.

X X X X X

2. Provide post-treatment support to those who require it.

X X X X X

3. Promote healthy eating and increase access to healthy food.

X X X X X


X


X


X

8. Elders 1. Develop recreational and social programs for Elders.

X X X X X

2. Implement a plan to transfer cultural knowledge from the Elders to our youth.

X X X X X

3. Develop an Elders network to connect Elders with each other and with other elements of the community.

X X



2014-2015

2015-2016

2016-2017

2017-2018

4. Explore the feasibility of developing a care home for our Elders.

X X

9. Children and Youth

1. Continue to build pre- and post-natal supports to mothers.

X X X X X

2. Educate youth about safe sex and pregnancy avoidance.

X X X X X

3. Provide babysitting training to youth that are interested.

X X X X X

4. Create a resource network so that parents know where/how to seek support and services for their children.

X X

5. Develop a parent mentoring program/support group so parents can have others to lean on for support.

X


X X


X X X X


X



2014-2015

2015-2016

2016-2017

2017-2018


X X

10. Education and Training

1. Continue to strengthen our relationship with the local school district.

X X X X X

2. Strengthen our relationship with post-secondary institutions in New Brunswick.

X X X X X


X X X X X

4. Plan an annual career fair. X5. Develop a protocol with the

school district to integrate the teaching of the Maliseet language (and culture) into the school curriculum.

X X

11. Language and Culture

1. Infuse all activities in the community with language and culture.

X X X X X

2. Develop a program to strengthen the Maliseet language and culture among children and youth and the community at large.

X X X X



2014-2015

2015-2016

2016-2017

2017-2018

3. Integrate the teaching of Maliseet language and culture in the school system.

X X X X

12. Employment 1. Create opportunities for greater employment.

X X X X X

2. Develop relationships with local employers to open up job opportunities for Woodstock First Nation members.

X X X X X

3. Support members in developing the confidence to seek employment outside Woodstock First Nation which will increase their chances of employment.

X X X X X

4. Support members in developing the skills necessary to compete for jobs.

X X X X X


X

13. Safety and Security

1. Develop a zero-tolerance policy for drug, alcohol, and substance abuse.

X X X X X

2. Develop supports for victims and perpetrators of family violence.

X X X X X



2014-2015

2015-2016

2016-2017

2017-2018

3. Create a place/resource for children, youth, and others to go if they feel unsafe or threatened.

X X X X X

4. Increase the number of trained police constables.

X X

5. Implement a training program and ongoing professional development for First Nation constables.

X X

13. Environment 1. Develop an environmental management policy.

X X

2. Enhance the community with trees, gardens and other green spaces.

X X

3. Develop a plan for collecting and disposing of hazardous waste from homeowners.

X

4. Identify environmental contaminants and hazards and mitigate potential risks.

X X

5. Develop a hazardous waste disposal plan.

X


10.Next Steps

10.1 Policy Approval

There are a number of policies that have been developed in draft that should be approved by Council in the first and second year of this strategic plan. They are:

HR Policyo Role and Position Descriptions for Council o Portfolio Descriptions for Council o Updated Organizational Chart o Succession o Policies and Procedures for Staffing positions

Policy for health, safety and well-being of employees while on duty or conducting band business.

Documented process for staff training Financial Policy

o Acquisition/Disposal of Assets Policy o Acquisition of Assets Policy o Construction and Renovations Policy

Conflict of Interest for Employees Code of Ethics & Conduct for Council Accountability Framework Policy Information Management Policy Information Technology Policy Privacy Policy Redress and Grievance Policy for Community Members Documented process to appeal eligibility for program benefits (housing,

social, education, etc.) Review of By-Laws Policy Review of policies & amendment procedures Terms of Reference for Creation of Committees Terms of Reference for Finance Committee Formal Interview Process Annual Evaluation (Performance Review) Process (forms, etc.)

The following AANDC program policies need to be approved by Council:

Housing Policy Elementary & Secondary Education Policy Post Secondary Education Policy Capital Policy

10.2 Workplanning


Workplans should be developed for each goal area and program so that implementation can occur in a clear and concerted way.

The purpose of these workplan are to:

Equip Woodstock First Nation with planning and management instruments (tools) that provide a framework for planning the work.

Act as a guide during the workplan period. Set timelines and indicators so that successes can be measured and

celebrated. Build transparency. Determine the resources required to fulfill Woodstock First Nations vision

and goals. Identify the actions that are required to fulfill the vision and goals and

complete milestones. Justify the use of funds.

In so doing, workplans will enable Woodstock First Nation to set its own achievable work and learning objectives that align with its vision and goals for the future. It will provide opportunities for gauging success and provide a way to ensure the work of managers and staff also align with the overall community vision.

10.3 Monitoring and Evaluation

Monitoring and evaluation should be integrated into the implementation process of this strategic plan. Monitoring and evaluation will allow Woodstock Frist Nation to track its progress. Monitoring is a continuous function that provides management and stakeholders with an ongoing indication of progress and achievement of results. Monitoring will help Woodstock First Nation track its achievements and collect information about all programs on a regular basis. In so doing, accountability and awareness of program status will increased. Monitoring provides the basis for evaluation.

Evaluation is the systematic and objective assessment of a program (or policy or project). Evaluation aims to determine how relevant and realistic planning objectives were, how they were applied, and whether they were efficient, effective, had impact, and are sustainable.

In evaluating its strategic plan, Woodstock First Nation should consider:

1. Relevance: Do goals and strategies match the problems or needs that are supposed to be addressed?

2. Efficiency: Are activities being implemented in a timely and cost-effective manner?

3. Effectiveness: Are activities achieving their goals (objectives)? What are the successes and obstacles faced?


4. Impact: What happened as a result of the activities? What are the effects of the activities and how do they relate to the overall goals?

5. Sustainability: What are the lasting benefits of activities and implementation? How can activities and accomplishments be sustained over the long term?

Woodstock First Nation will also consider whether the community vision and values have evolved or changed, whether priorities are still relevant or whether they should be changed or updated,

It is the intent of Woodstock First Nation to monitor on an ongoing basis and evaluate this strategic plan on a yearly (is this accurate?) basis.

11. Implementation and Next Steps

This strategic plan has been approved by the Woodstock First Nation Chief and Council (BRC # - see appendix). The next step will be to develop workplans to implement the vision and establish the framework for ongoing monitoring and annual evaluation.


june 9, 2005 - woodstock first web viewthe word maliseet is a mi’kmaq word meaning...

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