Woodstock First Nation
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Woodstock First Nation
Strategic Plan
Table of Contents Woodstock First Nation
Strategic Plan 1.
2.Executive Summary 3.
Strategic Plan – Woodstock First Nation – March 31, 2013 2 Woodstock First Nation
Strategic Plan
4.
5.1. 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).
6.2. 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.
7.3. Current Context
3.1 Location
Strategic Plan – Woodstock First Nation – March 31, 2013 3 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 Nation1
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 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
1 Woodstock First Nation Community Health Plan, 2004, p. 4. Strategic Plan – Woodstock First Nation – March 31, 2013 4 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 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
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. 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 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 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 Off Sex On Reserve Category Reserve Own Other Male Female Total Total Band Band 0-18 107 77 184 72 1 73 111 19-35 125 124 249 73 1 74 175 36-50 102 112 214 61 1 62 152 51-65 61 111 172 39 0 39 133
6 Source: http://pse5-esd5.ainc-inac.gc.ca/fnp/Main/Search/FNRegPopulation.aspx?BAND_NUMBER=17&lang=eng, retrieved on December 18, 2012. Strategic Plan – Woodstock First Nation – March 31, 2013 6 Table XXX: Population of Woodstock First Nation as of April 2013
Age Off Sex On Reserve Category Reserve Own Other Male Female Total Total Band Band 66-110 51 79 130 40 2 42 88 Total 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, 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.
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 7 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 Name Chief Paul (Len) Tomah Councillor Derry Fontaine Councillor Eric Paul Councillor James Paul Councillor Timothy Paul Councillor Sherri Bartlett Councillor Andrea Polchies Councillor Patrick Tomah
8.4. Administration and Management
4.1 Organizational Chart
The following organizational chart depicts the human resources management structure of the Woodstock First Nation.
Strategic Plan – Woodstock First Nation – March 31, 2013 8 C h i e f I C o u n c il I P o r t f o Cont li rolle o r s Band Manager I Edu Child catio Human Fisheri Economic Development n Capital Health Resource es Development Finance Center Development
Tuto Forestr Band Child & Family ring Housing Nursing y Eagles Nest Membership Cent Services er
Social Assistance Operations & LPNs Policin Maliseet Fuels Recreation Strategic Plan – Woodstock First Nation – March 31, 2013 9 g 1 Maintenance
Water/ Maliseet Fuels Wastewater NNADAP 2
Maternal Child Health
Strategic Plan – Woodstock First Nation – March 31, 2013 10 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 and revisions 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 management 2. Capital 3. Child Development Centre 4. Child and family services 5. Economic development (e.g., Maliseet Fuels I and II, Eagles Nest) 6. Education 7. Finance 8. Fisheries 9. Forestry 10. Health 11. Housing 12. Human resources development 13. Operation and maintenance 14. Policing 15. Social development 16. Water treatment and management
5. SWOT Analysis
Strategic Plan – Woodstock First Nation – March 31, 2013 11 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
Strategic Plan – Woodstock First Nation – March 31, 2013 12 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.
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.
Strategic Plan – Woodstock First Nation – March 31, 2013 13 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. Strategic Plan – Woodstock First Nation – March 31, 2013 14 11. Develop a Woodstock First Nation constitution.
Timeline:
Timeline Year 1 Year 2 Year 3 Year 4 Year 5 Goal: Our goal is to have an 2013-2014 2014-2015 2015-2016 2016-2017 2017-2018 effective government that makes impartial decisions based on transparency, fairness, and equity, where politics are separated from administration. 1. Approve policies that are X X pending. 2. Prepare and publish an annual X X X X X report. 3. Conduct a needs assessment to X X determine the needs required to build the effectiveness of Chief and Council. 4. Develop a code of ethics for X Chief & Council. 5. Develop and implement conflict X of interest guidelines for Chief & Council. 6. Develop an external X communication plan. 7. Develop a process and X associated mechanisms for enacting laws, codes, and by- laws. 8. Implement a training and X orientation program for Chief & Council at the start of each period of office. 9. Develop an internal X communication and consultation plan. 10. Build a better government-to- X government relationship with the provincial and federal governments. 11. Develop a Woodstock First X Nation constitution.
7.2 Administration
Strategic Plan – Woodstock First Nation – March 31, 2013 15 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 5 Goal: Our goal is to administer 2013-2014 2014-2015 2015-2016 2016-2017 2017-2018 programs fairly and equitably to all community members. 1. Review policies and procedures X on a regular basis.
Strategic Plan – Woodstock First Nation – March 31, 2013 16 Timeline Year 1 Year 2 Year 3 Year 4 Year 5 Goal: Our goal is to administer 2013-2014 2014-2015 2015-2016 2016-2017 2017-2018 programs fairly and equitably to all community members. 2. Develop a system for backing X up information and preserving information. 3. Develop a code of ethics for X staff and managers. 4. Develop and implement conflict X of interest guidelines for staff and managers. 5. Schedule quarterly meetings X between Chief & Council and managers for program updates. 6. Finalize the policies and X X procedures that the WFN administration has drafted to date. 7. Develop policies/framework to X guide our approach to each strategy priority outlined in this strategic plan. 8. Develop annual workplans on a X program-by-program basis. 9. Develop reporting and briefing X templates for all programs to ensure consistency of reporting. 10. Train Chief & Council and the X administration regarding the policies and procedures and their enforcement. 11. Add regular director updates on X the agenda of Chief & Council meetings. 12. Examine the range of complaint X mechanisms (e.g., ombudsperson, community resolution process, judiciary, etc.) that would be best for Woodstock First Nation. 13. Design and implement an X independent complaint mechanism that would be most appropriate for the community. 14. Conduct regular staff X performance reviews.
Strategic Plan – Woodstock First Nation – March 31, 2013 17 Timeline Year 1 Year 2 Year 3 Year 4 Year 5 Goal: Our goal is to administer 2013-2014 2014-2015 2015-2016 2016-2017 2017-2018 programs fairly and equitably to all community members. 15. Hold regular staff meetings. X 16. Hold regular managerial X meetings. 17. Hold regular training sessions X and staff development. 18. Explore the possibility of X pursing ISO certification.
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 5 Goal: Our goal is to ensure that 2013-2014 2014-2015 2015-2016 2016-2017 2017-2018 urgent services are available without interruption to members of Woodstock First Nation in the event of a crisis, disaster or pandemic. 1. Revisit and update the business X X X X X continuity plan annually. 2. Develop memoranda of X X X understanding/agreement.
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:
Strategic Plan – Woodstock First Nation – March 31, 2013 18 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 5 Goal: Our goal is to live in a self- 2013-2014 2014-2015 2015-2016 2016-2017 2017-2018 sufficient community and generate our own revenue to decrease dependency on government funding. 3. Develop an economic X X X X X development corporation to manage our business ventures and to protect the government of Woodstock First Nation against liability and debt. 4. Provide opportunities for X X X X X members of Woodstock First Nation who wish to develop an entrepreneurial venture. 5. Explore purchasing additional X X X X X land to be used for economic development. 6. Explore partnerships, leasing X X X X X and business purchases.
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. Strategic Plan – Woodstock First Nation – March 31, 2013 19 Timeline:
Timeline Year 1 Year 2 Year 3 Year 4 Year 5 Goal: Our goal is to ensure that our 2013-2014 2014-2015 2015-2016 2016-2017 2017-2018 community has the community infrastructure that is required to ensure residents are safe and healthy. 1. Operationalize the plan to X X create recreational facilities/a park in the community. 2. Integrate infrastructure X improvement with community planning. 3. Repave the roads throughout X X the community. 4. Ensure the community has X adequate water and waste treatment facilities and distribution networks. 5. Explore options for establishing X X a cemetery for our community.
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:
Strategic Plan – Woodstock First Nation – March 31, 2013 20 Timeline Year 1 Year 2 Year 3 Year 4 Year 5 Goal: Our goal is to develop 2013-2014 2014-2015 2015-2016 2016-2017 2017-2018 Woodstock First Nation in a planned way so that we can continue to accommodate our growing community. 1. Provide ongoing training to X X X X X residents how to care for their houses and how to address problems that arise (maintenance and repair). 2. Ensure houses are adequately X built. 3. Develop an updated community X X plan that reflects a planned community. 4. Ensure there is enough public X housing to those who require it.
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:
Strategic Plan – Woodstock First Nation – March 31, 2013 21 Timeline Year 1 Year 2 Year 3 Year 4 Year 5 Goal: Our goal is to ensure that 2013-2014 2014-2015 2015-2016 2016-2017 2017-2018 Woodstock First Nation community members receive the healthcare that they require and that they receive it in a timely manner. 1. Provide drug, alcohol, and X X X X X substance abuse treatment to our members. 2. Provide post-treatment support X X X X X to those who require it. 3. Promote healthy eating and X X X X X increase access to healthy food. 4. Improve access to medical X services that are outside of Woodstock First Nation. 5. Build a transportation network X to ensure members can travel to and from medical appointments and receive the health services they require. 6. Explore ways to enhance X medical services delivered in the community.
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. 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:
Strategic Plan – Woodstock First Nation – March 31, 2013 22 Timeline Year 1 Year 2 Year 3 Year 4 Year 5 Goal: Our goal is to ensure 2013-2014 2014-2015 2015-2016 2016-2017 2017-2018 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. 1. Develop recreational and social X X X X X programs for Elders. 2. Implement a plan to transfer X X X X X cultural knowledge from the Elders to our youth. 3. Develop an Elders network to X X connect Elders with each other and with other elements of the community. 4. Explore the feasibility of X X developing a care home for our Elders.
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:
Strategic Plan – Woodstock First Nation – March 31, 2013 23 Timeline Year 1 Year 2 Year 3 Year 4 Year 5 Goal: Our goal is to raise healthy 2013-2014 2014-2015 2015-2016 2016-2017 2017-2018 and happy children that feel safe, confident, and secure. 1. Continue to build pre- and post- X X X X X natal supports to mothers. 2. Educate youth about safe sex X X X X X and pregnancy avoidance. 3. Provide babysitting training to X X X X X youth that are interested. 4. Create a resource network so X X that parents know where/how to seek support and services for their children. 5. Develop a parent mentoring X program/support group so parents can have others to lean on for support. 6. Develop a fathers support group X X so men can play an active and constructive role in their children’s lives. 7. Establish a youth mentorship X X X X program that will link Woodstock First Nation youth with positive role models. 8. Develop a youth centre so that X children and youth have constructive activities to participate in. 9. Establish a Big Brother/Big X X Sister-type of program so children have positive role models.
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.
Strategic Plan – Woodstock First Nation – March 31, 2013 24 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 5 Goal: Our goal is to provide our 2013-2014 2014-2015 2015-2016 2016-2017 2017-2018 children and community members with the education and training. 1. Continue to strengthen our X X X X X relationship with the local school district. 2. Strengthen our relationship with X X X X X post-secondary institutions in New Brunswick. 3. Maintain our focus on early X X X X X childhood education as a foundation for early learning and developing healthy habits. 4. Plan an annual career fair. X 5. Develop a protocol with the X X school district to integrate the teaching of the Maliseet language (and culture) into the school curriculum.
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:
Strategic Plan – Woodstock First Nation – March 31, 2013 25 Timeline Year 1 Year 2 Year 3 Year 4 Year 5 Goal: Our goal is to ensure the 2013-2014 2014-2015 2015-2016 2016-2017 2017-2018 Maliseet language and culture is healthy and vibrant and has longevity. 1. Infuse all activities in the X X X X X community with language and culture. 2. Develop a program to X X X X strengthen the Maliseet language and culture among children and youth and the community at large. 3. Integrate the teaching of X X X X Maliseet language and culture in the school system.
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 5 Goal: Our goal is to increase the 2013-2014 2014-2015 2015-2016 2016-2017 2017-2018 employment rate of our members 1. Create opportunities for greater X X X X X employment. 2. Develop relationships with X X X X X local employers to open up job opportunities for Woodstock First Nation members.
Strategic Plan – Woodstock First Nation – March 31, 2013 26 Timeline Year 1 Year 2 Year 3 Year 4 Year 5 Goal: Our goal is to increase the 2013-2014 2014-2015 2015-2016 2016-2017 2017-2018 employment rate of our members 3. Support members in developing X X X X X the confidence to seek employment outside Woodstock First Nation which will increase their chances of employment. 4. Support members in developing X X X X X the skills necessary to compete for jobs. 5. Create and maintain an active X labour force database.
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 5 Goal: Our goal is to live in a 2013-2014 2014-2015 2015-2016 2016-2017 2017-2018 happy, safe, and secure community where people feel safe everywhere and at all times. Develop a zero-tolerance policy for X X X X X drug, alcohol, and substance abuse. Develop supports for victims and X X X X X perpetrators of family violence. Create a place/resource for X X X X X children, youth, and others to go if they feel unsafe or threatened. Increase the number of trained X X police constables.
Strategic Plan – Woodstock First Nation – March 31, 2013 27 Timeline Year 1 Year 2 Year 3 Year 4 Year 5 Goal: Our goal is to live in a 2013-2014 2014-2015 2015-2016 2016-2017 2017-2018 happy, safe, and secure community where people feel safe everywhere and at all times. Implement a training program and X X ongoing professional development for First Nation constables.
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 5 Goal: Our goal is to ensure that all 2013-2014 2014-2015 2015-2016 2016-2017 2017-2018 activities undertaken at Woodstock First Nation respect the environment and aim to minimize negative impacts and protect the quality of life of our members. 1. Develop an environmental X X management policy. 2. Enhance the community with X X trees, gardens and other green spaces. 3. Develop a plan for collecting X and disposing of hazardous waste from homeowners. 4. Identify environmental X X contaminants and hazards and mitigate potential risks. 5. Develop a hazardous waste X disposal plan.
Strategic Plan – Woodstock First Nation – March 31, 2013 28 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.
Strategic Plan – Woodstock First Nation – March 31, 2013 29 Strategy Area Strategie Year 1 Year 3 Year Year 5 s 4 2013-2014 2015-2016 2016- 2017-2018 2017 1. Governance 1. Appr X ove polici es that are pendi ng. 2. Prepa X X X X re and publis h an annua l report .
Strategic Plan – Woodstock First Nation – March 31, 2013 30 Strategy Area Strategie Year 1 Year 3 Year Year 5 s 4 2013-2014 2015-2016 2016- 2017-2018 2017 3. Cond X uct a needs assess ment to deter mine the needs requir ed to build the effect ivene ss of Chief and Coun cil.
Strategic Plan – Woodstock First Nation – March 31, 2013 31 Strategy Area Strategie Year 1 Year 3 Year Year 5 s 4 2013-2014 2015-2016 2016- 2017-2018 2017 4. Devel X op a code of ethics for Chief & Coun cil. 5. Devel X op and imple ment confli ct of intere st guidel ines for Chief & Coun cil.
Strategic Plan – Woodstock First Nation – March 31, 2013 32 Strategy Area Strategie Year 1 Year 3 Year Year 5 s 4 2013-2014 2015-2016 2016- 2017-2018 2017 6. Devel op an extern al comm unicat ion plan. 7. Devel op a proce ss and associ ated mech anism s for enacti ng laws, codes , and by- laws.
Strategic Plan – Woodstock First Nation – March 31, 2013 33 Strategy Area Strategie Year 1 Year 3 Year Year 5 s 4 2013-2014 2015-2016 2016- 2017-2018 2017 8. Imple ment a traini ng and orient ation progr am for Chief & Coun cil at the start of each perio d of office .
Strategic Plan – Woodstock First Nation – March 31, 2013 34 Strategy Area Strategie Year 1 Year 3 Year Year 5 s 4 2013-2014 2015-2016 2016- 2017-2018 2017 9. Devel X op an intern al comm unicat ion and consu ltatio n plan.
Strategic Plan – Woodstock First Nation – March 31, 2013 35 Strategy Area Strategie Year 1 Year 3 Year Year 5 s 4 2013-2014 2015-2016 2016- 2017-2018 2017 10. Build X a better gover nment -to- gover nment relati onshi p with the provi ncial and federa l gover nment s.
Strategic Plan – Woodstock First Nation – March 31, 2013 36 Strategy Area Strategie Year 1 Year 3 Year Year 5 s 4 2013-2014 2015-2016 2016- 2017-2018 2017 11. Devel X op a Wood stock First Natio n consti tution . 2. Administration 1. Revie X w polici es and proce dures on a regula r basis.
Strategic Plan – Woodstock First Nation – March 31, 2013 37 Strategy Area Strategie Year 1 Year 3 Year Year 5 s 4 2013-2014 2015-2016 2016- 2017-2018 2017 2. Devel X op a syste m for backi ng up infor matio n and preser ving infor matio n. 3. Devel X op a code of ethics for staff and mana gers.
Strategic Plan – Woodstock First Nation – March 31, 2013 38 Strategy Area Strategie Year 1 Year 3 Year Year 5 s 4 2013-2014 2015-2016 2016- 2017-2018 2017 4. Devel X op and imple ment confli ct of intere st guidel ines for staff and mana gers.
Strategic Plan – Woodstock First Nation – March 31, 2013 39 Strategy Area Strategie Year 1 Year 3 Year Year 5 s 4 2013-2014 2015-2016 2016- 2017-2018 2017 5. Sched X ule quarte rly meeti ngs betwe en Chief & Coun cil and mana gers for progr am updat es.
Strategic Plan – Woodstock First Nation – March 31, 2013 40 Strategy Area Strategie Year 1 Year 3 Year Year 5 s 4 2013-2014 2015-2016 2016- 2017-2018 2017 6. Finali X ze the polici es and proce dures that the WFN admin istrati on has drafte d to date.
Strategic Plan – Woodstock First Nation – March 31, 2013 41 Strategy Area Strategie Year 1 Year 3 Year Year 5 s 4 2013-2014 2015-2016 2016- 2017-2018 2017 7. Devel op polici es/fra mewo rk to guide our appro ach to each strate gy priorit y outlin ed in this strate gic plan.
Strategic Plan – Woodstock First Nation – March 31, 2013 42 Strategy Area Strategie Year 1 Year 3 Year Year 5 s 4 2013-2014 2015-2016 2016- 2017-2018 2017 8. Devel op annua l work plans on a progr am- by- progr am basis.
Strategic Plan – Woodstock First Nation – March 31, 2013 43 Strategy Area Strategie Year 1 Year 3 Year Year 5 s 4 2013-2014 2015-2016 2016- 2017-2018 2017 9. Devel op report ing and briefi ng templ ates for all progr ams to ensur e consis tency of report ing.
Strategic Plan – Woodstock First Nation – March 31, 2013 44 Strategy Area Strategie Year 1 Year 3 Year Year 5 s 4 2013-2014 2015-2016 2016- 2017-2018 2017 10. Train Chief & Coun cil and the admin istrati on regar ding the polici es and proce dures and their enfor ceme nt.
Strategic Plan – Woodstock First Nation – March 31, 2013 45 Strategy Area Strategie Year 1 Year 3 Year Year 5 s 4 2013-2014 2015-2016 2016- 2017-2018 2017 11. Add regula r direct or updat es on the agend a of Chief & Coun cil meeti ngs.
Strategic Plan – Woodstock First Nation – March 31, 2013 46 Strategy Area Strategie Year 1 Year 3 Year Year 5 s 4 2013-2014 2015-2016 2016- 2017-2018 2017 12. Exam X ine the range of compl aint mech anism s (e.g., ombu dsper son, comm unity resolu tion proce ss, judici ary, etc.) that would be best for Wood stock First Strategic Plan – Woodstock First Nation – March 31, 2013 47 Strategy Area Strategie Year 1 Year 3 Year Year 5 s 4 2013-2014 2015-2016 2016- 2017-2018 2017 13. Desig X n and imple ment an indep enden t compl aint mech anism that would be most appro priate for the comm unity.
Strategic Plan – Woodstock First Nation – March 31, 2013 48 Strategy Area Strategie Year 1 Year 3 Year Year 5 s 4 2013-2014 2015-2016 2016- 2017-2018 2017 14. Cond X uct regula r staff perfor manc e revie ws. 15. Hold X regula r staff meeti ngs. 16. Hold X regula r mana gerial meeti ngs.
Strategic Plan – Woodstock First Nation – March 31, 2013 49 Strategy Area Strategie Year 1 Year 3 Year Year 5 s 4 2013-2014 2015-2016 2016- 2017-2018 2017 17. Hold X regula r traini ng sessio ns and staff devel opme nt. 18. Explo X re the possi bility of pursin g ISO certifi cation .
Strategic Plan – Woodstock First Nation – March 31, 2013 50 Strategy Area Strategie Year 1 Year 3 Year Year 5 s 4 2013-2014 2015-2016 2016- 2017-2018 2017 3. Business Continuity 1. Revis X X X X it and updat e the busin ess contin uity plan annua lly. 2. Devel X X X op memo randa of under standi ng/ag reeme nt.
Strategic Plan – Woodstock First Nation – March 31, 2013 51 Strategy Area Strategie Year 1 Year 3 Year Year 5 s 4 2013-2014 2015-2016 2016- 2017-2018 2017 4. Economic 3. Devel X X X X Development op an econo mic devel opme nt corpo ration to mana ge our busin ess ventu res and to protec t the gover nment of Wood stock First Natio n again st liabili Strategic Plan – Woodstock First Nation – March 31, 2013 52 Strategy Area Strategie Year 1 Year 3 Year Year 5 s 4 2013-2014 2015-2016 2016- 2017-2018 2017 4. Provi X X X X de oppor tuniti es for memb ers of Wood stock First Natio n who wish to devel op an entrep reneu rial ventu re.
Strategic Plan – Woodstock First Nation – March 31, 2013 53 Strategy Area Strategie Year 1 Year 3 Year Year 5 s 4 2013-2014 2015-2016 2016- 2017-2018 2017 5. Explo X X X X re purch asing additi onal land to be used for econo mic devel opme nt. 6. Explo X X X X re partne rships , leasin g and busin ess purch ases.
Strategic Plan – Woodstock First Nation – March 31, 2013 54 Strategy Area Strategie Year 1 Year 3 Year Year 5 s 4 2013-2014 2015-2016 2016- 2017-2018 2017 5. Improved 1. Opera X Infrastructure tional ize the plan to create recrea tional facilit ies/a park in the comm unity. 2. Integr X ate infras tructu re impro veme nt with comm unity planni ng.
Strategic Plan – Woodstock First Nation – March 31, 2013 55 Strategy Area Strategie Year 1 Year 3 Year Year 5 s 4 2013-2014 2015-2016 2016- 2017-2018 2017 3. Repa X X ve the roads throu ghout the comm unity. 4. Ensur X e the comm unity has adequ ate water and waste treat ment facilit ies and distri butio n netwo rks.
Strategic Plan – Woodstock First Nation – March 31, 2013 56 Strategy Area Strategie Year 1 Year 3 Year Year 5 s 4 2013-2014 2015-2016 2016- 2017-2018 2017 5. Explo X X re optio ns for establ ishing a cemet ery for our comm unity.
Strategic Plan – Woodstock First Nation – March 31, 2013 57 Strategy Area Strategie Year 1 Year 3 Year Year 5 s 4 2013-2014 2015-2016 2016- 2017-2018 2017 6. Housing and Land 1. Provi X X X X Management de ongoi ng traini ng to reside nts how to care for their house s and how to addre ss probl ems that arise (main tenan ce and repair ).
Strategic Plan – Woodstock First Nation – March 31, 2013 58 Strategy Area Strategie Year 1 Year 3 Year Year 5 s 4 2013-2014 2015-2016 2016- 2017-2018 2017 2. Ensur e house s are adequ ately built. 3. Devel X op an updat ed comm unity plan that reflec ts a plann ed comm unity.
Strategic Plan – Woodstock First Nation – March 31, 2013 59 Strategy Area Strategie Year 1 Year 3 Year Year 5 s 4 2013-2014 2015-2016 2016- 2017-2018 2017 4. Ensur X e there is enoug h public housi ng to those who requir e it. 7. Health 1. Provi X X X X de drug, alcoh ol, and substa nce abuse treat ment to our memb ers.
Strategic Plan – Woodstock First Nation – March 31, 2013 60 Strategy Area Strategie Year 1 Year 3 Year Year 5 s 4 2013-2014 2015-2016 2016- 2017-2018 2017 2. Provi X X X X de post- treat ment suppo rt to those who requir e it. 3. Prom X X X X ote health y eating and increa se acces s to health y food.
Strategic Plan – Woodstock First Nation – March 31, 2013 61 Strategy Area Strategie Year 1 Year 3 Year Year 5 s 4 2013-2014 2015-2016 2016- 2017-2018 2017 4. Impro X ve acces s to medic al servic es that are outsid e of Wood stock First Natio n.
Strategic Plan – Woodstock First Nation – March 31, 2013 62 Strategy Area Strategie Year 1 Year 3 Year Year 5 s 4 2013-2014 2015-2016 2016- 2017-2018 2017 5. Build a transp ortati on netwo rk to ensur e memb ers can travel to and from medic al appoi ntmen ts and receiv e the health servic es they requir e.
Strategic Plan – Woodstock First Nation – March 31, 2013 63 Strategy Area Strategie Year 1 Year 3 Year Year 5 s 4 2013-2014 2015-2016 2016- 2017-2018 2017 6. Explo re ways to enhan ce medic al servic es delive red in the comm unity. 8. Elders 1. Devel X X X X op recrea tional and social progr ams for Elder s.
Strategic Plan – Woodstock First Nation – March 31, 2013 64 Strategy Area Strategie Year 1 Year 3 Year Year 5 s 4 2013-2014 2015-2016 2016- 2017-2018 2017 2. Imple X X X X ment a plan to transf er cultur al knowl edge from the Elder s to our youth .
Strategic Plan – Woodstock First Nation – March 31, 2013 65 Strategy Area Strategie Year 1 Year 3 Year Year 5 s 4 2013-2014 2015-2016 2016- 2017-2018 2017 3. Devel X op an Elder s netwo rk to conne ct Elder s with each other and with other eleme nts of the comm unity.
Strategic Plan – Woodstock First Nation – March 31, 2013 66 Strategy Area Strategie Year 1 Year 3 Year Year 5 s 4 2013-2014 2015-2016 2016- 2017-2018 2017 4. Explo X X re the feasib ility of devel oping a care home for our Elder s. 9. Children and Youth 1. Conti X X X X nue to build pre- and post- natal suppo rts to mothe rs.
Strategic Plan – Woodstock First Nation – March 31, 2013 67 Strategy Area Strategie Year 1 Year 3 Year Year 5 s 4 2013-2014 2015-2016 2016- 2017-2018 2017 2. Educa X X X X te youth about safe sex and pregn ancy avoid ance. 3. Provi X X X X de babys itting traini ng to youth that are intere sted.
Strategic Plan – Woodstock First Nation – March 31, 2013 68 Strategy Area Strategie Year 1 Year 3 Year Year 5 s 4 2013-2014 2015-2016 2016- 2017-2018 2017 4. Creat X e a resour ce netwo rk so that parent s know where /how to seek suppo rt and servic es for their childr en.
Strategic Plan – Woodstock First Nation – March 31, 2013 69 Strategy Area Strategie Year 1 Year 3 Year Year 5 s 4 2013-2014 2015-2016 2016- 2017-2018 2017 5. Devel op a parent mento ring progr am/su pport group so parent s can have others to lean on for suppo rt.
Strategic Plan – Woodstock First Nation – March 31, 2013 70 Strategy Area Strategie Year 1 Year 3 Year Year 5 s 4 2013-2014 2015-2016 2016- 2017-2018 2017 6. Devel X op a father s suppo rt group so men can play an active and constr uctive role in their childr en’s lives.
Strategic Plan – Woodstock First Nation – March 31, 2013 71 Strategy Area Strategie Year 1 Year 3 Year Year 5 s 4 2013-2014 2015-2016 2016- 2017-2018 2017 7. Establ X X X ish a youth mento rship progr am that will link Wood stock First Natio n youth with positi ve role model s.
Strategic Plan – Woodstock First Nation – March 31, 2013 72 Strategy Area Strategie Year 1 Year 3 Year Year 5 s 4 2013-2014 2015-2016 2016- 2017-2018 2017 8. Devel X op a youth centre so that childr en and youth have constr uctive activit ies to partic ipate in.
Strategic Plan – Woodstock First Nation – March 31, 2013 73 Strategy Area Strategie Year 1 Year 3 Year Year 5 s 4 2013-2014 2015-2016 2016- 2017-2018 2017 9. Establ X X ish a Big Broth er/Big Sister -type of progr am so childr en have positi ve role model s.
Strategic Plan – Woodstock First Nation – March 31, 2013 74 Strategy Area Strategie Year 1 Year 3 Year Year 5 s 4 2013-2014 2015-2016 2016- 2017-2018 2017 10. Education and 1. Conti X X X X Training nue to streng then our relati onshi p with the local schoo l distric t.
Strategic Plan – Woodstock First Nation – March 31, 2013 75 Strategy Area Strategie Year 1 Year 3 Year Year 5 s 4 2013-2014 2015-2016 2016- 2017-2018 2017 2. Stren X X X X gthen our relati onshi p with post- secon dary institu tions in New Bruns wick.
Strategic Plan – Woodstock First Nation – March 31, 2013 76 Strategy Area Strategie Year 1 Year 3 Year Year 5 s 4 2013-2014 2015-2016 2016- 2017-2018 2017 3. Maint X X X X ain our focus on early childh ood educa tion as a found ation for early learni ng and devel oping health y habits . 4. Plan an annua l career fair.
Strategic Plan – Woodstock First Nation – March 31, 2013 77 Strategy Area Strategie Year 1 Year 3 Year Year 5 s 4 2013-2014 2015-2016 2016- 2017-2018 2017 5. Devel X op a proto col with the schoo l distric t to integr ate the teachi ng of the Malis eet langu age (and cultur e) into the schoo l curric ulum.
Strategic Plan – Woodstock First Nation – March 31, 2013 78 Strategy Area Strategie Year 1 Year 3 Year Year 5 s 4 2013-2014 2015-2016 2016- 2017-2018 2017 11. Language and 1. Infuse X X X X Culture all activit ies in the comm unity with langu age and cultur e.
Strategic Plan – Woodstock First Nation – March 31, 2013 79 Strategy Area Strategie Year 1 Year 3 Year Year 5 s 4 2013-2014 2015-2016 2016- 2017-2018 2017 2. Devel X X X op a progr am to streng then the Malis eet langu age and cultur e amon g childr en and youth and the comm unity at large.
Strategic Plan – Woodstock First Nation – March 31, 2013 80 Strategy Area Strategie Year 1 Year 3 Year Year 5 s 4 2013-2014 2015-2016 2016- 2017-2018 2017 3. Integr X X X ate the teachi ng of Malis eet langu age and cultur e in the schoo l syste m. 12. Employment 1. Creat X X X X e oppor tuniti es for greate r emplo yment .
Strategic Plan – Woodstock First Nation – March 31, 2013 81 Strategy Area Strategie Year 1 Year 3 Year Year 5 s 4 2013-2014 2015-2016 2016- 2017-2018 2017 2. Devel X X X X op relati onshi ps with local emplo yers to open up job oppor tuniti es for Wood stock First Natio n memb ers.
Strategic Plan – Woodstock First Nation – March 31, 2013 82 Strategy Area Strategie Year 1 Year 3 Year Year 5 s 4 2013-2014 2015-2016 2016- 2017-2018 2017 3. Supp X X X X ort memb ers in devel oping the confi dence to seek emplo yment outsid e Wood stock First Natio n which will increa se their chanc es of emplo yment .
Strategic Plan – Woodstock First Nation – March 31, 2013 83 Strategy Area Strategie Year 1 Year 3 Year Year 5 s 4 2013-2014 2015-2016 2016- 2017-2018 2017 4. Supp X X X X ort memb ers in devel oping the skills neces sary to comp ete for jobs. 5. Creat e and maint ain an active labou r force datab ase.
Strategic Plan – Woodstock First Nation – March 31, 2013 84 Strategy Area Strategie Year 1 Year 3 Year Year 5 s 4 2013-2014 2015-2016 2016- 2017-2018 2017 13. Safety and Security 1. D X X X X evelop a zero- tolera nce policy for drug, alcoho l, and substa nce abuse. 2. D X X X X evelop suppo rts for victim s and perpet rators of family violen ce.
Strategic Plan – Woodstock First Nation – March 31, 2013 85 Strategy Area Strategie Year 1 Year 3 Year Year 5 s 4 2013-2014 2015-2016 2016- 2017-2018 2017 3. Cr X X X X eate a place/ resour ce for childr en, youth, and others to go if they feel unsafe or threat ened. 4. In X crease the numb er of traine d police consta bles.
Strategic Plan – Woodstock First Nation – March 31, 2013 86 Strategy Area Strategie Year 1 Year 3 Year Year 5 s 4 2013-2014 2015-2016 2016- 2017-2018 2017 5. I X mple ment a trainin g progra m and ongoi ng profes sional develo pment for First Natio n consta bles. 13. Environment 1. D X evelop an enviro nment al manag ement policy .
Strategic Plan – Woodstock First Nation – March 31, 2013 87 Strategy Area Strategie Year 1 Year 3 Year Year 5 s 4 2013-2014 2015-2016 2016- 2017-2018 2017 2. E X nhanc e the comm unity with trees, garde ns and other green spaces . 3. D X evelop a plan for collect ing and dispos ing of hazard ous waste from home owner s.
Strategic Plan – Woodstock First Nation – March 31, 2013 88 Strategy Area Strategie Year 1 Year 3 Year Year 5 s 4 2013-2014 2015-2016 2016- 2017-2018 2017 4. Id X X entify enviro nment al conta minan ts and hazard s and mitiga te potent ial risks. 5. D X evelop a hazard ous waste dispos al plan.
Strategic Plan – Woodstock First Nation – March 31, 2013 89 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 Policy o 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 Strategic Plan – Woodstock First Nation – March 31, 2013 90 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,
Strategic Plan – Woodstock First Nation – March 31, 2013 91 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.
9.11. 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.
Strategic Plan – Woodstock First Nation – March 31, 2013 92