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STrategic Plan: 2018-2023


This document contains the Nuchatlaht Tribe Strategic Plan covering the years 2018 to 2023. This is Nuchatlaht’s first official Strategic Plan.
​I (the Band manager) am writing this strategic plan as Nuchatlaht Tribe’s Band Administrator with the direction from Chief and Council.
 

​​© NUCHATLAHT

​Organization Background (Section 2)

​The purpose of this section is to provide the reader with the organization’s background prior to diving into the actual strategic plan. This section is important because it demonstrates how unique Nuchatlaht Tribe is, and how it is structured politically and administratively. Lastly, this section provides a brief overview of the existing plans that Nuchatlaht Tribe possesses. 
​Governance History
​Nuchatlaht Tribe is one of the few remaining First Nations in Canada that fully utilize the Hereditary Chieftainship model. This model is unique compared to other First Nations governance models because the Chief (Tyee ha’wiih) inherits the Chieftainship from their father, or grandfather. In the standard Indian Act governance structure, the Chief and Council are elected by their membership. In the Hereditary Chieftainship model, the Chief is appointed by their father or grandfather, and the Chief then appoints their council, with no election whatsoever. 
​Location of Nuchatlaht Tribe 
​The Nuchatlaht Tribe currently occupies Oclucje Reserve, which is approximately a three and a half hour drive to the closest city centre of Campbell River. Nuchatlaht has resided in Oclucje since 1988. Prior to residing in Oclucje, Nuchatlaht used to reside in Nuchatlitz reserve which is located on Nootka Island since time immemorial. 
​Members of Nuchatlaht Tribe
​Nuchatlaht Tribe currently has 161 registered members as of January 2017. Of these 161 members, 24 of them live on-reserve in Oclucje. The remaining 137 members live off-reserve. 
​Chief and Council 
​Nuchatlaht Tribe`s Chief and Council include:
  • Chief Walter Michael,
  • Councillor Archie Little,
  • Councillor Jordan Michael,
  • and Councillor Audrey Smith (Nuchatlaht Tribe, n.d.).
​Organizational Chart 
​Below is an organizational chart (see Figure 1) based on my knowledge and understanding of the operations at Nuchatlaht Tribe. 
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(Figure 1)
​ Existing Plans
​Nuchatlaht Tribe currently has two publicly available plans that are related to strategic plans but do not constitute full strategic plans. These two plans include the Nuchatlaht Comprehensive Community Plan (CCP) (Nuchatlaht Tribe, 2015), the Nuchatlaht Language Revitalization Plan (Nuchatlaht Tribe, 2017), and the Nuchatlaht Tribe 5 Year Community Economic Development Plan (Nuchatlaht Tribe , 2017). 

​Situation Analysis (Section 3)

​A situation analysis is the analysis in which an organization operates in (Bryson & Alston, Creating Your Strategic Plan, 2011, p. 119). The analysis includes the analysis of the internal and external environments (Bryson, Strategic Planning For Public and Nonprofit Organizations, 2011, p. 150). The situation analysis that will take place is the Strengths, Weaknesses, Opportunities, and Challenges (SWOC) analysis. 

Strengths, Weaknesses, Opportunities, and Challenges (SWOC) Analysis

STRENGTHS
The following are internal strengths for Nuchatlaht Tribe:
  • We know who we are
  • We know where we come from
  • We know where we’re going
  • Long serving Tyee Ha’wilth Walter Michael
  • Proud of who we are
  • Documented history of Nuchatlaht Tribe by Felix Michael (books, journals, etc.)
  • Loyal, knowledgeable, advocate, healthy, proactive, strategic, creative, consensus based, committed, respectful and fair Council
  • Separation between Council and Administration
  • Long-serving staff 
  • Strong financial position 
  • Resource management (Herring) 
  • Hereditary system 
  • Not to be pushed around (i.e., the legal case) 
  • Low unemployment 
  • Fair Policies and Procedures 
  • Staff work well together 
  • Healthy staff 
  • Keeps the away from home members informed 
  • ​Staff have pride in work ​
Weaknesses
The following are internal weaknesses for Nuchatlaht Tribe:
  • Drugs and alcohol in the community
  • ​Anger in the community
  • Residential school impact
  • Understaffed and overworked workers
  • ​No family care worker in the office
  • No drug and alcohol counsellor in the office
  • NTC in present state
  • No economic development worker in the office
  • No youth worker in the office
  • Kids having kids in the community
  • No language worker in the office
  • No cultural worker in the office
  • Recruiting excellent talent is difficult
  • Need more policies (membership policy, access to resources policy) 
  • No fluent Nuchatlaht speakers
  • Too many hats on one person which results in burnout
  • ​Not enough core funding to hire more people ​
  • No youth worker
  • Only one elder in the community
  • No elk tags
  • Not communicating with the elders appropriately
  • Lack of language and culture in our community
  • Unfair membership policy
  • There seems to be mental health (range of them) problems that keep the community
  • We don't seem to empower any individual when we only set employment bar for employment opportunities as "trained” rather than "educated".
  • Lack cohesion
  • We seem to ask questions and answer questions but not actually change or grow 
  • ​No Tyee transition plan documented
  • Leadership is retiring soon (Tyee Ha’wilth and Band Administrator)
  • Small and unprotected dock
  • No mission statement
Opportunities
The following are external opportunities for Nuchatlaht Tribe:
  • Getting cell service in Oclucje
  • Train members to take all roles in the office
  • Learn Language
  • Learn culture
  • Learn history
  • Hiring the workers listed under weaknesses (youth worker, drug and alcohol worker, etc.)
  • Utilize Felix Michael’s book
  • Single hat workers instead of multiple hat workers
  • Getting youth educated
  • Create membership policy
  • Create Tyee transition document
  • Healthy families
  • Healthy leadership
  • Healthy communities
  • Implement some of the Nuchatlaht Language plan, even on a small scale to start 
  • ​To grow and maintain a community in all area's inside and out
  • ​Fresh and new leadership 
  • Introduce a good financial management law 
  • Get a firetruck in Oclucje 
  • Win the legal case 
  • Economic development opportunities Page | 5 
  • Tuck-a-wak fishing opening 
  • Start a gas station in Oclucje 
  • Buy property in Campbell River 
  • Start run of the river hydro projects 
  • Hire a youth worker 
  • Start a towing company 
  • Start a forestry company 
  • Utilize NETP, 
  • Encourage members to start businesses, 
  • Educate members on our legal battles and realize the vast richness of our Haholthlee and preserve and utilize 
  • Individuals gaining education (learning to think critically and specialization in something [forestry, politics of Canada to know how to communicate with them, traditional knowledge]). 
challenges
The following are external challenges for Nuchatlaht Tribe:
  • Constant power outages
  • Constant TELUS outages
  • Bad Zeballos Forest Service Road Conditions
  • BC and Canada government not accepting Aboriginal Title and Rights
  • Neighbouring First Nations
  • Unreliable funding
  • Companies operating in Hahoulthe
  • Tsunamis
  • Earthquakes
  • Windstorms
  • Keeping boats afloat
  • Hospital is 2 hours away
  • Communication
  • No fire agreement with Zeballos
  • Greedy fisherman and forestry people that don’t respect the land and ocean 
  • Funding cuts 
  • External elections 
  • Technology updating too fast 
  • No cell service 
  • Lack of housing and employment for members to stay living at home. 
  • Isolation 
  • Not enough meaningful participation of members (for different reasons: scattered members; lack of funding to participate; lack of interest; lack of resources to participate, including knowledge; lack of work schedule harmony) 
  • ​​Having enough knowledgeable hard workers willing to get hands dirty to fulfill required work for goals
  • Isolation
  • Small land base
​A basic stakeholder analysis consists of noting all of the organization’s stakeholders, both external and internal. The basic stakeholder analysis allows an organization to determine who its stakeholders are, which determination becomes invaluable when further stakeholder analyses take place (Bryson, Strategic Planning For Public and Nonprofit Organizations, 2011, pp. 133- 135). 

​Stakeholder Analysis (Section 4)

​Internal Stakeholders 
Nuchatlaht Tribe’s internal stakeholders consist of the following groups:
  • Nuchatlaht Tribe Band Manager
  • Nuchatlaht Tribe Chief and Council
  • Nuchatlaht Tribe Staff 
​External Stakeholders 
Nuchatlaht Tribe’s external stakeholders consist of the following group:
  • Nuu-chah-nulth Tribal Council (NTC)
  • Funding Agencies
  • Legal team
  • Elder and youth members
  • Members
  • Ehatesaht and Kyouqout First Nations
  • Village of Zeballos
  • Commercial fisherman
  • Companies that operate in the territory
  • People that live in the territory
  • BC Government
  • Canada Government
  • Tourists
  • Legal team
  • Other First Nations
  • Friends of Nuchatlaht
  • New businesses 
According to Bryson, and Alston (Creating Your Strategic Plan, 2011, p. 135), a strategic issue is “a fundament policy choice or change challenge affecting an organization’s mandates, mission, product or service level and mix, clients or users, costs, financing, structure process or management.” Strategic issues are to be written as questions that have more than one answer (Bryson & Alston, Creating Your Strategic Plan, 2011, p. 145).

​Strategic Issues (Section 5)

Strategic issues:
  1. How can Nuchatlaht Tribe engage with its youth members better?
  2. How can Nuchatlaht Tribe get its elders home to share knowledge?
  3. How can Nuchatlaht Tribe get more land to develop on?
  4. How can Nuchatlaht Tribe bring tourism into the community?
  5. How can Nuchatlaht Tribe accommodate more boats at the dock?
  6. How can Nuchatlaht Tribe attract and retain the right band administrator?
  7. How can Nuchatlaht Tribe attract a new band administrator?
  8. How do we know when Jordan Michael is ready to be the next Tyee Ha’wilth?
  9. How do we be more inclusive with membership?
  10. What should our membership policy look like?
  11. How do we prevent incest?
  12. How do we help people that have drug and alcohol addictions?

​Strategic Plan (Section 6)

​The most basic strategic plan should include a mission statement, a mandates statement, a vision of success, a SWOC analysis, and strategic issues (Bryson, Strategic Planning For Public and Nonprofit Organizations, 2011, p. 240). Previous sections covered the SWOC analysis (Section 3.1), strategic issues (Section 5.0). The following strategic plan builds on the previous sections and will focus on the values, goals, objectives, strategies, measures, and targets. Section 7.0 will focus on the implementation and action plan. Section 8.0 will focus on the monitoring and evaluation components of this strategic plan. 
​Vision
​Our strong traditions, language and culture support us through generations to be a healthy, wealthy, safe, and a loving people, where everyone is treated with respect. We work together for our common good and share our skills and knowledge to be an empowered, educated, self-sufficient, self-governing, and a happy community. This includes a focus on our elders and youth. Additionally, everyone has access to transportation and the necessary infrastructure is in place which results in more members moving home to work. 
​ Mission
​Nuchatlaht Tribe provides services to registered Nuchatlaht Tribe members, and actively utilizes the mandate given by the Indian Act and the Tyee Ha’wilth (hereditary chief) to create bylaws that benefit Nuchatlaht Tribe members, and other important stakeholders. 
​Goals
​Goals are where you want to go that do not need to be specific or measurable (Speers, 2016). This section will focus on goals for the Nuchatlaht Tribe strategic plan which are inspired by the strategic issues presented in Section 5.0. Table 2 demonstrates how the goals are related to strategic issues. 
​Strategic Issue
​Goal 
​How can Nuchatlaht Tribe engage with its youth members better? 
​To improve engagement with youth  
How can Nuchatlaht Tribe get its elders home to share knowledge? 
​To bring elders home 
​How can Nuchatlaht Tribe get more land to develop on? 
To acquire more land
​How can Nuchatlaht Tribe bring tourism into the community?  
​To bring tourism into the community 
​How can Nuchatlaht Tribe accommodate more boats at the dock?
​To accommodate more boats at the dock 
​How can Nuchatlaht Tribe attract a new band administrator?  
​To attract a new band administrator.
​How do we know when Jordan Michael is ready to be the next Tyee Ha’wilth? 
​To know when Jordan Michael is ready to be the next Tyee Ha’wilth. 
​How do we be more inclusive with membership?
​To be more inclusive with membership. 
​What should our membership policy look like?
​To revise the membership policy. 
How do we prevent incest?
To prevent incest
​How do we help people that have drug and alcohol addictions? 
​To help people that have drug and alcohol addictions. 
​Objectives
​Objectives are used to achieve your goals. A good objective is specific, measurable, timedriven, and budget-conscious (Speers, 2016). Table 3 pairs up the objective with the goal, as the objective is said to be the stairs that help you reach the goal(s) (Speers, 2016). 
Goal
Objective
​To attract a new band administrator.
​To hire and train a band administrator by October 2018
​To know when Jordan Michael is ready to be the next Tyee Ha’wilth.
​To transition Jordan Michael into the Tyee Ha’wilth role by 2020.
​To be more inclusive with membership
​To have 2 community meetings every year.
​To revise the membership policy. 
​To admit 2 qualified members each year (if applicable) 
​To prevent incest. 
​To have 0 reports of incest in Oclucje by 2020 
​To help people that have drug and alcohol addictions.
​To have 0 drug addicts and alcoholics in Oclucje by 2023
​To improve engagement with youth 
​To have one field trip for the youth every 3 months, while not exceeding the annual expense of $5,000.00
​To bring elders home
​To have 5 elders living in Oclucje by 2023
To acquire more land 
​To have enough land to build 40 more houses by 2023 not exceeding a purchase value of $1.00.
To bring tourism into the community  
​To increase employment from the tourism industry by 20% by 2021 
​To accommodate more boats at the dock 
​To allow for a total of 10 boats to be used at the dock by 2020, not exceeding $100,000.00.
​To attract and retain the right band administrator  
​To have a band administrator for more than 3 years.
​ Strategies for Achieving each Objective
​Strategies are used to solve strategic issues, and given that we used the goals approach, the strategies are used to achieve goals (Bryson, Strategic Planning For Public and Nonprofit Organizations, 2011, p. 219). Goals are achieved through the use of objectives; therefore, it was decided to link strategies to the objectives which can be seen in Table 4. 
Objectives
​To hire and train a band administrator by October 2018 
Strategies
​Network with potential candidates to see if there’s general interest in the band administrator role
​Brainstorm what Chief and Council need and want in a band administrator 
​Create a transition plan and binder
​Create a job posting for the band administrator role
​Create a job description for the band administrator role 
​Review applicants and shortlist candidates
​Create interview questions for the band administrator position 
​Conduct interviews for the band administrator position
​Short-list the interviewed potential candidates 
​Conduct reference calls
​Make the hiring decision and provide an offer letter to the successful candidate  
​Train the band manager  
​Train a band member to take over the role
Objective
​To transition Jordan Michael into the Tyee Ha’wilth role by 2020.
Strategies
​Learn history Felix Michael’s books
​Learn what the Tyee Ha’wilth does, owns, is, and how he does it 
​Have a communications session with elders 
​Get more robes for transitioning 
​Write a Tyee Ha’wilth transition intention letter 
​Host a transition feast.
​Create a Tyee Ha’wilth transition document and binder 
​Revive Michael family songs and dances 
Objective
​To have 2 community meetings every year. 
Strategies
​Select typical months for meetings on an annual basis to ensure consistency
​Select meeting discussion topics (consider AGM and Budget Meeting structures)
​Hire meeting facilitator for each community meeting 
​Create a meeting rules/guidelines document 
​Create an annual budget for community meetings
Create a call for proposal for catering for each community meeting
​Hire a cultural worker to attend the community meeting to share culture and wisdom during and after the community meeting 
​Create invitations for members for the community meetings
​Create a rule to make it mandatory to have Chief and Council attend community meetings 
​Harvest food fish 
​Distribute food fish to members at the community meeting 
​Debrief with Chief and Council about the community meeting
​Write an article about the meeting and the next steps resulting from the meeting
Objective
​To admit 2 qualified members each year (if applicable) 
Strategies
​Review the current membership policy 
​Conduct a needs assessment of the current membership policy
​Revise the membership policy
​Bring the revised policy to the community for input
​Revise the policy, if needed 
​Accept the revised membership policy
​Advertise the revised membership policy 
​Follow the revised policy 
Objective
​To have 0 reports of incest in Oclucje by 2020 
Strategies
​ Host a community gathering to bring up the incest issue, when needed 
​Hire a meeting coordinator to facilitate community gathering 
​Include Ron Hamilton’s wisdom about incest in the community newsletter
​Create family trees for each family in Nuchatlaht Tribe
​Create a call for proposal for catering for each community meeting
​Inform the Teechuktl Mental Health that incest is a mental health concern for Nuchatlaht Tribe
​Utilize the Teechuktl Mental Health team, when needed 
Objectives
​To have 0 drug addicts and alcoholics in Oclucje by 2023 
Strategies
​Host Alcoholics Anonymous (AA) once a week in Oclucje 
​Acquire AA resource books 
​Create a library of drug and alcohol resource books 
​Hire a drugs and alcohol worker
​Create a policy to support workers going to treatment  
​Create a policy stating that Oclucje is a drug and alcohol free reserve 
​Host community gatherings to announce sobriety intentions
​Celebrate sobriety milestones with the community
Objective
​To have 5 elders living in Oclucje by 2023 
Strategies
Build more elder friendly houses
Train homecare workers in the community
Objective
​To have one field trip for the youth every 3 months, while not exceeding the annual expense of $5,000.00
Strategies
​Find funding for field trips 
​Hire a youth worker 
Objective
​To have enough land to build 40 more houses by 2023 not exceeding a purchase value of $1.00.
Strategies
​Meet with the province to purchase fee simple land 
Objective
​To increase employment from the tourism industry by 20% by 2021 
Strategies
​Create agreements with tourist companies in the territory to hire Nuchatlaht members
​Start tourism companies
Objective
To allow for a total of 10 boats to be used at the dock by 2020, not exceeding $100,000.00.
Strategies
​To seek funding 
​Provide the call for proposal for the dock to potential contractors 
Objective
To have a band administrator for more than 3 years.
Strategies
​To train a Nuchatlaht Tribe member to take the job
​As McNamara (Basics of Action Planning (as part of strategic planning), n.d.) states, a strategic plan without an action plan is just, “castles in the air.” Therefore, it is important for strategies and strategic plans to include an action plan; otherwise, the strategies will not be achieved. Table 5 is an action plan that includes who is responsible, when the strategy should be implemented, and how implementing the strategy will cost.

​Implementation and Action Plan (Section 7)

Implementation
​Strategies
​Person(s) Responsible
​Deadline 
​Budget 
​Network with potential candidates to see if there’s general interest in the band administrator role 
​Archie Little 
​April 2018-June 2018
​n/a 
​Brainstorm what Chief and Council need and want in a band administrator 
​C&C and Mason Ducharme 
​February 2018 
​n/a 
​Create a transition plan and binder
​Mason Ducharme 
​July 2018
​n/a 
​Create a transition plan and binder
​Mason Ducharme 
​July 2018
​n/a 
​Create a job posting for the band administrator role
​Chief and Council and Mason Ducharme
​February 2018
​n/a 
​Create a job posting for the band administrator role
​Chief and Council and Mason Ducharme 
​February 2018
​n/a 
​Create a job description for the band administrator role 
​Chief and Council and Mason Ducharme 
​June 2018 
​n/a 
​Review applicants and shortlist candidates 
​Chief and Council and Mason Ducharme 
​August 2018 
​n/a 
​Create interview questions for the band administrator position 
​Chief and Council and Mason Ducharme 
​August 2018 
​n/a 
​Conduct interviews for the band administrator position 
​Chief and Council and Mason Ducharme 
​September 2018 
​n/a 
​Short-list the interviewed potential candidates
​Chief and Council and Mason Ducharme 
​September 2018 
​n/a 
​Conduct reference calls
Mason Ducharme
​September 2018 
​n/a 
​Make the hiring decision and provide an offer letter to the successful candidate 
​Chief and Council and Mason Ducharme 
​September 2018 
​n/a 
​Train the band manager 
​Chief and Council and Mason Ducharme
​October 2018
​n/a 
​Train a band member to take over the role
Band Administrator 
​Ongoing 
​n/a 
​Learn history Felix Michael’s books  
Chief and Council
​October 2018 
​n/a 
​Learn what the Tyee Ha’wilth does, owns, is, and how he does it 
​External Consultant 
​October 2018 
​TBD
​Have a communications session with elders 
Chief and Council
​October 2018 
​TBD
​Get more robes for transitioning 
External Consultant 
​Ongoing 
​TBD
​Write a Tyee Ha’wilth transition intention letter
​Walter Michael 
​October 2018 
​n/a 
​Host a transition feast.
​Community 
​2020 
​TBD
​Create a Tyee Ha’wilth transition document and binder 
​Band Administrator and Walter Michael 
​2019
​n/a 
​Revive Michael family songs and dances 
​Tim Sutherland
​2019
​TBD
​Select typical months for meetings on an annual basis to ensure consistency 
​Band Administrator and Chief and Council 
​May 2018
​n/a 
​Select meeting discussion topics (consider AGM and Budget Meeting structures) 
​Band Administrator and Chief and Council 
May 2018
​n/a 
​Hire meeting facilitator for each community meeting 
​Norine and Band Administrator 
​Ongoing 
​n/a 
Create a meeting ​rules/guidelines document 
​Norine and Band Administrator 
May 2018
​n/a 
​Create an annual budget for community meetings 
​Band Administrator 
​June 2018 
​n/a 
​Create a call for proposal for catering for each community meeting 
​Band Administrator 
​Ongoing 
​n/a 
​Hire a cultural worker to attend the community meeting to share culture and wisdom during and after the community meeting 
​Band Administrator 
​Ongoing 
​TBD
​Create invitations for members for the community meetings
Community Liaison
​Ongoing 
​n/a 
​Create a rule to make it mandatory to have Chief and Council attend community meetings
​Band Administrator and Chief and Council 
​June 2018 
​n/a 
​Harvest food fish 
Fisherman
Seasonal 
​TBD
​Distribute food fish to members at the community meeting  
Lands and Resources Worker 
​Ongoing 
​TBD
​Debrief with Chief and Council about the community meeting
​Band Administrator and Chief and Council 
​Ongoing 
​n/a 
​Write an article about the meeting and the next steps resulting from the meeting 
​Band Administrator and Chief and Council 
​Ongoing 
​n/a 
​Review the current membership policy
Chief and Council
​August 2018 
​n/a 
​Conduct a needs assessment of the current membership policy
​Band Administrator and Chief and Council 
​September 2018 
​n/a 
​Revise the membership policy
​Band Administrator 
​September 2018 
​n/a 
​Bring the revised policy to the community for input
​Band Administrator 
​October 2018 
​n/a 
​Revise the policy, if needed 
​Band Administrator 
​October 2018 
​n/a 
​Accept the revised membership policy  
Chief and Council
​October 2018 
​n/a 
​Advertise the revised membership policy
​Band Administrator 
​October 2018 
​n/a 
​Follow the revised policy
Staff and Chief and Council 
​Ongoing 
​n/a 
​Host a community gathering to bring up the incest issue, when needed 
​External consultant 
​Ongoing 
​TBD
​Hire a meeting coordinator to facilitate community gathering
​Band Administrator 
When needed 
​TBD
​Include Ron Hamilton’s wisdom about incest in the community newsletter 
Community Liaison
​June 2018 
​n/a 
​Create family trees for each family in Nuchatlaht Tribe
​Family Heads 
​2019
​n/a 
​Create a call for proposal for catering for each community meeting 
Band Administrator 
​Ongoing 
​n/a 
​Inform the Teechuktl Mental Health that incest is a mental health concern for Nuchatlaht Tribe 
​Band Administrator 
​June 2018 and when needed 
​n/a 
Utilize the Teechuktl Mental Health team, when needed
​Band Administrator 
​Ongoing 
​n/a 
​Host Alcoholics Anonymous (AA) once a week in Oclucje  
​Audrey Smith 
​May 2018 and onwards 
​n/a 
​Acquire AA resource books 
​Audrey Smith 
​May 2018 
​n/a 
​Create a library of drug and alcohol resource books 
Audrey Smith 
​May 2018 
​n/a 
​Hire a drugs and alcohol worker  
​Band Administrator 
​2020
​Varies 
​Create a policy to support workers going to treatment 
​Band Administrator 
​August 2018
​n/a 
​Create a policy stating that Oclucje is a drug and alcohol free reserve 
​Band Administrator and Chief and Council 
​April 2019 
​n/a 
​Host community gatherings to announce sobriety intentions
​Community 
​Ongoing 
​TBD 
​Find funding for field trips
​Health Manager
​April every year 
​n/a 
​Hire a youth worker
​Band Administrator 
​April 2019
​n/a 
​Build more elder friendly houses 
​Band Administrator 
​2022
​TBD
​Train homecare workers in the community 
​Band Administrator and Health Manager 
​2020
​TBD
​Meet with the province to purchase fee simple land 
​Band Administrator and Archie Little 
​Ongoing 
​n/a 
​Create agreements with tourist companies in the territory to hire Nuchatlaht members 
​Lands and Resources Worker 
​Ongoing 
​n/a 
​Start tourism companies 
​Band Administrator 
​2020
TBD
​To seek funding for expanding the dock
​Band Administrator 
​September 2019 
​n/a 
​Provide the call for proposal for the dock to potential contractors
​Band Administrator 
January 2020 
​$100,000.00 
​To train a Nuchatlaht Tribe member to take the job 
​Band Administrator 
​Ongoing 
​n/a 
​It is important to continually monitor and evaluate a strategic plan in order to ensure that the strategic plan is implemented and does not sit on the shelf gathering dust. For this strategic plan, it will be monitored and evaluated using three tools. The first tool is a monthly staff meeting to discuss the progress of the strategic plan implementation. The second tool is a quarterly meeting with Chief and Council where the band manager will provide a report on the strategic plan implementation to Chief and Council. The final tool is an annual report that indicates which strategies have been implemented for that fiscal year.

​Monitor and Evaluation of Strategic Plan (Section 8)

Here is a PDF version of our 2018-2023 Strategic Plan.

Download PDF version

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