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Woodstock First Nation

Business Continuity Plan

Prepared for: Woodstock First Nation

3 Wulastook CourtWoodstock First Nation, NB E7M 4K6

Tel: (506) 328-3303

March 31, 2013



Table of Contents

1. Introduction and Purpose................................................................12. Understanding the Community Structure.....................................1

2.1 Community Strategic Planning Information......................................................12.2 Community Interdependencies..............................................................................32.2.1 Internal Interdependencies..................................................................................32.2.2 External Interdependencies.................................................................................52.3 Community Emergency Readiness Experience..............................................132.4 Incidence Readiness and Response...................................................................132.5 Incidence Escalation and Invocation..................................................................142.6 The Invocation Process...........................................................................................152.6.1 Implementation Criteria.......................................................................................152.6.2 Activation Levels....................................................................................................16

3. Risk Assessment...........................................................................174. List of Departments and Community Services..........................215. Business Impact Analysis for All Services.................................21

5.1 Assumptions...............................................................................................................215.2 Band Administration................................................................................................225.2.1 Business Impact Analysis....................................................................................225.2.2 Services/Information/Data Required to Support.........................................235.2.3 Impact of Loss.........................................................................................................235.3 Capital...........................................................................................................................245.3.1 Business Impact Analysis....................................................................................245.3.2 Services/Information/Data Required to Support.........................................255.3.3 Impact of Loss.........................................................................................................255.4 Chief & Council..........................................................................................................26

5.4.1 Business Impact Analysis....................................................................................265.4.2 Services/Information/Data Required to Support.........................................265.4.3 Impact of Loss.........................................................................................................275.5 Child & Family Services..........................................................................................285.5.1 Business Impact Analysis....................................................................................285.5.2 Services/Information/Data Required to Support.........................................285.5.3 Impact of Loss.........................................................................................................295.6 Child Development Centre....................................................................................295.6.1 Business Impact Analysis....................................................................................295.6.2 Services/Information/Data Required to Support.........................................305.6.3 Impact of Loss.........................................................................................................305.7 Economic Development..........................................................................................315.7.1 Business Impact Analysis....................................................................................315.7.2 Services/Information/Data Required to Support.........................................325.7.3 Impact of Loss.........................................................................................................325.8 Education.....................................................................................................................335.8.1 Business Impact Analysis....................................................................................335.8.2 Services/Information/Data Required to Support.........................................345.8.3 Impact of Loss.........................................................................................................355.9 Fisheries.......................................................................................................................355.9.1 Business Impact Analysis....................................................................................355.9.2 Services/Information/Data Required to Support.........................................365.9.3 Impact of Loss.........................................................................................................365.10 Forestry......................................................................................................................375.10.1 Business Impact Analysis..................................................................................375.10.2 Services/Information/Data Required to Support.......................................385.10.3 Impact of Loss.......................................................................................................385.11 Health......................................................................................................................... 395.11.1 Business Impact Analysis..................................................................................395.11.2 Services/Information/Data Required to Support.......................................405.11.3 Impact of Loss.......................................................................................................415.12 Hot Lunch Program................................................................................................42

5.12.1 Business Impact Analysis..................................................................................425.12.2 Services/Information/Data Required to Support.......................................435.12.3 Impact of Loss.......................................................................................................435.13 Human Resources Development.......................................................................445.13.1 Business Impact Analysis..................................................................................445.13.2 Services/Information/Data Required to Support.......................................445.13.3 Impact of Loss.......................................................................................................455.14 Membership..............................................................................................................455.14.1 Business Impact Analysis..................................................................................455.14.2 Services/Information/Data Required to Support.......................................465.14.3 Impact of Loss.......................................................................................................465.15 Operations & Maintenance..................................................................................475.15.1 Business Impact Analysis..................................................................................475.15.2 Services/Information/Data Required to Support.......................................475.15.3 Impact of Loss.......................................................................................................485.16 Policing....................................................................................................................... 495.16.1 Business Impact Analysis..................................................................................495.16.2 Services/Information/Data Required to Support.......................................505.16.3 Impact of Loss.......................................................................................................505.17 Social Assistance.....................................................................................................505.17.1 Business Impact Analysis..................................................................................505.17.2 Services/Information/Data Required to Support.......................................515.17.3 Impact of Loss.......................................................................................................515.18 Tutoring Centre.......................................................................................................525.18.1 Business Impact Analysis..................................................................................525.18.2 Services/Information/Data Required to Support.......................................535.18.3 Impact of Loss.......................................................................................................53

6. Prioritization of Urgent Services..................................................54

7. Resource Requirements...............................................................567.1 Resource Requirements – Technology, Facilities, and Other Resources

57

7.2 Resource Requirements – Resource Requirements for Human Resources.............................................................................................................................887.3 Resource Requirements – Resource Summary for Human Resources.104

8. Business Continuity Management Response Mode...............1068.1 The First Few Hours Checklist of Actions........................................................106

9. Testing and Debriefing on the Response.................................1099.1 Post-Event Action Debrief....................................................................................109

Appendix A – Decision Log.............................................................110Appendix B – List of Community Services....................................111Appendix C – Staff Listing and Contact Information....................114Appendix D – Log of Reviews of the Impact Analysis for Each Program/Service................................................................................118



1. Introduction and Purpose

The purpose of the Woodstock First Nation Business Continuity Management Plan 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. As a result, the goals of this plan are to:

1. Preserve the health, safety and well being of community members.2. Ensure and maintain confidence in community leaders.3. Provide Woodstock First Nation with the tools and plans it needs to

successfully handle a crisis.4. Assist with communication during a crisis.5. Improve the probability of a successful recovery, and;6. Safeguards value and trust with investors.1

2. Understanding the Community Structure

2.1 Community Strategic Planning Information

This business continuity plan conforms with the overall vision of Woodstock First Nation along with its values and philosophy. Fore more information about WFN’s strategic direction, please refer to its strategic plan.

Vision 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).

1 Saint Mary’s University Business Development Centre. First Nation Business Continuity Management Plan, 2009, p. 7.

Woodstock First Nation – Business Continuity Plan – March 31, 2013 1

Values/Philosophy 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.

Key Stakeholders Chief and Council Royal Bank of Canada Federal government Provincial government, including the Department of

Natural Resources (Forestry) Daycare/Aboriginal Headstart


Community Locations There is only one residential land base for Woodstock located adjacent to the town of Woodstock along the St. John River. The mailing address for the band administration is:

Woodstock First Nation3 Wulastook CourtWoodstock First Nation, NB E7M 4K6Tel: (506) 328-3303

2.2 Community Interdependencies

2.2.1 Internal Interdependencies

Woodstock First Nation’s internal interdependencies are presented below and outlines the internal departments that are dependent on each other for daily operations.

The departments at Woodstock First Nation include:

1. Chief and Council2. Band administration (this includes the controller, Band Manager, and

maintenance supervisor)3. Capital and housing4. Child and family services5. Child development centre (includes the Aboriginal head start and day care)6. Eagles Nest7. Economic development8. Education9. Fisheries10. Forestry11. Health centre12. Hot lunch program13. Human resources development14. Maliseet Fuels I15. Maliseet Fuels II16. Membership17. Operations and maintenance18. Policing19. Social assistance20. Tutoring centre

The Chief and Council oversee all operations at Woodstock First Nation. Each councillor is responsible for a portfolio and oversees the operation of the particular departments and services that fall under that portfolio.

The departments along with the lines of accountability are represented in the organizational chart below.


Chart 1: Organizational Chart


In terms of internal interdependencies:

All departments, except for Eagles Nest, are directly dependent on Chief and Council.

All departments, except for Eagles Nest, are directly dependent on the finance department.

Chief and Council depends on the finance department for information, the First Nation membership for feedback, and program directors for advice and information.

The finance department depends on the department of economic development for financing.

Policing services are provided by the First Nation constable. Water/wastewater is provided by the Water/Waste Water Operators. Water testing is conducted by provided by the Water/Waste Water Operators.

Additional testing is provided by Health Canada. The Water/Waste Water Operators conduct e-coli and chlorine residual testing; this testing is done continually. Health Canada conducts the same tests as a control for WFN testing; Health Canada tests monthly.

Snow plowing is provided by the Woodstock First Nation roads and streets crew.

The St. John River Valley Tribal Council provides professional services to the First Nation, including legal and accounting services.

2.2.2External Interdependencies

Woodstock First Nation’s external interdependencies outlines the external agencies and companies on which the First Nation is reliant on for services.

Major Funding Sources AANDC Health Canada Solicitor General (First Nation Constable) Government of New Brunswick

o HST rebateso Gas/tobacco rebateso Mentoring program at local schools (off the First Nation)o Forestry royaltieso Enhancement agreement (between the province of New Brunswick and

Woodstock First Nation regarding school tuition) Is this a good way of saying it?

St. John River Valley Tribal Council North Shore Micmac District Council Forestry quotas (royalties)


o AV Nackawico Twin Rivero JD Irving Woodland


Fishery quotas (for lobster, sea urchins, scallops and swordfish; WFN fishes most of the lobster quota & leases the rest)o Oceanview Fisherieso CR Lobstero Delap Coveo Point Queen Cove Fisheries

Fisheries and Oceans Canadao Aboriginal Fisheries Strategy (AFS) programo Atlantic Integrated Commercial Fisheries Initiative (AICFI) programo Atlantic Integrated Fisheries Diversification Initiative

Day care fees CMHC

o Mortgage subsidy (partial)o Homeowner Residential Rehabilitation Assistance Program (RRAP) funding

o Gas barso Gas/dieselo Grocerieso Tobaccoo VLTs (10 machines at Maliseet Fuels II and 25 at Eagles Nest)o Eagles Nesto Bingoo Tobacco

Sources of Loans/Financing Royal Bank

o Business loanso Line of credito Mortgages

CIBCo Mortgages

Bank of Nova Scotiao Mortgage

CMHCo Mortgages

Ulnooweg Development Group Inc.o Sawmill Loan

Fire Services Town of Woodstock

Policing RCMP First Nation Constable


Snowplowing/Road Maintenance Department of Transportation (Government of New Brunswick)

Emergency Services 911 for policing and ambulance

Government of New Brunswick Education Forestry services EMO

Woodstock First Nation’s main vendors, organized by department, are:

Suppliers to WFN Family Services1. Arthur Lamrock2. Bell Aliant3. Bell Mobility Inc.4. Brian's Home Furnishings5. Canadian Red Cross6. Carleton Civic Center7. Cindy Lofstrum8. Compass Food Group9. Compass Group Canada10. Covey Basics11. Creative Advertising12. Crisis and Trauma Resource Institute13. CTRI Inc.14. Cummings Building Supplies15. CVCDSI - Early Intervention16. Family First Human Services Inc.17. FiiXiiT Technology Solutions18. First Nation Youth Rehabilitation Center19. Fredericton Sexual Crisis Centre20. Fresh Beginnings21. Home Zone Electronics22. Larsen Security23. Lee Dow24. Likomo Lofstrum25. Metapra Associates Inc.26. Michael P. Perley Professional Corporation27. NB Power28. Newnham & Slipp Pharmacy29. Osco Pharmacy 755230. Proactive Therapy Services


31. Purolator Courier Ltd.32. River Valley Health33. River Valley Vision34. River Valley Wellness Centre35. Shoppers Drug Mart36. SOS Fire Protecion Ltd.37. Spurwink38. The Drugstore Pharmacy39. Valley Outreach40. Whisco Limited

Suppliers to WFN Fisheries1. Alpha Security Services Inc.2. Armstrong Communication Ltd.3. Arrow Fuel Co.4. Atlantic Catch Data Ltd.5. Bell Aliant6. BenMark Trucking Ltd.7. Bev Dickinson8. Curries Ace Hardware9. D'eon Boat Building Ltd.10. Energie NB Power11. Fairway Insurance Inc.12. Friendship Trap Company13. Fundy Marine Service Centre14. General Marine Service Ltd.15. Grand Manan Boats Ltd.16. In the Bay Fisheries Ltd.17. Island Home Hardware18. Island Truck Repair Inc.19. Oceanview Fisheries Ltd.20. Purolator21. Rainbow Net & Rigging Ltd.22. SEEFISH23. Spruce Hill Shop24. Valley Chainsaw25. Waterfront Fabricating Ltd.

Suppliers to WFN Health Centre1. A.R. Menzies and Sons2. Bell Aliant3. Bell Mobility4. Canadian Red Cross5. Covey Basics6. Dr. Michael Perley


7. Excel Chemwide Industrial Inc.8. Home Hardware/Stewart and Stewart9. Home Zone Electronics10. Intelligent Housing Systems11. Larsen Electric12. Larsen Security13. Le Groupe Sports - Inter Plus Inc.14. Lee Dow15. Mary Lou's Blood Collection Service16. Media Smart17. Mi'kmaw Kina'matnewey18. NB Power19. NEBS Business Products Limited20. Newnham & Slipp Pharmacy21. Off The Wall Graphics22. Pitney Bowes23. Purolator Courier Ltd.24. River Valley Health25. River Valley Lifeline26. River Valley Vision27. River Valley Wellness Centre28. SOS Fire Protection29. Source Medical Corporation30. Spanky's Taxi31. Superior Medical Limited32. The Drugstore Pharmacy33. The Stevens Company Limited34. Thomas the Florist35. Valley Refrigeration and Air Conditioning Ltd.36. Whisco Limited37. Xplornet

Suppliers to Woodstock First Nation (Government & Administration)1. Acadia University2. Air Exchanger Guys3. Air Liquide Canada Inc.4. Bell Aliant5. Bell Mobility Inc.6. Big Cove YMCA Camp7. Blackies Meat Shop8. Brian's Home Furnishings9. C & D Woodland Services Ltd.10. C N B Builders Inc.11. Canada Mortgage and Housing Corporation12. Cabot Shipping Supplies Ltd


13. Cain Insurance Services Ltd.14. Canadian Red Cross15. Carr's Meat shop16. Carr's Septic Service17. Coast Tire & Auto Service18. Coastal Controls & Instrumentation19. Corey Ford20. Country Tractors & Machinery, Ltd.21. Culberson Funeral Home22. Cummings Bldg. Supplies Ltd.23. Currie's Ace Hardware24. Currie's Electronics & Decor25. Curries Hardware & Garden Centre26. Dalton E. Crouse27. DRS Auto Supplies Ltd.28. E. Cummings Contracting Inc.29. Excel Chemwide Industrial Inc.30. EXCEL Pest Control Ltd.31. Excellence Charter & Tours Inc.32. Grand Falls Milling Co., Ltd.33. Green Diamond Equipment34. Home Zone Electronics Ltd.35. Imperial Esso Branded Fuels36. Irving Energy Distribution & Marketing37. Joudry's Heating38. Kamden39. Kearney's Hygienic Service40. Larsen Security41. Larsens Electrict42. Lawson & Creamer Lawyers43. Le Groupe Sports-Inter Plus Inc.44. Lee Dow45. Lenehan, McCain Associates46. Loblaw Companies Ltd.47. Maria G. Henheffer, QC48. Mary Lou's Blood Collection Service49. McLellan's Country Wide Furniture & Appliance Sales50. Media Smart51. N.B. Power52. NBCC53. NEBS Business Products Limited54. Olthuis Kleer Townshend LLP55. OPUS International56. Pitney Bowes Leasing57. PitneyWorks


58. Postage by Phone59. Purolator60. Richwil Truck Centre Ltd.61. Ritchie's Plumbing & Heating62. River Valley Lifeline Inc.63. Stewart & Stewart Ltd.64. Teed Saunders Doyle & Co.65. Thomas Industrial Sales Ltd.66. Town of Woodstock67. Ulnooweg Development Group Inc.68. Valley Chain Saw69. W.E. Hodges Surveys Ltd.70. Xerox Canada Ltd.

Suppliers to WFN Maliseet Fuels1. Brunswick News2. Bugle-Observer3. Capital Safe & Lock Service Ltd.4. Carr's Septic Service5. Covered Bridge Potato Chip Company6. Covey Basics7. Early Bird Eggs8. Home Zone Electronics9. Imperial Tobacco10. Kearney's Hygienic Service11. Michaud Petroleum12. NB Power13. Phoenix Petroleum14. Rollys Wholesale15. Telegraph Journal16. The Buyer Crier17. The Daily Gleaner18. Thomas the Florist19. TRA Maritimes20. Valley Refrigeration & Air Conditioning Ltd.

Suppliers to WFN Maliseet Fuels II1. ARI'S Impressions Inc.2. Bell Aliant3. Blue Ridge Natural Spring Water4. Braemar Pest Control Services5. Brunswick News Inc.6. Buckingham, Susan7. Candyland Wholesalers Ltd.8. Capital Safe & Lock


9. CJ10410. Connell Road Bake Shop11. Consolidated Services Ltd.12. Cool View Optics Inc.13. Covered Bridge Potato Chips14. Covey Office Group Inc.15. Home Zone Electronics16. I.H.S. & Automation Security17. Imperial Tobacco18. Karic Sales Limited19. LanWan Solutions20. Larsen Security21. Larsen's Electric22. Lawson Creamer Lawyers23. Les Bonbons Mondoux24. Maxon and Associates Inc.25. Melco Distributing (Barrie) Inc.26. Michaud Fuels27. Millar Motors (1996) Limited28. NB Liquor29. NB Power30. Northumberland Dairy31. Phoenix Petroleum Ltd.32. Quality Imports of Canada Ltd.33. Redfeather Natural Products34. Rolly's Wholesale35. Sky Designs Inc.36. The Daily Gleaner37. TRA Maritimes38. Wayne Parker

Suppliers to WFN Social Services1. Brian's Home Furnishings2. Imperial Oil3. Irving Oil Limited4. Lee Dow5. Madore Furniture & Electronics6. NBPower7. Ritchie's Plumbing & Heating Inc.8. River Valley Health9. River Valley Vision Ltd.10. Robert Larson11. Shoppers Drug Mart


2.3 Community Emergency Readiness Experience

Decision-making at Woodstock First Nation is made through the elected Chief and Council, which passes decisions through resolution. In the event of an emergency, decisions regarding starting and stopping community services will be made by Chief and Council.

2.4 Incidence Readiness and Response

The purpose of the incident management structure below (table 1) is to form and react as soon as possible to the incident. On forming, those present can make decisions to apply appropriate resources to deal with an event as it occurs (ideally to prevent it becoming a crisis). It is essential for this reason that the team be made up from individuals representing core areas of the organization. A three-layer level of response is proposed depending on the nature and scope of the incident.

Table 1: Incident Management Structure

Incident Management Structure

Team Role CompositionStrategicDirectionTeam

Provides strategic direction.

Makes key decisions. Holds ultimate

responsibility. Represents the public

face of the community.

The Chief is the spokesperson.

Chief and Council


Incident Management Structure

Team Role CompositionEmergencyManagementTeam

Implements the decisions of the Strategic Direction Team.

Assumes full responsibility for coordinating incident management.

Provides detailed direction to managers and staff to effectively manage the incident at an operational level.

Reports up to and advises the Strategic Direction Team (Chief and Council).

The following list comprises the members of the Emergency Management Team.

The leader of the team will be the person whose building is primarily affected by the emergency.

If the emergency is not tied to a particular building, the leader of the emergency management team will be the controller.

Band Office: Controller (Rod Lyons) Child Development Centre: Director (Day

Care/Headstart Director) Department of Transportation Building

(Fisheries Garage): Manager (Kenny Tomah)

Eagles Nest: General Manager (Raymond Tomah)

Health Centre: Director of Health (Peggy Wright)

Maliseet Fuels I: Manager (Amanda Depow)

Maliseet Fuels II: Manager (Susan Buckingham)

St. John River Valley Tribal Council: Executive Director (Eric Paul)

BusinessContinuityTeam

Carry out the actions described in the Business Continuity Plan.

The Business Continuity Team are instructed and coordinated by the Emergency Management Team.

Managers and staff at the operational level

2.5 Incidence Escalation and Invocation

All staff has a responsibility to notify their line manager, or other appropriate manager, if they feel the Chief and Council’s ability to operate effectively may be in danger or there may be a need to invoke the Business Continuity Plan. This should then be escalated until a member of the Strategic Direction Team is informed.


During off hours (e.g., outside of normal business hours), the Band Manager (Mark Polchies) will be contacted to escalate the response to the Chief and Council.

All members of the Emergency Management Team have the authority to compel all other members of the team (or their deputies) to meet as soon as is reasonable to discuss an incident, or the threat of an incident, which could force the Business Continuity Plan to be invoked.

Chart 2 outlines the recommended escalation process used to notify the Strategic Management Team of a potential risk to the community and its members.

Chart 2: Recommended Escalation Process

2.6 The Invocation Process

This section outlines the process for deciding when and how to activate the Business ContinuityManagement Plan.

2.6.1 Implementation Criteria

To implement the Business Continuity Plan means to invoke the emergency operating locations and staffing, (typically a level 3 or 4 readiness level, described in the next section) and to follow the measures and approach its sets out for emergency response. Normally, the Business Continuity Plan is implemented when Woodstock First Nation is confronted with a situation that meets one or more of the criteria set out below:


Any staff member

Notifies their program director of any incident affecting Chief & Council or an individual service

Program Director

Notifies the Chief and Council (Strategic Management Team) in the event of an incident or an excalation of an incident affecting the Chief & Council or an individual services

Chief & Council (Strategic

Management Team)Assesses the

impact and decides whether to invoke the Business Continuity Plan

When there is an actual incident (within or outside Woodstock First Nation) that creates risk or perception of risk to life or property for First Nation members.

When the use of resources needed to respond to an actual incident (within or outside the First Nation) creates unacceptable risk to community members.

When an imminent event (within or outside the First Nation) is expected to cause significant risk to life or property in a First Nation.


2.6.2Activation Levels

The following activation levels will be used.

1. Level 1: Normal Readiness – All members are aware of their roles in case of a health emergency; remain vigilant and able to report any incidents. In cases where a staff/team leader is absent, another person can be identified to act on behalf of the team members.

2. Level 2: Increased Vigilance – Upon receiving notification of an incident, all members of the Emergency Management Team are notified. Results of an initial assessment will be communicated to the team by the leader of the Emergency Management Team and Chief and Council. Key staff is put on standby and contingency plans are reviewed by members of the Emergency Management Team and should remain available.

3. Level 3: Partial Activation – The Emergency Management Team meets in order to coordinate actions and ensure key liaisons with internal, external stakeholders to make recommendations.

4. Level 4: Full Activation – The Strategic Management Team authorizes a complete launching of the Business Continuity Plan. The leader of the Emergency Management Team implements the plan. An Emergency Operations Centre (EOC) may be designated for a 24/7 basis if necessary.

Activation of the Business Continuity Plan may also be activated as a result of input from other emergency organizations, federal and provincial government emergency offices, and health authorities.

Table 2 below presents Woodstock First Nation’s activation in a number of trigger areas. The table helps identify the varying levels of activation that Woodstock First Nation may encounter.

Table 2: Activation Triggers

Triggers

Emergency Type Activated Trigger Activation – Who activates?Level 2 Notification of impending

emergency (i.e., Bird Flu and Avian Influenza identified within Canadian borders)

Director of Health (Peggy Wright)

Level 2 Loss of key staff Chief (Len Tomah)Level 2/3 Canada’s Centre for Emergency

Preparedness and Response (CEPR), Emergency Operations Centre (EOC) Partial Activation

Chief (Len Tomah)

Level 3 Death from communicable disease


Level 3 Death from violence Chief (Len Tomah)Level 3 Provincial operation centre/local Chief (Len Tomah)


Triggers

Emergency Type Activated Trigger Activation – Who activates?authority declares an emergency

Level 3 Unlawful occupation (e.g., of a building)

Chief (Len Tomah)

Level 3/4 Primary health care service denial


Level 3/4 FNIH’s Regional Authority to activate emergency response


Level 3/4 Provincial authority declares an emergency

Chief (Len Tomah)

Level 3/4 Overburdening of system Chief (Len Tomah)Level 3/4 CEPR’s EOC full activation Chief (Len Tomah)Level 3/4 Prime Minister’s Office, Health

Canada, INAC, Public Health Agency of Canada, etc. authorities declare an emergency

Chief (Len Tomah)

Level 3/4 Fire Chief (Len Tomah)Level 3/4 Flood Chief (Len Tomah)Level 3/4 Failure of the water system

(e.g., if pumps ran dry)Chief (Len Tomah)

Level 3/4 Ice storm Chief (Len Tomah)Level 3/4 Ice dam Chief (Len Tomah)Level 4 Forest fire with evacuation Chief (Len Tomah)Level 4 Public health crisis Director of Health (Peggy

Wright)

3. Risk Assessment

The following risk analysis (table 3) outlines the possible threats that Woodstock First Nation may encounter.

The measures used for both probability and impact are subjective numbers assigned given the choices provided at the top of the form. When calculated together, the risk factor becomes a measurable number. The services can then be rearranged in the order of the most likely ones to have a high probability and impact on the rest of the organization should an emergency occur.


Table 3: Risk Analysis

Risk Analysis

Threat Probability of Threat Occurring

1=low2=low/med3=medium4=med/high5=high

Impact this Emergency Could

Have on WFN


Risk Factor(Probability x

Impact)

RequireERP*

Require BCP**

RequireIMP***

Contamination and environmental hazards

1 5 5 x x x

Electrical storms 2 2 4 x xFlooding 1 3 3 x xFreezing temperatures 1 1 1 xIce storms 1 4 4 x x xPandemics 1 5 5 x x xRain 1 1 1 xSnow 1 1 1 xDisruption in gas supply 1 1 1 xDisruption in oil supply 1 3 3 xDisruption in power 1 4 4 x x xDisruption in telecom 1 1 1 xDisruption in water 1 4 4 x xLoss of drainage/waste removal 1 1 1 xDisruption in HVAC 1 1 1 xInternal power failure 1 3 3 xOther critical equipment failures (non-IT)

1 3 3 x x x

Sprinklers activating accidentally 1 4 4 xCyber crimes (viruses, worms, hackers, etc.)

1 4 4 x

Disclosure of confidential information

3 4 12 x x

Hardware failures 1 2 2 xLoss/corruption of records or data 3 4 12 x xWoodstock First Nation – Business Continuity Plan – March 31, 2013 20

Risk Analysis

Threat Probability of Threat Occurring


Impact this Emergency Could

Have on WFN


Risk Factor(Probability x

Impact)

RequireERP*

Require BCP**

RequireIMP***

Software failure 2 2 4 xArson 3 2 6 xCivil disobedience 4 4 16 x x xLoss of quorum# 2 3 6 xTheft 1 1 1 xThreatening individuals 3 2 6 xVandalism 3 2 6 xWorkplace violence 1 1 1 xAccidental explosion 1 1 1 x x xAccidents with toxic chemicals/gas/ nauseous odors

1 5 5 x x x

Building collapse 1 5 5 x x xEmployee morale 3 3 9 xFires 1 4 4 x x xHealth and safety issues 2 3 6 x xNegative publicity 5 4 20 xOther neighbourhood disruptions 1 2 2 xPolice strikes (termination of coverage)

1 4 4 x x

LEGEND*ERP Emergency Management Plan**BCP Business Management Plan***IMP Incident Management Plan


#Loss of quorum could result from an electoral appeal or an accident, leaving the community without a Chief and Council. This may activate an accelerated electoral process but will leave the community without a leadership for up to 35 days.


4. List of Departments and Community Services

The following is a listing all of the departments in Woodstock First Nation and reflects the types of services and activities that take place on a daily basis.

1. Chief and Council2. Band administration (this includes the controller, Band Manager, and

maintenance supervisor)3. Capital and housing4. Child and family services5. Child development centre (includes the Aboriginal head start and day

care)6. Economic development7. Education8. Fisheries9. Forestry10. Health centre11. Hot lunch program12. Human resources development13. Membership14. Operations and maintenance15. Policing16. Social assistance17. Tutoring centre

5. Business Impact Analysis for All Services

5.1 Assumptions

WFN assumes a worst case scenario of complete disruption of services or the destruction of a particular site.

Certain members of the business continuity team will not be available during the first 24 hours of an emergency due to incident circumstances.

The maximum tolerable period of disruption may be difficult to determine for seasonal or periodic functions such as year-end processing and projects. In such instances impact analysis should focus on an interruption to the activity during one of these peaks.


5.2 Band Administration

5.2.1Business Impact Analysis

WFN Business Impact Analysis – Band AdministrationDate of BIA Completion: March 31, 2013

Department: Band Administration

Main Contact: Rod Lyons

Contact Information: E-Mail:[email protected]

Phone: (506) 328-3303, ext. 411 Cell: (506) 478-2417 Fax: (506) 328-2420

Location: 3 Wulastook Court

Woodstock, NB E7M 4K6

Areas Served: Entire Woodstock First Nation

Description:

The band administration involves the day-to-day operations of community programs and services. The band administration is ultimately responsible for running the community in an efficient manner and for delivering the programs and services to its members. The band manager oversees the band administration and 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.


WFN Business Impact Analysis – Band Administration6. Complying with all applicable provincial and federal

employment laws and standards.


5.2.2Services/Information/Data Required to Support

Services/Information/Data Required to Support: Band AdministrationService Deliverer of Service Service Provided Value

Payroll3 administrative assistants

Payroll for all Band employees except employees of Eagles Nest and Maliseet Fuels II

High

Accounts Payable3 administrative assistants

Verification, recording, payment of Band bills except for Eagles Nest and Maliseet Fuels II

High

Accounts Receivable 1 controller Recording and

collecting receivables, except for Eagles Nest and Maliseet Fuels II

Medium

Financial Statements1 controller Preparation and

analysis financial activity for the entire Band

Medium

Mortgage and Loans 1 controller Loans High

5.2.3 Impact of Loss

Impact of Loss: Band AdministrationService Stakeholders Impact of

Loss of Service

Provision

MTPD* Time Sensitivity

Level**

Payroll All Band employees

Financial disruption for all staff

1 week 72hrs = Vital

Accounts Payable Suppliers and vendors to WFN

Potential loss of delivery by vendors

30-60 days Within 2 Weeks = Necessary

Accounts Payable, Accounts, Receivable, Financial Statements

WFN finance Potential for cash flow disruption


Mortgage and Loan AANDC, Health Canada, RBC, other lenders

Breaking terms and conditions of loans, funding agreements

60 days >2 Weeks = Desired

* MTPD: Based on the previous analysis and the department’s objectives, applicable regulations and existing standards determine the Maximum Tolerable Period of Disruption (MTPD) for this program/service. Document the rationale. The MTPD may be defined in terms of minutes, hours, days, weeks or months.


** Recommended Time Sensitivity Level Assigned to this Service (24hrs = Urgent; 72hrs = Vital; Within 2 Weeks = Necessary; >2 Weeks = Desired)

5.3 Capital


WFN Business Impact Analysis – Capital

Date of BIA Completion: March 31, 2013

Department: Capital Main Contact: Patrick Tomah Contact Information: E-Mail [email protected] Phone (506) 328-3303 ext 413 Cell (506) Fax (506) 328-2420


Woodstock, NB

E7M 4K6


Description:

The goal of the WFN capital program is to provide quality affordable, safe, and durable housing for all its members as well as to provide water, wastewater, pumping stations, wells and roads and street maintenance and upgrading.


mailto:[email protected]


Services/Information/Data Required to Support: CapitalService Deliverer of Service Service Provided Value

Infrastructure creationCapital manager and outside contractors

Road repair, water supply, waste water disposal

High

HousingCapital manager and outside contractors

Building new housing Low


Impact of Loss: CapitalService Stakeholders Impact of

Loss of Service

Provision


Level**

Infrastructure creation Residents of WFN

Transportation on reserve disrupted, loss of potable water, loss of sewer system, possible evacuation

1-3 days 72hrs = Vital

Housing Band members requiring housing (current list is approximately 50)

No houses built 2 years >2 Weeks = Desired



5.4 Chief & Council


WFN Business Impact Analysis – Chief & Council


Department: Chief & Woodstock First Nation – Business Continuity Plan – March 31, 2013 28

WFN Business Impact Analysis – Chief & CouncilCouncil

Main Contact: Chief Len Tomah

Contact Information: [email protected]

Phone(506) 328-3303

Cell(506) 324-3504

Fax(506) 328-2420




Description:

The general responsibilities of the Chief and Council include: the overall operation of First Nation programs and businesses, 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. Decisions of the Chief and Council are made by resolution.


Services/Information/Data Required to Support: Chief & CouncilService Deliverer of Service Service Provided Value

Leadership, decision-making and program management

1 Chief and 7 Councillors

Program management, administration of First Nation government, monitoring governments and the impact of policies on the community, advocating on behalf

High



Services/Information/Data Required to Support: Chief & CouncilService Deliverer of Service Service Provided Value

of the community, reporting to the community

5.4.3Impact of Loss

Impact of Loss: Chief and CouncilService Stakeholders Impact of

Loss of Service

Provision


Level**

Leadership, decision-making and program management

Members of WFN

Lack of decision making, lack of leadership, cessation of programs, community turmoil, no community contacts for external governments and agencies

1 day 24hrs = Urgent




5.5 Child & Family Services


WFN Business Impact Analysis – Child & Family Services


Department: Child & Family Services Main Contact: Social Worker Contact Information: E-Mail [email protected]

Phone(506) 324-6253

Cell(506) 612-2817

Fax(506) 324-6255

Location: 6 Eagles Nest Drive

Woodstock, NB E7M 4J3


Description:

The goal of WFN child and family services is to assist in ensuring the safety and well-being of Woodstock First Nation children. It provides culturally appropriate prevention and protection services, liaises with outside agencies to establish networking relationships and support systems, and promotes healthy child and family development.


Services/Information/Data Required to Support: Child & Family ServicesService Deliverer of Service Service Provided Value

Child welfareSocial worker Follow and document

reported cases of concern for well being of children

High

Foster careSocial worker Assessment of

children in need of High



Services/Information/Data Required to Support: Child & Family ServicesService Deliverer of Service Service Provided Value

being removed from current environment; administration of children placed in foster care


Impact of Loss: Child & Family ServicesService Stakeholders Impact of

Loss of Service

Provision


Level**

Child welfareChildren, parents, caregivers of children in need

Potential for injury, abuse, death


Foster care Children, parents, caregivers of children in need

Returning children to destructive environment




5.6 Child Development Centre


WFN Business Impact Analysis – Child Development CentreDate of BIA Completion: March 31, 2013 Department: Child Development Centre

Main Contact: Day Care/Headstart Director

Contact Information: E-Mail Phone (506) 328-4332


WFN Business Impact Analysis – Child Development Centre Cell (506) 328-7429 Fax (506) 324-6254 Location: 6 Eagles Nest Drive Woodstock, NB E7M 4J3 Areas Served: Entire Woodstock First Nation Description: The Woodstock Child Development Centre is the home of the WFN day care and Aboriginal Head Start program. Its programs are geared towards ensuring a safe, developmentally appropriate educational environment for Woodstock First Nation children.


Services/Information/Data Required to Support: Child Development CentreService Deliverer of Service Service Provided Value

Day careManager and 5 workers

Teaching, parental support, nutrition

High

K-4 program Manager and 2 workers


High

Head StartManager and 5 workers


High


Impact of Loss: Child Development CentreService Stakeholders Impact of

Loss of Service

Provision


Level**

Day care2-10 year olds Pressure on

parents to find alternatives


K-4 program 4 year olds Pressure on parents to find alternatives


Head Start0-6 year olds Pressure on

parents to find alternatives





5.7 Economic Development


WFN Business Impact Analysis – Economic Development


Department: Economic Development Main Contact: Brad Paul Contact Information: E-Mail Phone (506) 328-3303 Cell Fax (506) 328-2420


Woodstock, NB E7M 4K6 Areas Served: Entire Woodstock First Nation

Description:

The goal of the Woodstock economic development department is to build the economic vitality and sustainability of Woodstock First Nation. Accordingly, the department seeks to provide programs and services to members, such as business development support, and employment and training opportunities, and enhance and promote economic opportunities between Woodstock First Nation and others in our region.



Services/Information/Data Required to Support: Economic DevelopmentService Deliverer of Service Service Provided Value

Gas barsManagers and employees

Gas/diesel, tobacco, grocery, VLTs, profits to WFN government operations

High

Eagles Nest Managers and employees

Entertainment profits to WFN government operations

High


Impact of Loss: Economic DevelopmentService Stakeholders Impact of

Loss of Service

Provision


Level**

Gas barsEmployees of Maliseet I and II, Band finance, WFN population, customers & suppliers

Products have to be purchased at another location away from reserve; loss of revenue to support Band operations; layoff of staff both at stations; government; default on loans


Eagles Nest Employees, Band finance, WFN population, customers & suppliers

Loss of revenue to support Band operations; layoff of staff both at Eagles Nest and WFN government; default on loans





5.8 Education


WFN Business Impact Analysis – Education


Department: Education Main Contact: Andrea Polchies Contact Information: E-Mail [email protected] Phone (506) 328-3303 Cell (506) 325-0787 Fax (506) 328-2420




Description: The WFN education department is to provide educational support services. This includes liaising with provincial elementary schools to ensure the local education agreement is maintained and administering post-secondary education financial supports.


Services/Information/Data Required to Support: Education/Tutoring CentreService Deliverer of Service Service Provided Value

Elementary/secondaryDirector, school district teachers and assistance

Administration, education

High

Post-secondary Director, universities, and colleges

Administration, education

High





Impact of Loss: EducationService Stakeholders Impact of

Loss of Service

Provision


Level**

Elementary/secondary Educational opportunity, mentor jobs, tutoring staff, parents

Educational opportunity, mentor jobs

Less than 30 days

>2 Weeks = Desired

Post-secondary Educational opportunity, time to complete degree

Educational opportunity, time to complete degree

8-30 days >2 Weeks = Desired



5.9 Fisheries


WFN Business Impact Analysis – FisheriesDate of BIA Completion: March 31, 2013 Department: WFN Fisheries Main Contact: Greg Paul Contact Information: E-Mail [email protected] Phone (506) 328-0400 Cell (506) 324-5588 Fax (506) 328-0987




WFN Business Impact Analysis – Fisheries Woodstock, NB E7M 4K6

Areas Served: Grand Manan Island

Description: The WFN fisheries department supports, coordinates and advises fishers on how to exercise their rights to fish. It also oversees manages and oversees the commercial and community fishing for WFN. It manages the community’s commercial licenses that are fished by both WFN and non-WFN fishers/companies.


Services/Information/Data Required to Support: FisheriesService Deliverer of Service Service Provided Value

Commercial fisheries Manager, 3 captains, 6 employees

Commercial fisheries, lobster, scallops, sea urchins, swordfish

Medium

Aboriginal Fisheries Strategy

Manager, 6-8 seasonal employees

Orderly management of fisheries (river), protection and enhancement of aquatic and fisheries resources

Low


Impact of Loss: FisheriesService Stakeholders Impact of

Loss of Service

Provision


Level**

Commercial fisheries Employees, WFN

Loss of revenue, loss of employment, default on loans, loss of quota

1-6 months Within 2 Weeks = Necessary

Aboriginal Fisheries Strategy Employees Loss of employment

1 year >2 Weeks = Desired




5.10 Forestry

5.10.1 Business Impact Analysis

WFN Business Impact Analysis – Forestry


Department: Forestry Main Contact: Doug Jacobson Contact Information: E-Mail Phone (506) 328-3303 Cell (506) Fax (506) 328-2420




Description: The WFN forestry department supports, coordinates and advises WFN harvesters on how to exercise their rights to harvest. It also oversees manages and oversees the commercial and community forestry for WFN.


5.10.2 Services/Information/Data Required to Support

Services/Information/Data Required to Support: ForestryService Deliverer of Service Service Provided Value

Forestry services2 coordinators, work crews, contractors

Commercial harvest of forest

Medium


Impact of Loss: FisheriesService Stakeholders Impact of

Loss of Service

Provision


Level**

Forestry services Loss of revenue, loss of employment, default on loans, loss of quota

Loss of revenue, loss of employment, default on loans, loss of quota


Commercial Forestry Operations

Loss of revenue, loss of royalties, default on contract, loss of employment

Loss of revenue, loss of royalties, default on contract, loss of employment




5.11 Health


WFN Business Impact Analysis – Health

Date of BIA Completion March 31, 2013

Department: Health Woodstock First Nation – Business Continuity Plan – March 31, 2013 41

WFN Business Impact Analysis – HealthMain Contact: Peggy Wright Contact Information: E-Mail [email protected] Phone (506) 325-3570 Cell (506) 328-7225 Fax (506) 325-3580 Location: 10 Turtle Lane Woodstock, NB E7M 3B4 Areas Served: Entire Woodstock First Nation Description: The purpose of the Woodstock First Nation health department is to deliver programs and services designed to enable community members to achieve and/or maintain their optimal physical, mental, emotional, social, and spiritual health.




Services/Information/Data Required to Support: HealthService Deliverer of Service Service Provided Value

Nursing 1 nurse, 2 licenses practical nurses

Blood sampling, vaccinations, blood pressure assessments, patient assessments, prenatal education, diabetes education, prevention activities and health education

High

Medical transportation 1 staff Assess medical needs in terms of transportation to hospital, doctor/ specialist, what city, (local or other), etc.

Calculate reimbursable amount to cover the cost of transportation to hospital, doctor, etc.

Medium

Wellness worker 1 wellness worker Delivers programs to promote community wellness

Medium

NNADAP 1 NNADAP worker Provides confidential addictions counselling, education and support to individuals, families and the community and for promoting health lifestyles and healthy choices

Medium

Dietitian 1 dietitian Provides nutrition and dietitian services

High

Family support program

2 family support workers

Coordinates and delivers family support programs

Medium

Dental services 1 dental therapist Provides dental therapy and promotes the importance of oral health

Medium



Impact of Loss: HealthService Stakeholders Impact of Loss

of Service Provision


Level**Nursing Members of

WFNLoss of health services, transfer to hospital for health care instead of receiving care in community, more refusals to accept medical assistance, decline in health of community members


Medical transportation Members of WFN

Minimal delay in recover of travel expenses

30 days Within 2 Weeks = Necessary

Wellness worker Members of WFN

Loss of service, transfer of program delivery to the province of NB


NNADAP RE: NNADAP: Members of WFN

Loss of service, transfer of program delivery to the province of NB, more refusals to accept assistance from non-WFN staff, decline in sobriety/increase in negative behaviours


Dietitian Community members of WFN

Loss of service, potential for unhealthy eating habits, malnutrition


Family support program Community members of WFN

Loss of service, breakdown of family dynamic


Dental services Community members of WFN

Loss of service, poor dental hygiene


* MTPD: Based on the previous analysis and the department’s objectives, applicable regulations and existing standards determine the Maximum Tolerable Period of Disruption (MTPD) for this program/service. Document the


rationale. The MTPD may be defined in terms of minutes, hours, days, weeks or months.


5.12 Hot Lunch Program


WFN Business Impact Analysis – Hot Lunch Program


Department: Hot Lunch Program

Main Contact: William Paul Contact Information: E-Mail Phone (506) 328-3303 Cell (506) Fax (506) 328-2420




Description: The purpose of the WFN hot lunch program is to provide a low-cost, healthy meal to community members, particularly to Elders.


Services/Information/Data Required to Support: Hot Lunch ProgramService Deliverer of Service Service Provided Value

Hot lunch program4 cooks Nutritious lunch for

reasonable cost to Low


Services/Information/Data Required to Support: Hot Lunch ProgramService Deliverer of Service Service Provided Value

WFN residents and employees


Impact of Loss: Hot Lunch ProgramService Stakeholders Impact of Loss



Level**Hot lunch program

Elders, residents, employees

Loss of a nutritious mean to Elders, inconvenience to employees and residents, employee layoffs





5.13 Human Resources Development


WFN Business Impact Analysis – Human Resources Development

Date of BIA Completion March 31st., 2013

Department: Human Resources Development

Main Contact: Mary Ann Paul

Contact Information: [email protected]

Phone (506) 328-0400 Cell (506) 325-8640 Fax (506) 328-0987


Woodstock, NB E7M 4K6 Areas Served: Entire Woodstock First Nation Description: The purpose of human resources development at Woodstock First Nation is to provide members with opportunities to obtain and sustain employment. It partners to provide recognized training programs, employment assistance services, and job creation initiatives. Its offerings can include assessment and referral, targeted wage subsidy/job creation partnerships, summer employment opportunities, etc.


Services/Information/Data Required to Support: Human Resources DevelopmentService Deliverer of Service Service Provided Value

Human resources development

1 administrative officer

Recruitment and training of eligible WFN members for programs 2 years or less

Medium





Impact of Loss: Human Resources DevelopmentService Stakeholders Impact of Loss



Level**Human resources development

Band members Loss of educational opportunities

6 months Within 2 Weeks = Necessary



5.14 Membership


WFN Business Impact Analysis – MembershipDate of BIA Completion March 31, 2013 Department: Membership

Main Contact: Lorri Reynolds-Harris

Contact Information: E-Mail [email protected] Phone (506) 328-3303 Cell (506) 323-9022 Fax (506) 328-2420




Description:



WFN Business Impact Analysis – Membership The aim of the WFN membership department is to maintain the WFN membership registry and assist members with applying for status, obtaining status cards, making status card renewals, or applying for documents, such as birth, death, and marriage certificates.


Services/Information/Data Required to Support: MembershipService Deliverer of Service Service Provided Value

Band membership, administration

1 administrative officer

Maintenance of Band membership registry, issues status cards

Low


Impact of Loss: MembershipService Stakeholders Impact of Loss



Level**Band membership, administration

WFN members, AANDC, Health Canada

Delays in activation of Band cards

6 months >2 Weeks = Desired




5.15 Operations & Maintenance


WFN Business Impact Analysis – Operations & Maintenance


Department: Operations & Maintenance Main Contact: Patrick Tomah Contact Information: E-Mail [email protected] Phone (506) 328-3303 ext 413 Cell (506) Fax (506) 328-2420




Description: The WFN operations and maintenance department oversees the operations and maintenance of community infrastructure and related services. It is responsible for road repairs, maintenance of equipment, repair and upkeep of community buildings and residential homes, snow removal, and garbage collection.


Services/Information/Data Required to Support: Operations & MaintenanceService Deliverer of Service Service Provided Value

Repair and maintenance

Manager and 2 carpenters

Repair and maintenance to Band housing and buildings

Medium

Snow removal3 workers Plowing businesses,

streets, and residences

High

Ground keeping2 workers Mowing lawns for

businesses and residences

Low



Services/Information/Data Required to Support: Operations & MaintenanceService Deliverer of Service Service Provided Value

Janitorial services1 worker Cleaning

administrative building

Low

Garbage removal1 worker Garbage removal for

residentsLow


Impact of Loss: Operations & MaintenanceService Stakeholders Impact of Loss



Level**

Repair and maintenanceWFN homeowners

Needed repairs neglected, increased cost for outside contractors


Snow removalBusinesses, residences, WFN government employees

Disruption of businesses, inability of residents to leave, inability for employees to entre reserve, increased cost for outside contractors


Ground keepingResidents of WFN

Potential hiring of outside contractors, loss of employment

31+ days >2 Weeks = Desired

Janitorial servicesJanitorial services



Garbage removalGarbage renewal






5.16 Policing


WFN Business Impact Analysis – Policing


Department: Policing Main Contact: Robert Tomah Contact Information: E-Mail Phone (506) 328-3303 Cell (506) Fax (506) 328-2420




Description: WFN police services are responsible for maintaining public order in the community. The First Nation employs one First Nation constable who is the liaison with the RCMP. The RCMP provides major policing services, while the First Nation constable takes care of the lesser incidents, such as process serving, disruptive members of the community to a certain degree, crowd control during emergencies, etc.



Services/Information/Data Required to Support: PolicingService Deliverer of Service Service Provided Value

Band constable program

1-2 constables Policing, liaison with RCMP and Town of Woodstock police

High


Impact of Loss: PolicingService Stakeholders Impact of Loss



Level**

Band constable programAll residents and employees of WFN

No policing at Band level, total reliance on RCMP and Town of Woodstock police




5.17 Social Assistance


WFN Business Impact Analysis – Social AssistanceDate of BIA Completion March 31, 2013 Department: Social Assistance

Main Contact: Social Assistance Administrator

Contact Information: E-Mail Phone (506) 324-6252 Cell (506) 328-7429 Fax (506) 324-6254


WFN Business Impact Analysis – Social Assistance Location: 6 Eagles Nest Drive Woodstock, NB E7M 4J3 Areas Served: Entire Woodstock First Nation Description: The WFN social assistance program involves administering and delivering the income support program at Woodstock First Nation in order to secure income support recipients receive timely and appropriate support. It also maintains records and reports regularly to AANDC.


Services/Information/Data Required to Support: Social AssistanceService Deliverer of Service Service Provided Value

Social assistance1 administrative officer

Social assistance administration and payments

High

Adult care1 administrative officer

Adult care payments High


Impact of Loss: Social AssistanceService Stakeholders Impact of Loss



Level**

Social assistanceSocial recipients and families

Financial hardship of vulnerable population

2 weeks 72hrs = Vital

Adult careMembers requiring assistance and their caregivers

Loss of service to population in need of assistance on a daily basis





5.18 Tutoring Centre


WFN Business Impact Analysis – Tutoring Centre


Department: Tutoring Centre Main Contact: Wendy Polchies Contact Information: E-Mail Phone (506) 328-3303 Cell (506) Fax (506) 328-2420




Description: The WFN tutoring centre provides tutoring support in reading, writing, French language, and mathematics to all members of the WFN community from kindergarten to grade 12.


Services/Information/Data Required to Support: Tutoring CentreService Deliverer of Service Service Provided Value

Reading

2 tutors Educational support & tutoring for the students

Medium

Writing 2 tutors Educational support & tutoring for the students

Medium


Services/Information/Data Required to Support: Tutoring CentreService Deliverer of Service Service Provided Value

French language1 tutor Educational support &

tutoring for the students

Medium

Mathematics2 tutors Educational support &

tutoring for the students

Medium


Impact of Loss: Tutoring CentreService Stakeholders Impact of Loss



Level**

Reading, writing, French language, mathematics

Students; tutoring employees

Lower grades, loss of interest in studies; withdrawal from school

2 weeks 2 Weeks = Desired



6. Prioritization of Urgent Services

The following table is a consolidated listing of the services detailed above; the services are prioritized according to time sensitivity level.

Prioritization of Urgent Services

Program/Service Branch/Division MTPD Time Sensitivity

LevelLeadership, decision-making and program management

Chief and Council 1 day 24hrs = Urgent

Foster careChild & Family Services


Payroll Band Administration


Nursing Health 1 week 72hrs = Vital

Infrastructure creation Capital 1-3 days 72hrs = VitalWoodstock First Nation – Business Continuity Plan – March 31, 2013 56



Level

Snow removalOperations & Maintenance


Band constable program

Policing 1-3 days 72hrs = Vital

Adult careSocial Assistance 3-8 days 72hrs = Vital

Social assistanceSocial Assistance 2 weeks 72hrs = Vital

Reading, writing, French language, mathematics

Tutoring Centre 2 weeks 2 Weeks = Desired

Elementary/secondaryEducation Less than 30

days>2 Weeks = Desired

Post-secondary Education 8-30 days >2 Weeks = Desired

Child welfareChild & Family Services


Day careChild Development Centre


K-4 program Child Development Centre


Head StartChild Development Centre


Gas barsEconomic Development


Eagles Nest Economic Development


Repair and maintenance

Operations & Maintenance


Medical transportation Health 30 days Within 2 Weeks = Necessary

Wellness worker Health 30 days Within 2 Weeks = Necessary

NNADAP Health 30 days Within 2 Weeks = Necessary

Dietitian Health 30 days >2 Weeks = Desired

Family support program

Health 30 days >2 Weeks = Desired




LevelDental services Health 30 days >2 Weeks =

Desired

Ground keepingOperations & Maintenance


Janitorial servicesOperations & Maintenance


Garbage removalOperations & Maintenance


Accounts Payable Band Administration


Accounts Payable, Accounts, Receivable, Financial Statements

Band Administration


Mortgage and Loan Band Administration


Commercial fisheries Fisheries 1-6 months Within 2 Weeks = Necessary

Forestry services Forestry 1-6 months Within 2 Weeks = Necessary

Commercial Forestry Operations

Forestry 1-6 months Within 2 Weeks = Necessary

Human resources development

Human Resources Development

6 months Within 2 Weeks = Necessary

Band membership, administration

Membership 6 months >2 Weeks = Desired

Aboriginal Fisheries Strategy

Fisheries 1 year >2 Weeks = Desired

Hot lunch program Hot Lunch Program


Housing Capital 2 years >2 Weeks = Desired

7. Resource Requirements

This section of the Business Continuity Plan breaks down the individual services in Woodstock First Nation to see how they run, who can perform the duties required, and how any gaps in service delivery or resources can be identified and remedied before an emergency happens.Woodstock First Nation – Business Continuity Plan – March 31, 2013 58

7.1 Resource Requirements – Technology, Facilities, and Other Resources

Tables 4-11 below provides an already compiled list of the most common resources needed in offices, organizations and businesses. The purpose is to determine what tools are needed to perform the functions of the service, including technology, such as electricity, meeting places, any special forms, or documents, or specific software.


Table 4: Technology, Facilities, and Other Resources – Band Office

Technology, Facilities, and Other Resources – Band Office

Current Status

Qty

Post Event Resource Details

RequiredResources

Yes/No

Required Quantities Per Time Frame

Specific Requirementsfor Resources

Person Responsible

Supplier MOU

0-24 1-3 4-78-30 31+

Hour

sDay

sDay

sDay

sDay

s

Technology

Workstations Yes 17 3 10 4 Computers, Desks, Chairs

Band Manager

Home Zone Electronics

No

Printers Yes 8 1 6 1 Printers Band Manager


No

Photocopiers Yes 1 1 Photocopier Band Manager

Covey Basics No

Phone - Land Lines

Yes 18 4 10 4 Telephones Controller Bell Aliant No

Phone - Cellular No 0 NoFax Yes 1 1 Fax Machine Band

ManagerCovey Basics/Bell Aliant

No

MSAT (satellite phones)

No 0 No

2 way radios No 0 NoNetwork Services

Yes 1 1 Computer Network

Band Manager

Media Smart No

Intranet No 0 NoWoodstock First Nation – Business Continuity Plan – March 31, 2013 60


Current Status

Qty


RequiredResources

Yes/No



Person Responsible

Supplier MOU

0-24 1-3 4-78-30 31+

Hour

sDay

sDay

sDay

sDay

s Internet Yes 2 1 1 Internet, web

accessBand Manager

Bell Aliant/Xplornet

No

Wi-Fi Yes 1 1 Internet, web access

Band Manager

Bell Aliant/Xplornet

No

Application Software

Yes 2 1 1 Accounting application, Microsoft office

Controller Sage 50/Microsoft

No

Special Systems Yes 1 1 Smart Board Band Manager

Covey Basics No

Back up and restore

Yes 1 Memory sticks, hard drives

Controller Home Zone Electronics

No

User Manuals Yes 1 Computer manuals, policies & procedures

Band Manager

Home Zone Electronics/AANDC

No

Data Center Hosting

Yes 1 Servers & accessories

Band Manager


No

Security - Physical

Yes 1 Guards, locks, alarms

Chief & Council

Larsen Security, Capital Safe & Lock.

No



Current Status

Qty


RequiredResources

Yes/No



Person Responsible

Supplier MOU

0-24 1-3 4-78-30 31+

Hour

sDay

sDay

sDay

sDay

s Security - Logistical

No No

Facilities

Office Workspace

Yes 17 3 10 4 Offices, Computers, Furniture

Chief & Council

No

Meeting Space - Small

Yes 1 1 Table, chairs, telephones

Chief & Council

No

Meeting Space - Large

Yes 1 1 Table, chairs, telephones

Chief & Council

No

Building Security

Yes 1 Staff, locks, cameras

Chief & Council

WFN No

Special Power No NoSpecialized Area No NoHVAC No NoEssential BCP records storage site

Yes 1 1 Secured room, shelving

Controller No

Essential Records & Other



Current Status

Qty


RequiredResources

Yes/No



Person Responsible

Supplier MOU

0-24 1-3 4-78-30 31+

Hour

sDay

sDay

sDay

sDay

s

Essential Records

Yes 1 1 Controller No

Forms Yes 1 1 Government forms for remittances

Controller No

Cheques Yes 1 1 Cheques for each department

Controller NEBS No

Office Supplies Yes 1 1 Files, pens, etc. Controller Covey Basics NoSpecial Equipment/Tools

Yes 1 1 Smart Board Band Manager

Covey Basics No

Projector Yes 1 1 Projector Band Manager

Media Smart No

Transportation No NoInter-Office Mail No NoKeys Yes 1 1 Duplicate keys for

all locksBand Manager

Home Hardware

No

Filing Cabinets Yes 15 15 Filing cabinets Band Manager

Covey Basics No

Security Containers

Yes 4 1 3 Lock fireproof cabinets

Band Manager

Covey Basics No

Petty Cash Yes 1 1 Cash Controller NoWoodstock First Nation – Business Continuity Plan – March 31, 2013 63


Current Status

Qty


RequiredResources

Yes/No



Person Responsible

Supplier MOU

0-24 1-3 4-78-30 31+

Hour

sDay

sDay

sDay

sDay

s Recovery Funds No NoChemicals No NoFood, water, sundries

Yes 1 1 Food, water, sundries

Chief & Council

No

Day Care No No


Table 5: Technology, Facilities, and Other Resources – Child Development Centre

Technology, Facilities, and Other Resources – Child Development Centre

Current StatusRequiredResources

Qty


Yes/No Required Quantities Per

Time Frame

Specific Requirement

s

PersonResponsible

Supplier MOU

for Resources

0-24 1-3 4-78-30 31+

Hour

sDay

sDay

sDay

sDay

s

Technology

Workstations Yes 7 1 1 5 Computers, desks, chairs

Day Care/Headstart Director/Social Assistance Administrator/Social Worker

Covey Basics/Home Zone Electronics

No

Printers Yes 4 1 1 2 Printers Day Care/Headstart Director/Social Assistance Administrator/Social Worker


No

Photocopier Yes 1 1 Photocopier Social Worker Covey Basics/Home Zone Electronics

No




Qty



Time Frame


s

PersonResponsible

Supplier MOU

for Resources

0-24 1-3 4-78-30 31+

Hour

sDay

sDay

sDay

sDay

s Phone – Land Lines

Yes 8 1 4 3 Telephone, fax lines

Day Care/Headstart Director

Bell Aliant No

FaxYes 2 1 1 Fax machine Social Worker Covey

Basics/Home Zone Electronics

No


No No

2 way radios No 0 NoNetwork Services

No No

Intranet No NoInternet No Internet Day

Care/Headstart Director

Bell Aliant No

Wi-Fi No NoApplication Software

Yes 1 1 Microsoft Office

Band Manager Home Zone Electronics

No




Qty



Time Frame


s

PersonResponsible

Supplier MOU

for Resources

0-24 1-3 4-78-30 31+

Hour

sDay

sDay

sDay

sDay

s Special Systems No NoBack up and restore

Yes 1 1 Jump drives Band Manager Home Zone Electronics

No

User Manuals Yes 1 1 Computer manuals, policies & procedures


No

Data Centre Hosting

No No

Security - Physical

Yes 1 1 Doors, locks, alarms


No

Security - Logistical

No No

Facilities

Office Workspace

Yes 6 1 1 4 Computers, desks, chairs

Day Care/Headstart Director/Social

Covey Basics/Home Zone

No




Qty



Time Frame


s

PersonResponsible

Supplier MOU

for Resources

0-24 1-3 4-78-30 31+

Hour

sDay

sDay

sDay

sDay

s Assistance Administrator/Social Worker

Electronics


Yes 1 1 Table, chairs Social Worker Covey Basics No


No No

Building Security

Yes 1 1 Doors, locks, alarms, cameras


Larsen Security

No


Yes 3 1 2 File cabinets, shelves

Band Manager Band Manager

No





Qty



Time Frame


s

PersonResponsible

Supplier MOU

for Resources

0-24 1-3 4-78-30 31+

Hour

sDay

sDay

sDay

sDay

s

Essential Records

Yes 3 1 2 N/A Day Care/Headstart Director/Social Assistance Administrator/Social Worker

Directors No

Forms Yes 3 1 2 N/A Social Assistance Administrator/Social Worker

Directors No

Cheques Yes 1 1 Cheques Social Assistance Administrator

NEBS No

Office Supplies Yes 7 1 1 5 Pens, paper, etc.


Covey Basics No

Special Equipment/Tools

No No

Projector No NoTransportation No NoInter-Office Mail No NoWoodstock First Nation – Business Continuity Plan – March 31, 2013 69



Qty



Time Frame


s

PersonResponsible

Supplier MOU

for Resources

0-24 1-3 4-78-30 31+

Hour

sDay

sDay

sDay

sDay

s Keys Yes 1 1 Replacement

keysDay Care/Headstart Director

Home Hardware

No

Filing Cabinets Yes 4 1 3 File cabinets Day Care/Headstart Director/Social Assistance Administrator/Social Worker

Covey Basics No

Security Containers

No No

Petty Cash No NoRecovery Funds No NoChemicals No NoFood, water, sundries

Yes 1 1 Food, water, sundries


Maliseet Fuels

No

Day Care Yes 1 1 Building Day Care/Headstart Director

WFN No



Table 6: Technology, Facilities, and Other Resources Fisheries Storage

Technology, Facilities, and Other Resources Fisheries Storage


Qty



TimeFrame


PersonResponsible

Supplier MOU

0-24 1-3 4-7 8-

3031+

Hours

Days

Days

Days

Days

Technology

Workstations No NoPrinters No NoPhotocopiers No NoPhone - Land Lines

No No

Phone - Cellular No NoFax No NoMSAT (satellite phones)

No No

2 way radios No NoNetwork Services

No No

Intranet No NoInternet No NoWi-Fi No NoApplication No NoWoodstock First Nation – Business Continuity Plan – March 31, 2013 72

Technology, Facilities, and Other Resources Fisheries Storage


Qty



TimeFrame


PersonResponsible

Supplier MOU

0-24 1-3 4-78-30 31+

Hour

sDay

sDay

sDay

sDay

s SoftwareSpecial Systems No NoBack up and restore

No No

User Manuals No NoData Center Hosting

No No

Security - Physical

Yes 1 1 Locks, Security System

Fisheries Advisor

Larsen Security

No


No No

Facilities

Storage Shed Yes 1 1 Physical Building Fisheries Advisor

WFN No

Electricity Yes 1 1 Power Fisheries Advisor

NB Power No


N/A N/A 0 0 0 0 0 0 N/A N/A N/A No



Table 7: Technology, Facilities, and Other Resources – Health Centre

Technology, Facilities, and Other Resources – Health Centre



Yes/No Qty Required Quantities Per

TimeFrame


PersonResponsible

Supplier MOU

0-24 1-3 4-78-30 31+

Hour

sDay

sDay

sDay

sDay

s

Technology Workstations Yes 8 Desks, chairs,

computersHealth Director


No

Printers Yes 2 Printers Health Director


No

Photocopiers Yes 1 Photocopier Band Manager


No

Phone - Land Lines

Yes 10 Telephones, switch board

Band Manager


No

Phone - Cellular No Band Manager

Covey Basics/Home Zone

No






TimeFrame


PersonResponsible

Supplier MOU

0-24 1-3 4-78-30 31+

Hour

sDay

sDay

sDay

sDay

s Electronics

Fax Yes 1 Fax Machine Band Manager

Bell Aliant No


No No


No No

Intranet No NoInternet Yes 1 Modem Band

Manager Bell Aliant No


Yes 1 Microsoft Office Band Manager

Covey Basics, Home Zone Electronics

No

Special Systems Yes 1 Refrigeration unit Nurse Medical Suppliers

No

Back up and restore

Yes 1 Jump drives Health Director

Home Zone Electronic, MediaSmart

No

User Manuals Yes 1 Computer software manuals

No

Data Center No NoWoodstock First Nation – Business Continuity Plan – March 31, 2013 76





TimeFrame


PersonResponsible

Supplier MOU

0-24 1-3 4-78-30 31+

Hour

sDay

sDay

sDay

sDay

s HostingSecurity - Physical

Yes 1 Doors, locks, cameras, guards

Health Director


No


Yes 1 Security personnel, consultants

Health Director

Larsen Security

No

Facilities

Office Workspace Yes 10 1 2 7

Computers, desk, chairs

Band Manager

Covey Basics, Home Zone Electronics No


Yes 1 1 Desk, chairs, phone line

Band Manager

Covey Basics No


Yes 1 1 Desk, chairs, phone line

Band Manager

Covey Basics No

Building Security

Yes 1 1 Doors, locks, cameras, guards

Band Manager

Larsen Security

No

Special Power No NoSpecialized Area No NoHVAC No NoEssential BCP records storage

Yes 1 1 Storage center offsite

Band Manager

Covey Basics No






TimeFrame


PersonResponsible

Supplier MOU

0-24 1-3 4-78-30 31+

Hour

sDay

sDay

sDay

sDay

s site


Essential Records

Yes 4 2 2 N/A Health Director

Covey Basics No

Forms Yes 1 1 N/A Health Director

Covey Basics No

Cheques No NoOffice Supplies Yes 10 1 2 2 5 Pens, paper,

supplies Health Director

Covey Basics No


No No

Projector No NoTransportation No NoInter-Office Mail No NoKeys Yes 1 1 Replacement keys Band

ManagerHome Hardware

No

Filing Cabinets Yes 8 1 4 3 Filing and storage cabinets

Band Manager

Covey Basics No

Security Containers

No No






TimeFrame


PersonResponsible

Supplier MOU

0-24 1-3 4-78-30 31+

Hour

sDay

sDay

sDay

sDay

s Petty Cash No NoRecovery Funds No NoChemicals No NoFood, water, sundries

No No

Day Care No No


Table 8: Technology, Facilities, and Other Resources – Maliseet Fuels I

Technology, Facilities, and Other Resources – Maliseet Fuels I




TimeFrame


PersonResponsible

Supplier MOU

0-24 1-3 4-78-30 31+

Hour

sDay

sDay

sDay

sDay

s

Technology

Workstations Yes 2 2 Computers, Desks, Chairs

Band Manager

Home Zone Electronic/Covey Basics

No

Printers Yes 1 1 Printers Band Manager


No

Photocopiers Yes 1 1 Photocopier Band Manager


No

Phone - Land Lines

Yes 3 3 Telephones, Fax Lines

Controller Bell Aliant No

Phone - Cellular No NoFax Yes 1 1 Fax Machine Maliseet

Fuels I Manager


No


No No






TimeFrame


PersonResponsible

Supplier MOU

0-24 1-3 4-78-30 31+

Hour

sDay

sDay

sDay

sDay

s 2 way radios No NoNetwork Services

No No

Intranet No NoInternet Yes 1 1 Internet Controller Bell Aliant NoWi-Fi No NoApplication Software

Yes 3 3 Microsoft office, POS, Atlantic Lotto

Band Manager

Home Zone Electronics/Shell Canada/Atlantic Lotto/Rockwood Solutions

No

Special Systems Yes 2 2 POS, Atlantic Lotto

Band Manager

Shell Canada/Atlantic Lotto

No

Back up and restore

Yes 1 1 Jump drives Band Manager


No

User Manuals Yes 3 3 Computer system, Point of sale system manuals

Band Manager

Home Zone Electronics/Shell Canada/Atlantic

No






TimeFrame


PersonResponsible

Supplier MOU

0-24 1-3 4-78-30 31+

Hour

sDay

sDay

sDay

sDay

s Lotto/Rockwood Solutions

Data Center Hosting

No No

Security - Physical

Yes 1 1 Locks, cameras Band Manager

Larsen Security, Capital Safe & Lock

No


Yes 1 1 Security personnel

Band Manager

Larsen Security

No

Facilities

Building Security


Band Manager

Larsen Security

No


No No







TimeFrame


PersonResponsible

Supplier MOU

0-24 1-3 4-78-30 31+

Hour

sDay

sDay

sDay

sDay

s

Essential Records

No No

Forms No NoCheques No NoOffice Supplies Yes 1 1 Paper, pens,

miscellaneous supplies

Band Manager

Covey Basics No


Yes 2 2 Point of sale system, Atlantic Lotto terminal

Band Manager

Shell Canada/Atlantic Lotto

No

Projector No NoTransportation No NoInter-Office Mail No NoKeys Yes 1 1 Replacement keys Band

ManagerHome Hardware

No

Filing Cabinets Yes 1 1 Filing cabinets Band Manager

Covey Basics No

Security Containers

Yes 1 1 Safe, locked desks Band Manager

Covey Basics No

Petty Cash Yes 1 1 Cash Controller N/A NoRecovery Funds No No






TimeFrame


PersonResponsible

Supplier MOU

0-24 1-3 4-78-30 31+

Hour

sDay

sDay

sDay

sDay

s Chemicals No NoFood, water, sundries

No No

Day Care No No


Table 9: Technology, Facilities, and Other Resources – Maliseet Fuels II

Technology, Facilities, and Other Resources – Maliseet Fuels II




TimeFrame


PersonResponsible

Supplier MOU

0-24 1-3 4-78-30 31+

Hour

sDay

sDay

sDay

sDay

s

Technology

Workstations Yes 7 3 4 Computers, desks, chairs

Maliseet Fuels II Manager

Covey Basics/ Home Zone Electronics No

Printers Yes 2 1 1 Printers


Home Zone Electronics No

Photocopiers Yes 1 1 Photocopier


Covey Basics/ Home Zone Electronics No

Phone - Land Lines Yes 6 3 6 Telephones

Maliseet Fuels II Manager Bell Aliant No

Phone - Cellular No

Fax Yes 1 1 Fax Machine








TimeFrame


PersonResponsible

Supplier MOU

0-24 1-3 4-78-30 31+

Hour

sDay

sDay

sDay

sDay

s MSAT (satellite phones) No No2 way radios No No

Network Services Yes 1 1 Network



Intranet No No

Internet Yes 1 1 Internet

Maliseet Fuels II Manager Bell Aliant No

Wi-Fi Yes 1 1 Wireless router No

Application Software Yes 3 3

Sage 50, POS, ALC systems


Sage 50/LanWan/Atlantic Lotto No

Special Systems Yes 2 2

Shell Canada CC machines, ALC systems


Shell Canada/Atlantic Lotto No

Back up and restore Yes 1 1 Jump drives



User Manuals Yes 3 3 Sage 50, POS, Maliseet Sage No






TimeFrame


PersonResponsible

Supplier MOU

0-24 1-3 4-78-30 31+

Hour

sDay

sDay

sDay

sDay

s

ALC systemsFuels II Manager

50/LanWan/Atlantic Lotto

Data Center Hosting No

No

Security - Physical Yes 1 1

Guards, locks, cameras, safe Maliseet

Fuels II Manager

Larsen Security, Capital Safe & Lock No

Security - Logistical Yes 1 1

Security, supplies, administration


Larsen Security

No

Facilities

Office Workspace Yes 2 1 1

Computers, desks, chairs



Meeting Space - Small Yes 1 1 Table, chairs

Maliseet Fuels II Manager Covey Basics No

Meeting Space - No NoWoodstock First Nation – Business Continuity Plan – March 31, 2013 87





TimeFrame


PersonResponsible

Supplier MOU

0-24 1-3 4-78-30 31+

Hour

sDay

sDay

sDay

sDay

s Large

Building Security Yes 1 1 Locks, video surveillance


Larsen Security/HIS No

Special Power Yes 1 1

Hydro lines, possible transformers Brad Paul NB Power No

Specialized Area No No

HVAC Yes 1 1 HVAC system Brad PaulUnknown supplier No

Essential BCP records storage site 1 1

Filing cabinets, shelving




Essential Records Yes 1 1 N/A


Forms Yes 1 1 N/A







TimeFrame


PersonResponsible

Supplier MOU

0-24 1-3 4-78-30 31+

Hour

sDay

sDay

sDay

sDay

s

Cheques Yes 1 1 Cheques

Maliseet Fuels II Manager NEBS No

Office Supplies Yes 1 1 Pens, paper, etc.


Special Equipment/Tools Yes 3 3

Servers, terminals, computers


Atlantic Lotto/Shell Canada/LanWan No

Projector No NoTransportation No NoInter-Office Mail No No

Keys Yes 1 1 Replacement keys


Home Hardware No

Filing Cabinets Yes 1 1 Filing cabinets


Security Containers

Yes 1 1 Safe, locked desks

Maliseet Fuels II

Covey Basics No






TimeFrame


PersonResponsible

Supplier MOU

0-24 1-3 4-78-30 31+

Hour

sDay

sDay

sDay

sDay

s Manager

Petty Cash Yes 1 1 Cash

Maliseet Fuels II Manager No

Recovery Funds Yes 1 1 Cash, bank account Controller Bank No

Chemicals No NoFood, water, sundries No NoDay Care No No


Table 10: Technology, Facilities, and Other Resources – Roads and Streets Storage Garage

Technology, Facilities, and Other Resources – Roads and Streets Storage Garage



Yes/No Qty

Required Quantities Per Time

Frame


PersonResponsible Supplier MOU

0-24 1-3 4-78-30 31+

Hour

sDay

sDay

sDay

sDay

s

Technology

Workstations No NoPrinters No NoPhotocopiers No NoPhone - Land Lines

Yes 1 1 Telephone Band Manager

Bell Aliant No

Phone - Cellular No NoFax No NoMSAT (satellite phones)

No No


No No

Intranet No NoInternet No NoWi-Fi No NoApplication No NoWoodstock First Nation – Business Continuity Plan – March 31, 2013 91




Yes/No Qty


Frame



0-24 1-3 4-78-30 31+

Hour

sDay

sDay

sDay

sDay

s SoftwareSpecial Systems No NoBack up and restore

No No

User Manuals No NoData Center Hosting

No No

Security - Physical

Yes 1 1 Door locks, security system

Chief & Council

Larsen Security

No


No No

Facilities

Office Workspace

Yes 1 1 Hand tools, power tools, etc.

Maintenance Supervisor

Miscellaneous No


Yes 1 1 Physical Building Maintenance Supervisor

WFN No


Yes 1 1 Power Maintenance Supervisor

NB Power No






Yes/No Qty


Frame



0-24 1-3 4-78-30 31+

Hour

sDay

sDay

sDay

sDay

s

N/A N/A 0 0 0 0 0 0 N/A N/A N/A No


Table 11: Technology, Facilities, and Other Resources – Tribal Council

Technology, Facilities, and Other Resources – Tribal Council




TimeFrame


PersonResponsible

Supplier MOU

0-24 1-3 4-78-30 31+

Hour

sDay

sDay

sDay

sDay

s

Technology

Workstations Yes 6 2 4 Desks, chairs Executive Director

Covey Basics No

Printers Yes 2 1 1 Printers Executive Director

Covey Basics No

Photocopiers Yes 1 1 Photocopier Executive Director

Covey Basics No

Phone - Land Lines

Yes 8 4 4 Telephones Executive Director

Bell Aliant No

Phone - Cellular No NoFax Yes 1 1 Fax Machine Executive

DirectorCovey Basics No


No No


No No

Intranet No NoWoodstock First Nation – Business Continuity Plan – March 31, 2013 94





TimeFrame


PersonResponsible

Supplier MOU

0-24 1-3 4-78-30 31+

Hour

sDay

sDay

sDay

sDay

s

Internet Yes 1 1 Internet connection

Executive Director

Bell Aliant No


Yes 1 1 Computer software

Executive Director


No

Special Systems No NoBack up and restore

Yes 1 1 Jump drives Executive Director


No

User Manuals Yes 1 1 Computer software manuals

Executive Director


No

Data Center Hosting

No No

Security - Physical

Yes 1 1 Locks, alarms Executive Director

Larsen Security

No



Executive Director

Larsen Security

No

Facilities

Office Workspace

Yes 8 2 6 Desks, chairs Executive Director

Covey Basics No






TimeFrame


PersonResponsible

Supplier MOU

0-24 1-3 4-78-30 31+

Hour

sDay

sDay

sDay

sDay

s Meeting Space - Small

Yes 1 1 Table, chairs, phones

Executive Director

WFN No


No No

Building Security

Yes 1 1 Locks, alarms Executive Director

Larsen Security

No

Special Power No NoSpecialized Area No NoHVAC Yes 1 1 HVAC Executive

DirectorAtlantic Air No

Essential BCP records storage site

Yes 1 1 Filing cabinets, shelves

Executive Director

Covey Basics No


Essential Records

Yes 1 1 Executive Director

Covey Basics No

Forms Yes 1 1 Executive Director

Covey Basics No

Cheques Yes 1 1 Cheques Executive Director

Covey Basics No

Office Supplies Yes 1 1 Pens, paper, etc. Executive Covey Basics NoWoodstock First Nation – Business Continuity Plan – March 31, 2013 96





TimeFrame


PersonResponsible

Supplier MOU

0-24 1-3 4-78-30 31+

Hour

sDay

sDay

sDay

sDay

s Director


No No

Projector No NoTransportation No NoInter-Office Mail No NoKeys Yes 1 1 Replacement

keysExecutive Director

Home Hardware

No

Filing Cabinets Yes 8 8 Filing cabinets Executive Director

Covey Basics No

Security Containers

No No

Petty Cash No NoRecovery Funds No NoChemicals No NoFood, water, sundries

No No

Day Care No No


7.2 Resource Requirements – Resource Requirements for Human Resources

The staffing and positions by department as of the writing of this business continuity plan (February 2013) is listed below.

Chief & Council

Len Tomah ChiefSherri Paul-Bartlett CouncillorPeggy Wright CouncillorJeffrey Tomah CouncillorTim Paul CouncillorJames Paul CouncillorEric Paul CouncillorAndrea Polchies Councillor

Band Administration

Rod Lyons Financial ControllerTina Liu Finance AdministrationPaula Tomah Finance AdministrationMark Polchies Band ManagerPhyllis Albright ReceptionistJamie Hall Recreation Coordinator

Membership

Lorri Reynolds-Harris Indian Registration Agent

Policing

Robert Tomah Policing Director

Forestry

Doug Jacobson Forestry CoordinatorEric Polchies Forestry Coordinator


Larry Tomah Road MaintenanceKenny Tomah Road MaintenanceMark Tomah Road MaintenanceRichard Paul Grounds KeeperWayne Paul Grounds KeeperBrian Polchies Water/Waste Water Operator


Simon Paul Water/Waste Water OperatorIvan Polchies, Jr JanitorShawn Sappier Garbage Collector

Capital

Patrick Tomah Housing DirectorTodd Tomah CarpenterDonny Paul Carpenter

Hot Lunch Program

William Paul CookMary Duffield CookFaye Paul CookAngela McCormick Cook

Tutoring Center

Wendy Polchies First Nation MentorAngelica Dawn Paul First Nation Mentor

Education

Terri-Ann Thornton Education CoordinatorIvan Polchies, Jr Bus DriverKaren Paul First Nation MentorWendy Harrigan First Nation MentorAngela Parks First Nation MentorAngelica Dawn Paul First Nation MentorHeather McHatten First Nation MentorHeather McLean-Lawson First Nation MentorJoel Pierce First Nation MentorKim Hinton First Nation MentorSheana Black First Nation MentorTerri Paul-Thiffault First Nation MentorSally Clements First Nation Mentor

Social Assistance

Barb Tomah Social Assistance Administrator


Mary Ann Paul HRD Coordinator


Child Development Center

Janet Paul Day Care/Headstart DirectorAngela Marston Day Care/Headstart AssistantNicky Polchies Day Care/Headstart AssistantJune Tomah Day Care/Headstart AssistantAnatosha Lyons Day Care/Headstart AssistantJessica McKeown Day Care/Headstart AssistantMartha Polchies Day Care/Headstart Cook

Fisheries

Christine Crouse Fisheries AdministrationGreg Paul Fisheries DirectorEric Paul Fisheries AdvisorWilliam Polchies Fisheries (AFS) Coordinator

Child & Family Services

Roxann Morin Social Worker

Health Center

Tanya Anderson FASD AdministratorLuc Bourgois LPNRandy Paul, Sr. Prescription pickup/DeliveryAmanda McIntosh Community Health RepKaren Jean Paul WellnessLinda Paul NNADPMeghan Jackson NurseRamona Paul JanitorHolly Polchies LPNMelissa Sappier Health Administration/ReceptionCharlene Tomah FASD Director

Economic Development

Brad Paul Director of Retail Sales

Allen McBrideInterim Associate Manager of Retail Sales

The following table (table 12) reflects the people are needed to perform services. This information will enable the community to plan for human resource related emergencies, such as a pandemic.


Table 12: Required Human Resources

Required Human Resources


Required ResourcesQty Required Quantities Per

Time Frame

Job Description of Tasks

Sources of Revenue

Owner of

Potential

Resource

0-24 Hours

1-3Days

4-7 Days

8-30 Days

31+ Days

Job Title Employee

Chief Len Tomah 1 1 Chief AANDC/Own Source Revenue

First Nation

Councillor Sherri Paul-Bartlett

1 1 Councillor AANDC/Own Source Revenue

First Nation

Councillor Peggy Wright


First Nation

Councillor Jeffrey Tomah


First Nation

Councillor Tim Paul 1 1 Councillor AANDC/Own Source

First Nation





Time Frame


Sources of Revenue

Owner of

Potential

Resource

0-24 Hours

1-3Days

4-7 Days

8-30 Days

31+ Days

Job Title Employee

Revenue

Councillor James Paul 1 1 Councillor AANDC/Own Source Revenue

First Nation

Councillor Eric Paul 1 1 Councillor AANDC/Own Source Revenue

First Nation

Councillor Andrea Polchies


First Nation

Financial Controller Rod Lyons 1 1 Financial Controller AANDC/Own Source Revenue

First Nation

Finance Tina Liu 1 1 Payroll/Payables AANDC/Own First Woodstock First Nation – Business Continuity Plan – March 31, 2013 102




Time Frame


Sources of Revenue

Owner of

Potential

Resource

0-24 Hours

1-3Days

4-7 Days

8-30 Days

31+ Days

Job Title Employee

Administrator Source Revenue

Nation

Finance Administrator

Paula Tomah

1 1 Payroll/Payables AANDC/Own Source Revenue

First Nation

Indian Registration Agent

Lorri Reynolds-Harris

1 1 Registration & administration of Band Membership

AANDC/Own Source Revenue

First Nation

Policing Director Robert Tomah

1 1 Band Constable Solicitor General

First Nation

Band Manager Mark Polchies

1 1 Administration of Band Office


First Nation





Time Frame


Sources of Revenue

Owner of

Potential

Resource

0-24 Hours

1-3Days

4-7 Days

8-30 Days

31+ Days

Job Title Employee

Recreation Coordinator

Jamie Hall 1 1 Coordination of recreational activities for band youth


First Nation

Receptionist Phyllis Albright

1 1 Receptionist for Band Hall


First Nation

Forestry Coordinator Doug Jacobson

1 1 Forestry Coordinator Mill Revenue/PNB Forestry Royalties

First Nation

Forestry Coordinator Eric Polchies 1 1 Forestry Coordinator Mill Revenue/PNB Forestry Royalties

First Nation





Time Frame


Sources of Revenue

Owner of

Potential

Resource

0-24 Hours

1-3Days

4-7 Days

8-30 Days

31+ Days

Job Title Employee

Road Maintenance Larry Tomah 1 1 Road Maintenance AANDC/Own Source Revenue

First Nation

Road Maintenance Kenny Tomah

1 1 Road Maintenance AANDC/Own Source Revenue

First Nation

Road Maintenance Mark Tomah 1 1 Road Maintenance AANDC/Own Source Revenue

First Nation

Grounds Keeper Richard Paul 1 1 Grounds Keeper AANDC/Own Source Revenue

First Nation

Grounds Keeper Wayne Paul 1 1 Grounds Keeper AANDC/Own Source Revenue

First Nation





Time Frame


Sources of Revenue

Owner of

Potential

Resource

0-24 Hours

1-3Days

4-7 Days

8-30 Days

31+ Days

Job Title Employee

Carpenter Todd Tomah 1 1 Carpenter AANDC First Nation

Carpenter Donny Paul 1 1 Carpenter AANDC First Nation

Housing Director Patrick Tomah

1 1 Housing Director AANDC First Nation

Cook William Paul 1 1 Cook - Hot Lunch Program

Own Source Revenue

First Nation

Cook Mary Duffield

1 1 Cook - Hot Lunch Program

Own Source Revenue

First Nation

Cook Faye Paul 1 1 Cook - Hot Lunch Program

Own Source Revenue

First Nation

Cook Angela McCormick

1 1 Cook - Hot Lunch Program

Own Source Revenue

First Nation





Time Frame


Sources of Revenue

Owner of

Potential

Resource

0-24 Hours

1-3Days

4-7 Days

8-30 Days

31+ Days

Job Title Employee

First Nation Mentor Wendy Polchies

1 1 Assisting First Nation youth at local schools

PNB Enhancement Agreement

First Nation

First Nation Mentor Angelica Dawn Paul



First Nation

Education Coordinator

Terri-Ann Thornton

1 1 Education Coordinator

AANDC First Nation

First Nation Mentor Karen Paul 1 1 Assisting First Nation youth at local schools


First Nation





Time Frame


Sources of Revenue

Owner of

Potential

Resource

0-24 Hours

1-3Days

4-7 Days

8-30 Days

31+ Days

Job Title Employee

First Nation Mentor Wendy Harrigan



First Nation

First Nation Mentor Angela Parks



First Nation

First Nation Mentor Angelica Dawn Paul



First Nation

First Nation Mentor Heather McHatten


PNB Enhancement

First Nation





Time Frame


Sources of Revenue

Owner of

Potential

Resource

0-24 Hours

1-3Days

4-7 Days

8-30 Days

31+ Days

Job Title Employee

AgreementFirst Nation Mentor Heather

McLean-Lawson



First Nation

Bus Driver Ivan Polchies, Jr

1 1 Bus Driver AANDC First Nation

First Nation Mentor Joel Pierce 1 1 Assisting First Nation youth at local schools


First Nation

First Nation Mentor Kim Hinton 1 1 Assisting First Nation youth at local schools


First Nation





Time Frame


Sources of Revenue

Owner of

Potential

Resource

0-24 Hours

1-3Days

4-7 Days

8-30 Days

31+ Days

Job Title Employee

First Nation Mentor Sheana Black



First Nation

First Nation Mentor Terri Paul-Thiffault



First Nation

First Nation Mentor Sally Clements



First Nation

Social Assistance Administrator

Social Assistance

1 1 Social Assistance Administrator

AANDC First Nation





Time Frame


Sources of Revenue

Owner of

Potential

Resource

0-24 Hours

1-3Days

4-7 Days

8-30 Days

31+ Days

Job Title Employee

Administrator

Water/Waste Water Operator

Brian Polchies

1 1 Water/Waste Water Operator

AANDC/Health Canada

First Nation


Simon Paul 1 1 Water/Waste Water Operator

AANDC First Nation

Janitor Ivan Polchies, Jr

1 1 Janitor AANDC First Nation

Garbage Collector Shawn Sappier

1 1 Garbage Collector AANDC/Own Source Revenue

First Nation

Prescription pickup/Delivery

Randy Paul, Sr

1 1 Prescription pickup/Delivery

Own Source Revenue

First Nation

Human Resources Mary Ann 1 1 HRD Coordinator St John First Woodstock First Nation – Business Continuity Plan – March 31, 2013 111




Time Frame


Sources of Revenue

Owner of

Potential

Resource

0-24 Hours

1-3Days

4-7 Days

8-30 Days

31+ Days

Job Title Employee

Development Coordinator

Paul River Valley Tribal Council

Nation

Day Care/Headstart Assistant

Angela Marston

1 1 Day Care/Headstart Assistant

Own Source Revenue

First Nation


Nicky Polchies


Own Source Revenue

First Nation



1 1 Day Care/Headstart Director

AANDC/North Shore Micmac District Council

First Nation


June Tomah 1 1 Day Care/Headstart Assistant

AANDC/North Shore Micmac

First Nation





Time Frame


Sources of Revenue

Owner of

Potential

Resource

0-24 Hours

1-3Days

4-7 Days

8-30 Days

31+ Days

Job Title Employee

District Council


Anatosha Lyons



First Nation


Jessica McKeown


Own Source Revenue

First Nation

Day Care/Headstart Cook

Martha Polchies

1 1 Day Care/Headstart Cook


First Nation





Time Frame


Sources of Revenue

Owner of

Potential

Resource

0-24 Hours

1-3Days

4-7 Days

8-30 Days

31+ Days

Job Title Employee

Fisheries Administration

Christine Crouse

1 1 Payroll/Payables DFO/Fisheries Revenue

First Nation

Fisheries Director Greg Paul 1 1 Fisheries Director DFO/Fisheries Revenue

First Nation

Fisheries Advisor Eric Paul 1 1 Fisheries Advisor Fisheries Revenue

First Nation

Fisheries (AFS) Coordinator

William Polchies

1 1 Fisheries (AFS) Coordinator

DFO First Nation

Social Worker Social Worker

1 1 Social Worker AANDC First Nation

FASD Administrator Tanya Anderson

1 1 FASD Administrator Health Canada

First Nation

LPN Luc 1 1 LPN Health First Woodstock First Nation – Business Continuity Plan – March 31, 2013 114




Time Frame


Sources of Revenue

Owner of

Potential

Resource

0-24 Hours

1-3Days

4-7 Days

8-30 Days

31+ Days

Job Title Employee

Bourgois Canada NationCommunity Health Representative

Amanda McIntosh

1 1 Community Health Rep

Health Canada

First Nation

Wellness Karen Jean Paul

1 1 Wellness Health Canada

First Nation

NNADP Linda Paul 1 1 NNADP Health Canada

First Nation

Nurse Meghan Jackson

1 1 Nurse Health Canada

First Nation

Janitor Ramona Paul

1 1 Janitor Health Canada

First Nation

LPN Holly Polchies

1 1 LPN Health Canada

First Nation

Health Administration/Recep

Melissa Sappier

1 1 Health Administration/Recep

Health Canada

First Nation





Time Frame


Sources of Revenue

Owner of

Potential

Resource

0-24 Hours

1-3Days

4-7 Days

8-30 Days

31+ Days

Job Title Employee

tion tionFamily Support Program Coordinator

Charlene Tomah

1 1 FASD Director Health Canada

First Nation

Director of Retail Sales

Brad Paul 1 1 Director of Retail Sales

Own Source Revenue

First Nation

Interim Associate Manager of Retail Sales

Allen McBride

1 1 Interim Associate Manager of Retail Sales

Own Source Revenue

First Nation


7.3 Resource Requirements – Resource Summary for Human Resources

Table 13 is a consolidated table that highlights the resources from all the above areas that will be necessary for business to resume/continue after an event has begun. The table lists the service, person (position) responsible for delivering that service and the time frame in which restoration of the service should resume. The services are listed in order of resumption. In other words, services that are required within 24 hours of an event are listed first. Services required within 1-3 days of an event starting are then listed. And so forth.

Table 13: Resource Summary for Human Resources

Resource Summary for Human Resources


0-24 Hour

s

1-3Day

s

4-7 Day

s

8-30

Days

31+

Days

Service Person ResponsibleChief Chief 1Councillors Councillors 1Band Constable Policing Director 1Financial Controller Financial Controller 1Social Worker Social Worker 1Carpenter Carpenter 1Housing Director Housing Director 1Road Maintenance Road Maintenance 1Water/Waste Water Operator


1

Administration of Band Office

Band Manager 1

Bus Driver Bus Driver 1Community Health Representative

Community Health Rep

1

LPN LPN 1LPN LPN 1Nurse Nurse 1Payroll/Payables Finance Administrator 1Payroll/Payables Fisheries 1




0-24 Hour

s

1-3Day

s

4-7 Day

s

8-30

Days

31+

Days

Service Person ResponsibleAdministration



1



1



1



1

Family Support Program Coordinator/Mentor

FASD Director 1



1

Fisheries Director Fisheries Director 1Fisheries Advisor Fisheries Advisor 1Forestry Coordinator Forestry Coordinator 1

Garbage Collector Garbage Collector 1Grounds Keeper Grounds Keeper 1Health Administration/Reception

Health Administration/Reception

1

Human Resources Development Coordinator

HRD Coordinator 1



1

Janitor (Band Administration)

Janitor 1

Janitor (Health Centre)

Janitor 1




0-24 Hour

s

1-3Day

s

4-7 Day

s

8-30

Days

31+

Days

Service Person ResponsibleNNADP NNADP 1Prescription pickup/Delivery

Prescription pickup/Delivery

1

Wellness Wellness 1Assisting First Nation youth at local schools

First Nation Mentor 1

Cook - Hot Lunch Program

Cook 1

Coordination of recreational activities for band youth

Recreation Coordinator

1



1

Receptionist for Band Hall

Receptionist 1

Registration & administration of Band Membership

Indian Registration Agent

1

8. Business Continuity Management Response Mode

8.1 The First Few Hours Checklist of Actions

In the first 24 hours following a major incident there will be a number of actions that will need to be completed. Escalation to the Strategic Management Team may be necessary at any stage.

The first few hours are critical when dealing with an incident. Table 14 below is an action list of activities that would take place in the first few hours of an emergency.


The Strategic Direction Team and the Emergency Management Team will use this form.


Table 14: First Few Hours Checklist of Actions for Strategic Direction Team and Emergency Management Team

First Few Hours Checklist of Actions for Strategic Direction Team and Emergency Management Team

Number Action Completed By1a Decision taken to invoke Business

Continuity Plan.1b Identify who should lead the Emergency

Management Team; contact the leader to brief on the situation. Agree a time for the next situation report.

1c Decide on location of the control centre. Call up other members of the Strategic

Direction Team.1d Open a decision log.1e Agree on the monitoring process for

plan and frequency of reports and Strategic Direction Team meetings.

2a Activate internal communications plan for staff and councillors.

Activate external communications plan for public and partners.

2b Consider a communication to key stakeholders (including members) and any relevant regulatory bodies.

3a Determine nature of incident and extent of impact on services. (See Incident Management Plan (IMP)).

3b Ensure you have identified the priorities, e.g., the critical services affected, or likely to be affected, by the incident (see Prioritization Table).

3c Identify not only the priorities for recovering urgent services, but also consider the unaffected urgent services which may need protecting/sustaining while effort is focused on recovery (See Prioritization Table).

4 Get authorization from Finance Department for emergency expenditures.

Log expenditures.


First Few Hours Checklist of Actions for Strategic Direction Team and Emergency Management Team

Number Action Completed By5 On conclusion of incident, stand down

Emergency Management Team. Initiate an incident review and lessons

learned review. Make improvements and adjustments to

the master plan.

The Business Continuity Team will use this form.

Table 15: First Few Hours Checklist of Actions for Business Continuity Team

First Few Hours Checklist of Actions for Business Continuity Team

Number Action Completed By1a On receipt of the message from the

Strategic Management Team invoking a Business Continuity Plan, decide on a venue for the Command Centre.

Call up members of the Business Continuity Team (BCP).

1b Open a decision log.2a Ensure you have a clear situation report

from the Strategic Management Team. Hold Business Continuity Management

Team briefing on incident.2b Read through relevant Recovery

Strategy and Business Continuity Plan. Identify items for action that fall within

remit and authority. (See forms Prioritization, Human

Resource Requirements, Resource Requirements Form, Risk Analysis.)

2c Agree on plan with timescales, milestones and responsible person for each action.

Log decisions taken.2d Identify issues for escalation to Strategic

Direction Team (e.g. financial requirements and communication with media etc.).


First Few Hours Checklist of Actions for Business Continuity Team

Number Action Completed By2e Issue instructions to managers and staff

at the appropriate operational level to ensure that actions identified are implemented.

3 Agree on reporting channels, frequency of meetings and additional team members required and agencies involved.

4 Determine a time to meet with the strategic team.

5 Review plan after the strategic team meeting.

6 Debrief on Business Continuity Plan implementation.

7 Make improvements and adjustments to the master plan.

9. Testing and Debriefing on the Response

The business continuity management plan will be tested annually.

9.1 Post-Event Action Debrief

After the community recovers from their emergency the Strategic Direction Team and the Emergency Management Team will assess the response retrospectively. They will consider what went well and how responses could have been improved. Recommendations will be integrated into a revised version of this business continuity plan. The following table may be used during the post-emergency response period to assess responsiveness.

Table 16: Post-Event Action Debrief Form

Post-Event Action Debrief Form

Action Did well or do better?

Feedback Recommended Actions/Next Steps


Appendix A – Decision Log

Entry No.

Date Time Information/ Message

From Contact Details

Action/Decision Taken

Contact Details

Time Who


Appendix B – List of Community Services

Please check all the service you have in your community.

List of Community Services

Service Service is Available in the Community

Yes/No

OwnershipFN/Private/Other

Notes

Public Works and Safety

Water Yes WFNSewage Yes WFNGarbage Yes WFNFire No Town of WoodstockRCMP No RCMPSeasonal services Yes FNAnimal control Yes FNInfrastructurePower Yes NB PowerPhone/cable/internet Yes Bell AliantRoads/bridges Yes PNB – Department of

TransportationWharf/dock NoAccess routes Yes WFNHealth Services Yes WFN & Other (Dr.

Perley)Health Services – Administration

Yes WFN

Clinical and physician services

Yes Dr. Perley

Diabetes Clinic Yes WFNHealth information management

Yes WFN

Alcohol and drug prevention

Yes WFN

Home and community care

Yes WFN

Community leisure and cultural development

Yes FN

Crisis centre NoMedical drivers Yes WFNMental health, wellness, and addictions

Yes WFN

Computer access Yes WFNHospital liaison Yes WFNAmbulance NoCommunications Yes WFNWellness and prevention mental health programs

Yes WFN




Yes/No


Notes

Band AdministrationChief, band manager, receptionist

Yes WFN

Communications Yes WFNIssuance of social assistance cheques, payroll, employment insurance

Yes WFN

Indian Registry Yes WFNEducation administration

Yes WFN

Environment NoHousing Yes WFNLegal/justice services

Justice development

Restorative justice

Victim assistance

Probation officer

No

Maintenance Yes WFNAdult training centre NoChief and Council meetingsLand acquisition

Yes WFN

Finance Yes WFNCommunity Business OperationsGas Yes WFNConvenience stores Yes WFNTobacco Yes WFNMotel/Hotel/Inn/Convention Centre

No

Restaurant NoBank machine Yes WFNContractors (excavators)

No

Social and community servicesChild and family services

Yes WFN

Childcare Yes WFNHead Start Yes WFNSchool NoDentist/dental therapist

Yes Joe Tomah




Yes/No


Notes

School bus Yes WFNYouth centre NoPublic grounds NoRadio station NoChurch and facilities NoArena NoProfessional services (accountants, lawyers, physiotherapists, etc.)

No

Economic developmentEconomic development administration

Yes WFN

Tourism operations NoForestry administration

Yes WFN

Forestry commercial Yes WFNFisheries administration

Yes WFN

Fisheries commercial Yes WFNVLTs/gaming Yes WFN/ATLANTIC LOTTO

Appendix C – Staff Listing and Contact Information

The following staff listing and contact information will be updated annually.

Staff Listing and Contact Information

Position Phone ExtensionChief & Council

Len Tomah Chief 328-3303Sherri Paul-Bartlett Councillor 328-3303 402Peggy Wright Councillor 325-3570 593Jeffrey Tomah Councillor 328-3303Tim Paul Councillor 328-0400James Paul Councillor 328-0400Eric Paul Councillor 328-0400Andrea Polchies Councillor 328-3303 419

Band Administration

Rod Lyons Financial Controller 328-3303 411



Position Phone ExtensionTina Liu Finance Administration 328-3303 593Paula Tomah Finance Administration 328-3303 592Mark Polchies Band Manager 328-3303 581Phyllis Albright Receptionist 328-3303Jamie Hall Recreation Coordinator 328-3303 583

Membership

Lorri Reynolds-Harris Indian Registration Agent 328-3303 418

Policing

Robert Tomah Policing Director 324-3147

Forestry

Doug Jacobson Forestry Coordinator 328-3303 415Eric Polchies Forestry Coordinator 328-3303 415


Larry Tomah Road Maintenance 328-0584Kenny Tomah Road Maintenance 328-0584Mark Tomah Road Maintenance 328-0584Richard Paul Grounds Keeper 328-0584Wayne Paul Grounds Keeper 328-0584Brian Polchies Water/Waste Water

Operator328-3303 577

Simon Paul Water/Waste Water Operator

328-3303 577

Ivan Polchies, Jr Janitor 594-0594Shawn Sappier Garbage Collector 324-3949

Capital

Patrick Tomah Housing Director 328-3303 413Todd Tomah Carpenter 328-3303 413Donny Paul Carpenter 328-3303 413

Hot Lunch Program

William Paul Cook 328-3303 589Mary Duffield Cook 328-3303 589



Position Phone ExtensionFaye Paul Cook 328-3303 589Angela McCormick Cook 328-3303 589

Tutoring Center

Wendy Polchies First Nation Mentor 328-3303 417Angelica Dawn Paul First Nation Mentor 328-3303 417

Education

Terri-Ann Thornton Education Coordinator 328-3303 584Ivan Polchies, Jr Bus Driver 594-0594Karen Paul First Nation Mentor N/AWendy Harrigan First Nation Mentor N/AAngela Parks First Nation Mentor N/AAngelica Dawn Paul First Nation Mentor N/AHeather McHatten First Nation Mentor N/AHeather McLean-Lawson First Nation Mentor N/AJoel Pierce First Nation Mentor N/AKim Hinton First Nation Mentor N/ASheana Black First Nation Mentor N/ATerri Paul-Thiffault First Nation Mentor N/ASally Clements First Nation Mentor N/A

Social Assistance

Social Assistance Administrator Social Assistance Administrator

324-6252


Mary Ann Paul HRD Coordinator 328-0400

Child Development Center

Day Care/Headstart Director Day Care/Headstart Director

328-4332

Angela Marston Day Care/Headstart Assistant

328-4332

Nicky Polchies Day Care/Headstart Assistant

328-4332

June Tomah Day Care/Headstart Assistant

328-4332



Position Phone ExtensionAnatosha Lyons Day Care/Headstart

Assistant328-4332

Jessica McKeown Day Care/Headstart Assistant

328-4332

Martha Polchies Day Care/Headstart Cook 328-4332

Fisheries

Christine Crouse Fisheries Administration 328-3303 582Greg Paul Fisheries Director 328-0400Eric Paul Fisheries Advisor 328-0400William Polchies Fisheries (AFS) Coordinator 328-3303

Child & Family Services

Social Worker Social Worker 324-6253

Health Center

Tanya Anderson FASD Administrator 324-6251Luc Bourgois LPN 325-3570Randy Paul, Sr. Prescription

pickup/Delivery325-3570

Amanda McIntosh Community Health Rep 325-3570Karen Jean Paul Wellness 325-3570Linda Paul NNADP 325-3570Meghan Jackson Nurse 325-3570Ramona Paul Janitor 325-3570Holly Polchies LPN 325-3570Melissa Sappier Health

Administration/Reception325-3570

Charlene Tomah FASD Director 324-6251

Economic Development

Brad Paul Director of Retail Sales 328-1600 4Allen McBride Interim Associate Manager

of Retail Sales328-0580


Appendix D – Log of Reviews of the Impact Analysis for Each Program/Service

An impact analysis for each program/service should be done regularly. The following table may be used to document program reviews.

Log of Reviews of the Impact Analysis for Each Program/Service

Date Comments Sign-Off<Enter date ofreview.>

<Enter comments as a result of the review.>

<Sign-off byreviewingofficial.>


Documents

June 9, 2005 - Woodstock First Nation · Web viewWhen there is an actual incident (within or outside Woodstock First Nation) that creates risk or perception of risk to life or property