Strategic Plan

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.

(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:

How can Nuchatlaht Tribe engage with its youth members better?
How can Nuchatlaht Tribe get its elders home to share knowledge?
How can Nuchatlaht Tribe get more land to develop on?
How can Nuchatlaht Tribe bring tourism into the community?
How can Nuchatlaht Tribe accommodate more boats at the dock?
How can Nuchatlaht Tribe attract and retain the right band administrator?
How can Nuchatlaht Tribe attract a new band administrator?
How do we know when Jordan Michael is ready to be the next Tyee Ha’wilth?
How do we be more inclusive with membership?
What should our membership policy look like?
How do we prevent incest?
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

Download File

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.

Organization Background (Section 2)

Situation Analysis (Section 3)

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

Stakeholder Analysis (Section 4)

Strategic Issues (Section 5)

Strategic Plan (Section 6)

Implementation and Action Plan (Section 7)

Monitor and Evaluation of Strategic Plan (Section 8)

Download PDF version

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.

​Organization Background (Section 2)

​Situation Analysis (Section 3)

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

​Stakeholder Analysis (Section 4)

​Strategic Issues (Section 5)

​Strategic Plan (Section 6)

​Implementation and Action Plan (Section 7)

​Monitor and Evaluation of Strategic Plan (Section 8)

Download PDF version

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.

Organization Background (Section 2)

Situation Analysis (Section 3)

Stakeholder Analysis (Section 4)

Strategic Issues (Section 5)

Strategic Plan (Section 6)

Implementation and Action Plan (Section 7)

Monitor and Evaluation of Strategic Plan (Section 8)