Heiltsuk Tribal Council

The Talking Stick

The sunrise over Bella Bella harbour and the coast mountains. Credit: Joel McKay

Communications and Engagement Plan

Introduction

The Heiltsuk peoples have continuously inhabited British Columbia’s central coast since time immemorial. Archeaological evidence indicates the Heiltsuk have occupied and used the region’s lands and resources for at least 11,500 years. Heiltsuk are taught that they have been in their respective territories since the beginning of time, and were set down there by the Creator who gave them the gifts of stone, trees, house, food, transportation, fire and companionship so that they might thrive. In times past, the Heiltsuk occupied 55 distinct villages across more than 6,000 square miles in an area that today is called the Great Bear Rainforest. The region is characterized by the soaring serrated peaks of the coast mountains, lush forested mountains and misty valleys, bountiful fjords, inlets, rivers and streams. Traditional villages were seated near major salmon-bearing water systems, and there are 117 streams and rivers that the Heiltsuk owned and utilized throughout time.

The villages shared a common language, though some traditional settlements had distinct dialects. Many smaller villages seasonally gathered at food-harvest areas. Larger groups lived at centralized village sites during the winter months. The villages remained separate until the late 19th century when they were forced to amalgamate to survive population decimation due to small pox. Later, the Heiltsuk moved closer to the Hudson’s Bay Co. trading post established at McLoughlin Bay. A new village site was subsequently established at what is now Bella Bella on Campbell Island.

Today, the central coast is a land of plenty with few people. Bella Bella is accessible only by air or ocean with no year-round access to a service centre. The Heiltsuk population today totals approximately 2,400. Some 1,100 members live on-reserve concentrated in Bella Bella, while the remainder live elsewhere, notably Vancouver. Between 2006 and 2011, the population in Bella Bella grew 3.3%, which trailed the province’s overall growth rate of 6.1% during the same period. Approximately 95% of residents in Bella Bella are registered First Nations. Bella Bella is a youthful community. The median age in the community is 35.3, which is younger than B.C.’s overall median age of 41.6. Language characteristics show that 99% of the community speaks English, though as much as 6.4% of the population has some knowledge of Halhzaqvla, the Heiltsuk language. 2

The government dock at Bella Bella. Credit: Joel McKay

“A long time ago the fresh water was owned by an old chief. Raven resolved to steal it.” – from The Raven Legend, Legends of the Heiltsuk, Franz Boas, translation 2002

Introduction continued...

Approximately 55% of Bella Bella’s population that’s aged 15 and over lives in some type of West-ern-style familial environment, be it married or with a common-law partner. And the vast majority of that population has lived in the same home for five years or more. In terms of education, approximately 49% of the population aged 15 and over have no degree, certificate or high school diploma. The unemployment rate in Bella Bella in 2011 was approximately 20%, though, anecdotally, community members have said it could actually be as high as 60% or 70%. The active workforce in Bella Bella is most often employed in government, health, education, agriculture and resource-based industries.

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The government dock at Bella Bella. Credit: Joel McKay

Traditional governance

Prior to European contact, Heiltsuk peoples were in control of their own future and led by a historic and well-established governance system. A hereditary chief called a Hemas led each Heiltsuk tribal group. The hereditary chiefs had formal authority and power, though they relied on advisors who were usually commoners. Traditionally, a chief did not speak on his own behalf, this was done by a Pkwalelks, who was a commoner that acted as the chief’s spokesperson and advisor.

Traditionally, it was essential that important business be conducted in public view at a potlatch or feast. A network of interdependence between Heiltsuk villages existed, which involved systems of potlatching, arranged marriages, unity in war efforts and resource sharing. Consensus building was an important part of Heiltsuk governance and decision making. The community would often gather to discuss and debate important business or major concerns. Decisions were reached or proposals amended until consensus was built for the betterment of all. Papguala is the Heiltsuk work for working together cooperatively.

At gatherings a protocol for public speaking existed to ensure those who wanted to speak would be heard. A ‘talking stick’ was used and the holder could not be interrupted until she or he gave the stick to the next speaker. Although hereditary chiefs were traditional leaders, they were expected to lead by example and work as hard or harder than anyone else in their community. Women were the backbone of traditional Heiltsuk society, and had a voice in decision-making and were sometimes elevated to the status of chiefs. Traditionally, elders in the community held a place of respect in Heiltsuk soci-ety and, day-to-day, served the community in roles that varied from educator and counselor to historian, storyteller, babysitter and navigator. Children were expected to participate in communal projects and from a young age learned tasks that enabled them to participate and contribute in a meaningful way to daily life. Men, meantime, had daily responsibilities that were as varied and diverse as women, ranging from food provision through hunting and fishing, to war-fighting and the gathering of resources needed for the community. Men also undertook domestic responsibilities when needed, reinforced discipline and would participate in cooking and food preservation. It’s important to note that the roles of men and women were often interchangeable to respond to the day-to-day needs of the community.

“A good chief rules through his people, not over them” – Pauline Waterfall Hilistis

Today, Heiltsuk governance is led through the Heiltsuk Tribal Council (HTC). The tribal council functions similarly to a local government but is subject to the federal Indian Act. Heiltsuk membership elect a chief and council that consists of 12 members. HTC’s administration is led by an executive director who oversees eight departments, including:

A number of other community bodies report directly to Chief and Council, including: Gladstone Reconciliation, Kaxla, Mid Coast First Nations Society, the community school, health board and Heiltsuk Economic Development Corp.

The impact of European colonization, notably residential schools, also continues to resonate through the community. Social challenges that are a result of colonization persist. However, in recent years, Heiltsuk traditional governance models have been rejuvenated. A functional council of hereditary chiefs continues to exist. Its main areas of focus are land, resources, sea, social issues and justice. The practice of potlatching has also been resurrected in the community for weddings, funerals, coming of age ceremonies and other important events. Still, the community has struggled to develop a leadership structure that is inclusive of traditional governance and HTC’s Western-style corporate structure. HTC has also been challenged to combat persistent apathy in the community and a lack of engagement with members who live off-reserve. Finally, it’s worth noting the Heiltsuk Nation is not an active participant in the treaty process, and has chosen to pursue its rights and title through other means.

Modern governance

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A fishing trawler plies the coast waters near Bella Bella. Credit: Joel McKay

• Heiltsuk Integrated Resource Management Department

• Heiltsuk College• Municipal• Corporate

• Finance• Restorative Justive• Social Development• Recreation

“Himaskas’u sang a Shaman Song and his son tipped over the canoe. All the herring came alive.” – from Bella Bella Tales, Franz Boas, 1932

The Heiltsuk have valued effective communications and engagement throughout their history. It has been said that Heiltsuk means to “speak and act correctly.” Traditional governance shows us that consensus building and leadership through example are core community values. The Heiltsuk have well established traditional laws, or G’vilias. History shows that everyone in the community had a role to play in this process, both men and women, young and old. Heiltsuk peoples have always adapted to a changing environment. The iconic cedar trees that are symbolic to the First Peoples’ of the central coast today have only been in the region for the last 5,000 years. Prior to that, other trees such as Sitka spruce and western hemlock were dominant in Heiltsuk territory. Through the centuries, the people have adapted and used what resources were available to maintain their way of life.

It is no different for effective communications and engagement. Where once the talking stick was used to ensure those who wanted to speak had a chance to speak, today a communications and engagement plan helps Heiltsuk leadership proactively engage with their membership, build consensus and effect change. This plan represents a collaboration between the Heiltsuk Tribal Council, community members and Northern Development to improve communications and engagement between HTC and its members. The plan has been designed to incorporate the traditional and modern ways of communication. The plan is called ‘The Talking Stick – Communications and Engagement Plan’ to symbolically reflect this unique crossroads between the past, present and future.

The illustration below represents this crossroads and a way of communication that allows HTC to achieve improved engagement within its corporate structure, while also respecting traditional practices. The circles represent all Heiltsuk peoples no matter where they are located, and are reflective of the cyclical nature of the seasons, plants, animals and people who call the central coast home.

The outer-most circle represents members located beyond Heiltsuk territory, the middle circle represents members within Heiltsuk territory. The centre-most circles represent HTC, Hemas and traditional governance – they overlap with HTC representing the collaborative approach to leadership these two forms of governance must adopt to achieve better engagement with Heiltsuk members.

The circles are layered overtop of one another to represent the importance of inclusiveness and consultation in the com-munity, and to show that strong leadership is the heart of the community but also that leaders come from within the community. Finally, the circles represent the two-way ap-proach to communication in the community – the leadership must communicate with its members, but members must also commu-nicate with their leaders.

Mem

bership off-reserve

Mem

bership on-reserve

Heiltsuk Tribal Council

Hemas andtraditionalgovernance

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The Talking Stick

Heiltsuk communications and engagement in a modern context

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Guiding communications protocol

The following protocol has been written in an effort to implement a system that will help HTC leverage modern and traditional communications practices on a day-to-day basis. The protocol is based on the knowledge that HTC must operate within a Western-style corporate governance system, but also that it can use traditional methods to improve engagement with members.

For this, two traditional terms were borrowed from the Haida First Nation. The first, Yahgudang, means respect for all things. The second, Tll Yahda, means the ability to make things right. This system is thousands of years old, as explained by Barbara Wilson in the 2009 report Staying the Course, Staying Alive:

“Yahgudang is respect for all things and Tll Yahda is the ability to make things right if something has been done contrary to the way it should be. This Tll Yahda is the underlying law of everything. Yahgudang works hand in hand with Tll Yahda. If everything is right you don’t have to worry about your actions. If things have been done without Yahgudang, the Tll Yahda must be enacted.”

This system can be implemented into day-to-day Heiltsuk communications practices to promote better engagement with members, and respects both modern and traditional practices. It functions as follows: each time a decision has been made or needs to be made that’s of importance or significance to members, HTC Council will:

1. Ask itself what must be done to proactively communicate the matter to members and the public and make a list of those communications tasks

2. Ask itself what must be done to respectfully communicate the matter to members through the traditional structure and make a list of those tasks

3. Combine those lists into a basic communications plan and carry it out

Bella Bella’s temporary library and the Koeye cafe. Credit: Joel McKay

Heiltsuk Tribal Council objectives and desired outcomes

Heiltsuk Tribal Council provides a wide range of services to its members, and is financially, legally and morally accountable to its members. An important aspect of that accountability is engagement with members to ensure they understand HTC’s decisions and actions and actively take part in community initiatives. That engagement and understanding can only be built through trust and strong relationships, which are developed through an effective and consistent communications process.

In December 2014, Heiltsuk Tribal Council and Staff met with Northern Development for communications planning sessions that identified communications objectives for the community to pursue. The objectives identified were based on the HTC’s strategic priorities and Council and Staff observations. During the session, Council and Staff expressed a desire to increase engagement with its members and foster an environment of improved civic engagement and knowledge in the community. The plan could also be used to raise awareness about services, amenities, health and safety, education and other issues in the community. ‘

Subsequent research revealed that HTC must first improve internal information sharing before it can communicate better with members externally. A number of internal objectives have been written below to aid in this effort. As well, research showed the membership is young and actively engaged on mobile digital technology and social media, but is also interested in traditional practices and face-to-face engagement. This research has been combined with industry best practices to create customized external communications objectives for HTC, which are outlined on pages eight to 10. The following objectives are HTC’s engagement goals – this is what Chief and Council wants to achieve through increased engagement, improved transparency and stronger relationships with members.

Outcome-oriented Objectives:1. Increase member engagement with HTC and its initiatives to improve trust and add credibility between HTC

and the members it serves2. Increase local knowledge about HTC, its achievements and strategic priorities among members

Internal communications objectives

Internal communication is as important if not more important than external communication. Without a strong Chief, Council and Staff Group that knows what its priorities and processes are, it is extremely difficult to achieve effective external communication and engagement with members. The following communications objectives have been written to improve HTC’s internal practices:

Implement a budget line in internal briefings for communications and engagement to ensure it’s always part of HTC’s planning and project management processes

Adopt the IAP2 Spectrum for Public Participation and protocols and processes (outlined on page 11) into guiding principles and evaluation

Identify a staff member to carry out day-to-day communications activities for HTC and update his or her job description accordingly

1 Strategy and resourcing

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Internal communications objectives continued...

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Develop and implement job descriptions for Chief, Council and Staff, including areas of responsibility, reporting procedures, terms of reference, etc.

Implement Council portfolios and ensure Council members regularly prepare and submit one-page portfolio reports that can be included in agenda packages

Ensure HTC possesses up-to-date contact information for a high-majority if not all Heiltsuk members, including those located off-reserve

Ensure HTC possesses up-to-date contact information for regional, provincial and national media outlets (Coast Mountain News, CBC, Vancouver Sun, Global, Tyee, etc.)

Ensure Chief, Council and senior management receive board governance training

Ensure all HTC staff members receive customer service training and understand their roles and responsibilities

External communications objectives

External communications is the act of engaging with - or listening and talking to - HTC’s membership and key stakeholders. A key stakeholder could be a community member such as a Hemas, a community group, a neighbouring community or First Nation, and a business or other level of government that works with HTC. The internal communications objectives outlined above are tactics to help HTC improve its internal structure so that it is better positioned to listen to and talk to the people it serves. In other words, if HTC were a canoe, the internal objectives help ensure everyone is rowing the canoe in the same direction, while the external objectives chart the canoe’s destination.

HTC’s external objectives are based on industry best practices and community research, some of which is outlined in the introduction and governance sections on pages two to five in this plan. It is important to reiterate the all of the objectives outlined in this plan – internal and external – are to be achieved using the guiding communications protocol outlined on page six. That protocol will help ensure modern and traditional ways are properly acknowledged and respected. Furthermore, this plan was developed in partnership with Northern Development, which is available on an ongoing basis to provide HTC with advice, support and capacity to implement and achieve the objectives outlined in this plan.

2 Processes

3 Governance and training

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External communications objectives continued...

This is the first communications plan written for HTC so many of the objectives outlined in it are of a general nature to help the organization implement basic protocols and processes. However, it is important that HTC’s external communications objectives also reflect Chief and Council’s strategic priorities, which are:

The following external communications protocols have been written to improve HTC’s external communi-cations and engagement:

• Housing• Economic Development• Governance/Leadership

• Big House• Education

Design and launch a website for HTC that’s simple, engaging and contains up-to-date information about HTC, its activities, decisions and achievements

Ensure the website includes a function for residents to provide feedback direct to HTC via comments, email or a Facebook feed

Develop a one-page Facebook strategy that focuses on increasing engagement with HTC members using regular posts that include photos, videos and shareable/likeable content

Implement the news release and council highlights templates included with this plan. Publish news releases more regularly and ensure Council highlights are posted online

Work with Chief and Council to write a quarterly article about the community that can be submitted to the Coast Mountain News for publication

Ensure HTC Council agenda and minutes are available to members online. Consider filming or webcasting meetings for members located off-reserve

Implement a quarterly email newsletter for all members, but specifically designed to engage off-reserve members and keep them up-to-date

1 Digital engagement

Develop a one-page Twitter strategy that focuses on increasing engagement with HTC external stakeholders, media, government and business groups using regular posts

2 Content development

External communications objectives continued...

Re-design HTC community advertisements to make them more engaging and reflect traditional values and art

Design and build signage and community welcome/bulletin boards at high traffic areas including: airport, ferry terminals, band store and HTC office

3 Signage

4 Community engagement

Work with Hemas council to identify ways to increase collaboration between HTC decision-making and hereditary leaders in the community

Work with Heiltsuk College and the school to develop ‘citizen academies’ that empower youth to learn about and play a role in HTC and local governance

Re-establish C’ickla and engage youth to work with RCMP to regularly tour the community to record housing challenges, problem areas or things that are working well

Consider combining the HTC AGM with a potlatch and feast to attract more engagement and improve collaboration between HTC and traditional leaders

Update all marketing collateral to ensure it matches current brand standards, including business cards, brochures, information sheets, advertisements, etc.

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Communications processes and protocols

The guiding communications protocol, desired outcomes and objectives outlined on pages six to 10 provide HTC with a strategy and tactics to increase engagement with members and other key stakehold-ers. The following sections outline processes and protocols that underline HTC’s day-to-day approach to communications and engagement. In other words, these sections explain ‘how we do this.’ Included in these sections is a model of the International Association for Public Participation Spectrum (IAP2, outlined as an objective on page seven), a list of HTC’s key stakeholders and internal, public announcement and media relations protocols.

Additionally, social media and communications evaluation policies have been included, as well as a ‘Is It News?’ flow chart that helps staff determine when and how to make public announcements. Another table has also been included to help staff write effective messages for the public.

Inform Consult Involve Collaborate Empower

Define decision to be made

To provide the public with information on the decision statement and how it was

made

To obtain public feedback on the decision to be made

To work directly with the public to ensure the decision

statement meets their needs and concerns, and that they

are considered

To partner with the public to develop the decision statement

To let the public define the decision to be made

Gather information To inform the public of what information was collected and how it was gathered

To gather feedback from the public on the

information gathered and how we gathered it

To work with the public to decide what info to gather,

how to gather it and who will gather it

Reach common goals with key community representatives

about how and what informa-tion is to be gathered and how it

is used and disseminated

To allow the public to decide what info to gather, how it will be gathered and who

will gather it

Establish decision criteria

To inform the public about what criteria will be used

To seek feedback on the proposed decision criteria

To work with the public in establishing decision criteria

that reflect the public’s needs and aspirations

To jointly develop the decision criteria with the community

stakeholders

Tell us what criteria the decision should be judged

against

Develop alternatives

To inform the public of the alternatives and how they

were developed

To give the public the opportunity to provide

feedback on the alternatives developed

To directly involve the public in the development of alter-natives and report how their

input was incorporated

To partner with the public in the development of alternatives and incorporate their advice to the

maximum extent possible

Facilitate the public in the development of alternatives

Evaluate alternatives

FYI, here is our evaluation of the alternatives

This is our evaluation of the alternatives. We seek your feedback and will let you

know the outcome

To directly involve the public in the evaluation of alternatives and report how their input

was used

To partner with the public to evaluate the alternatives

Here are the alternatives – you evaluate them

Make Decision Inform the public on what decision was reached and

why

Inform the public what the decision is and how their

feedback has influenced the decision

Inform the public what the decision is and how their

feedback has influenced the final decision

To formulate a recommendation in partnership with stakeholders

To place the public in charge of making the final decision

IAP2 Public Participation Spectrum

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IAP2 public participation spectrum

The International Association of Public Participation (IAP2) is dedicated to the advancement and improvement of public participation practices, and defines different engagement activities based on their level of decision making and influence from inform to empower. The IAP2 Spectrum is a framework that clearly outlines expectations and outcomes included in various forms of public engagement. It is also beneficial in that it offers a well-known and universal process and definition for engagement that can be used by a variety of stakeholders. It is recommended that the City adopt the spectrum in its communications plan and use the spectrum to guide communications activities regarding major projects.

The following illustration explains how to craft key messages that can be used in written and spoken materials to support HTC’s engagement activities. Once messages are written, they can be used for announcements, speeches, news releases, editorials and other written and spoken communications. It is crucial, however, that traditional values be taken into account when key messages are drafted, and that, before any messages are made public, HTC Staff follow the guiding communications protocol on page six and public announcement protocols on page 13.

The following protocol outlines the basic flow of information between HTC Chief and Council, the Executive Director and Staff. The goal of the protocol is to maximize information sharing between Chief and Council, the Executive Director and Staff. This protocol should be used in tandem with HTC’s guiding communications protocol outlined on page six. A few additional basic protocols have been outlined below to maintain or improve internal information sharing.

1. All written communication from Chief and Council or Staff members will flow through the Executive Director

2. Staff will attend Council meetings when presenting reports; otherwise by invitation of the Executive Director or Chief and Council

3. Senior management meetings should be held regularly (preferably every week)4. Following attendance at any conference, meeting, workshop or training that HTC pays for,

or where a Staff member acts as a delegate or representative of the HTC, the Staff member who attends the event will be required to submit a written report to the Executive Director for possible inclusion on the Council agenda, as appropriate. The report will outline key highlights, decision points and or outcomes

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Internal communications protocols

How to create messages that work

A public announcement protocol outlines the general flow of information to external audiences, namely members and key stakeholders, for HTC. A general list of these stakeholders is outlined in Figure 2. This list should be considered for all external communication.

Figure 2 is a graphic that outlines the flow of information to external audiences from HTC. Similar to the internal communications protocols, all information flows through the executive director before being disseminated publicly. This is especially important for public consumption of information. Accuracy, consistency and repetition are keys to success in communications. This protocol will help HTC maintain transparency, and ensure members and stakeholders receive the most accurate and up-to-date information about HTC and its actions in a timely and efficient manner.

A few basic protocols have been laid out below to support HTC’s external communications efforts.1. Information ‘the public should know about’ constitutes significant achievements and service changes

as well as financial, electoral or personnel changes or decisions within HTC2. Significant will be defined as a change or decision that affects more than 20% of members3. A basic medium of information distribution that the majority of residents have access to will be used

to distribute news and information from HTC, such as:

• Website updates, news releases to local media, email distribution to key contacts, and social media (Facebook and Twitter) are the fastest forms of communication to reach the largest number of members. These mediums should be used in tandem with one another

• For significant issues with a major regional or provincial impact, including public safety matters such as natural disasters, HTC should strongly consider directly communicating its announcements to major media outlets including CBC Radio, CBC News Vancouver, Global BC, CTV BC, The Vancouver Sun and The Province

• Public announcements should always be sent directly to local media • For significant issues or to announce open houses or town hall meetings, the HTC should strongly

consider posting public notices at high traffic areas in the community

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Figure 2

Figure 1 - External Audiences• Chief, Council and HTC Employees• Hemas and traditional leaders• On-reserve members• Off-reserve members• Neighbouring First Nations: Nuxalk,

Wuikinuxv, Kitasoo, Gitga’at, Haisla and Haida

• Neighbouring communities: Denny Island, Ocean Falls, Rivers Inlet, Bella Coola, Klemtu

• Central Coast Regional District• Aboriginal Affairs and Northern

Development Canada• Union of B.C. Indian Chiefs, Assembly of

First Nations• MLA Jennifer Rice, MP Nathan Cullen• New Relationship Trust, Coast Funds,

Northern Development

Public announcement protocols

Executive Director

Similar to the public announcement protocols, all media engagement on behalf of HTC will be directed through the Executive Director’s office to ensure consistency of messaging and reduce the risk of misinformation entering the public realm. Basic protocols have been laid out below to support HTC’s partnerships with local, regional, provincial and national media outlets.

1. HTC will make every attempt to establish a strong, transparent and trust-based relationship with local, regional, provincial and national media outlets

2. HTC will build and maintain a strong and positive information sharing relationship with local media3. All potentially reputationally damaging, defamatory or libelous news coverage of HTC will be

forwarded to the Executive Director for review4. Public comments and spokesperson duties will be determined in consultation between the Chief and

Executive Director5. In most cases, the Chief will be the primary spokesperson on behalf of HTC6. In the event that the Chief is unable to speak on behalf of HTC, a Councillor or the Executive Director will

become the primary spokesperson7. The Executive Director will also be the primary spokesperson on behalf of HTC processes and Staff, except

when delegated to specific Staff members in the absence of the Executive Director or because a Staff member has specific knowledge of an issue in the media (e.g. economic development, municipal, H.I.R.M.D.)

8. The Executive Assistant will coordinate all media engagement, including information and interview requests, the method, time and location of interviews and the subject matter of the interview request

9. The Executive Assistant will be responsible for maintaining and updating a contact list for select local, regional, provincial and national media outlets. The list should include the outlet’s name, reporter’s name, phone number, email address, business address and area of focus

Media relations protocol

14A totem pole is silhouetted against the sunrise in Bella Bella. Credit: Joel McKay

“As if by magic great schools of herring converged on the hemlock trees and kelp and began to lay their eggs” – By Athalis, Frank Brown, as published in ‘Staying the Course, Staying Alive’, 2009

The following flow chart should be used as a tool to help HTC Staff determine whether an item is newsworthy or worth a public announcement. Please note that this flow chart is designed to be a very high-level tool to provide guidance only and cannot account for every news item or event HTC will encounter.

What happened?

Should the public know or be informed?

No.No statement

needed

Yes.We need to tell them about it

How significant is the news?

Marginally significant

Somewhat significant

Very significant

We must follow our guiding communications protocol. When we make a public announcement, it should include social

media posts and a website update

We must follow our guiding communications protocol. When we make a public announcement, it should include social media posts, website updates and a news

release

We must follow our guiding communications protocol. When we make a public announcement, it should include social media posts, website

updates, a news release and a community

meeting

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Is it news?

Evaluation is a part of the communications process. It is recommended that an evaluation phase be included in HTC’s communications initiatives and that the results be analyzed. Evaluation tactics include surveys, comments, attendance numbers at open houses, meetings, the AGM, media coverage, website and social media analytics and election turnout and results.

On an annual basis, the Executive Assistant will compose a short report for the Executive Director that:• Quantifies website traffic and analytics including most popular pages, duration of average visits and

traffic sources for the six-month period leading up to the report, if possible• Quantifies social media engagement on HTC’s Facebook page and Twitter account. The analytics can be

pulled from the social media aggregator. A social media aggregator such as Hootsuite or Sprout Social must be used to gather accurate results.

• Outlines the success of open houses, town hall meetings, specific communications plans or issues• Provides a brief overview of local, regional and national (if any) media coverage of HTC and the Heiltsuk

First Nation

A significant and growing audience of local stakeholders are highly engaged on social media. It is recommended that HTC regularly engage with its residents using at least one social media asset. Given their relative ease-of-use and ubiquity, Facebook, Twitter and a social media aggregator such as Hootsuite or Sprout Social are the recommended social media assets for HTC to use and maintain. A set of basic guidelines and policies have been outlined below to guide the HTC’s use of Facebook and Twitter:• Facebook and Twitter accounts should be overseen by the Executive Director and Executive Assistant• Facebook and Twitter updates should not take more than a half hour per day Monday to Friday• The Facebook page and Twitter accounts should be used to share news about the HTC, Chief and Council

initiatives, traditional knowledge, community events and achievements, positive media coverage and to generate a productive conversation about the HTC with members and stakeholders

• Social media accounts should be used to promote the HTC newsletter when it is introduced• Posting tactics should include visuals, virality (share-able and like-able content), community building (Q&A),

calls to action and news and events dissemination• Posts should be scheduled for optimal times (lunch hours and evenings), professional and align with HTC’s

brand and tone• A social media analytics tool such as Hootsuite or Sprout Social can be used to measure engagement,

influence, impressions, likes, shares, retweets, favourites and comments.

Social media policy

Communications evaluation

Evaluation procedures

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17A time exposure of the sky and moon above Bella Bella harbour. Credit: Joel McKay

Support and acknowledgement

The Heiltsuk Tribal Council ‘Talking Stick – Communications and Engagement Plan’ is a result of a collaboration between HTC, members of the community and Northern Development. Northern Development is able to provide ongoing capacity to the community to update, alter and implement the plan at the community’s request, as well as interpret its contents and provide assistance and advice as needed.

The goal of the plan was to create a document that would support improved engagement with HTC’s members, but also combine traditional values and practices with modern structures. In this way, the plan is very much meant to be a talking stick - a device that can be used to ensure Heiltsuk values and practices, past and present, are clearly communicated and members are empowered to engage with their community about issues of importance.

This plan is the result of extensive community research and would not be possible without the help of numerous people. A special thanks is owed to: HTC Chief and Council, Reg Moody Humchitt, Pauline Waterfall Hilistis, Lorena White, John Bolton, Leona Humchitt, Earl Newman, Roger Nopper, Harvey Humchitt, Rory and William Housty, Megan Humchitt and HTC staff.

Walas Gayasixa.

“Raven flew all over the earth and dropped water everywhere ... this is why there are large and small rivers” – from The Raven Legend, Legends of the Heiltsuk, Franz Boas, translation 2002