Executive Summary & CEDS Background

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Contents

Executive Summary & CEDS Background

Summary Background

Economic Development Timeline

Regional Highlights

SWOT Analysis

Economic Resiliency

Strategic Direction & Action Plan

Evaluation Framework

Appendix A: CEDS Strategy Committee

Appendix B: Community Survey Summary

Appendix C: Detailed Data

Appendix D: Background and Literature Review

About Points Consulting

Regional & Organizational Background

Socioeconomic Overview

Key Industry Clusters

Opportunity Zones

Survey Findings

Survey Responses

Executive Summary & CEDS Background

The Bear River Band of Rohnerville Rancheria

Comprehensive Economic Development

Committee, with the support of Points

Consulting LLC, have developed the Bear River

Band Comprehensive Economic Development

Strategy (CEDS) to guide economic development for the Tribes over the next 5 years.

This CEDS report is readily accessible to all

regional stakeholders, and the list of this CEDS

Strategy Committee members is available

in Appendix A. The Committee’s priority

goals for the Tribes in the coming years are

those related to workforce, land use, internal

collaboration, resiliency, and wellness.

A CEDS is a planning tool developed by the

U.S. Economic Development Administration

(EDA) to assist regional economic

development, promote economic resilience,

encourage action from both private and

public sections, and allows Tribes to be

eligible for EDA opportunity funds. Funding

through the EDA can be used for planning,

infrastructure projects, and forming programs

that foster economic development. The

strategy incorporates quantitative data related

to both households and businesses, input

from residents gathered via town hall events,

and an electronic community survey.

The CEDS will aid Bear River Band leaders

navigate challenging economic times and

build a future economy that is more robust

and resilient to shifts, disruption, and change.

The CEDS serves as a justifiable foundation

for funding opportunities, provides a

roadmap for promoting economic resilience,

and encourages action from both public and

private sector leaders.

Vision Statement

The vision of the Bear

River Band of Rohnerville

Rancheria is shaping a

secure, healthy future by

responsibly exercising

sovereignty, investing in our

people, refining and evolving

as a tribal organization, and

preserving and revitalizing

our culture while serving the

best interests of all people.

This CEDS strategy includes the following sections:

•

Summary Background

Regional Highlights

Strengths, Weaknesses, Opportunities & Threats (SWOT) Analysis

Economic Resiliency

Strategic Direction & Action Plan

Evaluation Framework

Appendices

Page | 3

Summary Background

Regional & Organizational Background

The Bear River Band of the Rohnerville

Rancheria base is located near

Loleta, CA on a 173-acre parcel. The

Bear River Band tribal members

are those of Wiyot, Bear River and

Mattole ancestry while other tribes

such as Hoopa, Yurok and Tolowa

are included by way of marriage

or interrelationships. There are

currently 664 enrolled members,

367 of which are 18 years old or

older and the remaining 297 are

under 18 years. The Tribe was

originally established in 1920 with

the original Rancheria located in

Rohnerville, now known as Fortuna,

in Humbolt County. By 1958 Bear

River Band and 34 other California

tribes were terminated via an act

of congress termed the Rancheria

Act. Afterwards in December 1983,

the Bear River Band with 16 other

California tribes, through a class

action lawsuit, Tillie-Hardwick

case, regained recognition from

the federal government. However,

despite the recognition the Tribe was

not provided compensation for the

land, resources, culture, rights, and

resources that were seized.

Figure 1: Bear River Band of the Rohnerville Rancheria

Reservation

Socioeconomic Overview

In most communities in the United States, analysts rely upon a combination of data sources from

state and federal statistical organizations. Common sources at the federal level include the US

Census Bureau and the Housing and Urban Development (HUD), among others. Tribal areas are a

challenge to survey accurately due to a combination inadequate and culturally based federal data

collection policies and practices, of tribal communities’ mistrust of government agencies, nontraditional employment and residential patterns, and other cultural differences. For these reasons,

these standard means of data collection have historically proven to be inaccurate.

Points Consulting (PC) also relies upon several other proprietary sources, as well as the community

survey conducted as a component of this analysis in order to arrive at the data presented here. These

socioeconomic data are a key component that allows us to paint a picture of the characteristics of

the population on the Rancheria, which are essential to understand when developing a regional

economic development strategy.

Tables and figures that are labeled as “Bear River Band” are data pulled using ESRI Business

Analyst (Esri BA), a Geographic Information System (GIS) tool that provides data for site evaluation,

demographic analysis, trade area market analysis, and other economic information. Esri BA draws

from a combination of public and private data sources, including data collected via their internal

surveys conducted by their demographers and economists, which allows the platform to have up to

date information.

Page | 4

The brown outlined region shown

in Figure 2 is the Bear River Band

of the Rohnerville Rancheria. In the

same figure the black outlined area

is labeled as “Block Group Region”

in comparative tables and figures,

which consists of identified statistical

divisions of census tracts that are

within 25-to-30-minute driving

distance from the Rancheria. The

project team along with the guidance

of the CEDS Committee identified

that many of the Bear River Band

members, employees, and residents

may travel to work or to their primary

residence within roughly 30 minutes

or less from the Rancheria.

Figure 2: Bear River Band and Block Group Region

Demographics of the Bear River

Band

The Bear River Band currently has

over 660 enrolled tribal members,

however most of the members do

not reside on or near the Rancheria

or within Humboldt County. Based

off current data supplied by ESRI, the

Bear River Band as of 2022 has an

estimated total residential population

of 213 within the Rancheria. It is

important to note that individuals of

Native descent and those without

Native descent reside on tribal lands.

Nationally, an increasing number of

people are identifying as American

Indian and Alaska Native (AIAN).

Between 2000 and 2010, the AIAN

cohort increased 27% at the national

level. Many tribal areas are adjacent

to urban and micropolitan centers

and, in some areas, reservations

have been fully encircled by urban

population centers. AIAN populations

living in counties adjacent to reservations and rancherias tend to fare

better in terms of income and, at

times, poverty statistics.

Table 1 outlines the basic demographic details for the Bear River Band,

and Figure 3 displays the breakdown

of the population by gender and age

group. The distribution of non-AIAN

is predominant in the Rancheria

whereas identified AIAN are nearly

Table 1: Bear River Band Demographics

Race/Ethnicity

White alone

Two or more races

Some Other Race alone

Native Hawaiian and Other

Pacific Islander alone

Population

147

69.0%

12.2%

5.2%

0.0

Black or African American

alone

Asian alone

Hispanic or Latino

Total AIAN

0.9%

12.3%

11.7%

Total Non-AIAN

188

88.3%

Total Population

213

100.0%

Source: ESRI Business Analyst, 2023

an eighth of the remaining demographic group. The largest

number of individuals living on the Rancheria are males who

are between the ages of 15 to 24 years old. This means the

current number of individuals entering the workforce will

be primarily male. While females living on the Rancheria are

either 45 to 54 years old or are 65 years or older.

Page | 5

Population Characteristics

Figure 3: Bear River Band Population by Age Range

Source: ESRI Business Analyst, 2023

Table 2: Bear River Band Educational Attainment –

Population 25 years and Older, 2022

Group

Number

Percentage

Less than high school

diploma

5.7%

High school graduate, GED,

or equivalent

19.5%

Some college, or associate

degree

43.4%

Bachelor's degree or higher

31.4%

Educational Attainment

Nearly half of residents on the

Rancheria aged 25 and over

fall into the category of “some

college education or associate

degree” (43%) while those who

pursue a bachelor’s or higher are

more than 30% of the population.

Furthermore, the level of GED/

Alternative Credential attainment

in the Rancheria is the lowest

compared to the other regions.

It is revealing that students are

not dropping out of high school

despite studies having shown high

school dropout rates for AIAN

population in the US to typically be

the highest out of all races (9.6%).1

Educational attainment is

important to note because it

is integral to good economic

development outcomes. In fact,

economic research shows that

education plays a vital role in

increasing labor productivity,

contributing anywhere from 13 to

30 percent of the total productivity

increase. In essence, this means

that investments in education

(human capital) are comparable

to investments in financial capital

or equipment in terms of how

they boost economic growth and

resiliency.2

Source: ESRI Business Analyst ,2023

1 Imed Bouchrika, “High School Dropout Rate Is Decreasing but Race, Income & Disability Issues Persist”,

Research.com, 2023 https://research.com/education/high-school-dropout-rate#:~:text=Dropout%20Rate%20

by%20Race&text=The%20rates%2C%20however%2C%20remain%20high,%25%20(NCES%2C%202021)

2 Gary S. Becker, “Human Capital: A Theoretical and Empirical Analysis with Special Reference to Education”,

1994.

Page | 6

Figure 4: Educational Attainment Comparison, 2022

Source: ESRI Business Analyst, 2023

Crime

Criminal activity can reduce current and future

economic productivity and generally negatively

impact community morale. Research has shown

that individuals that come from low-income

backgrounds are more prone to committing

crimes and are also more likely to be the victims

of it.3 Additionally, a report from the National

Congress of American Indians states that Indian

reservations face violent crime rates that are 2.5

times higher than the national rate, with some

reservations seeing that rate rise as high as 20

times the national rate of violence.4

Figure 6 on the following page displays the

aggregated number of crimes reported from

the Bear River Police Department from January

2020 to August 2022. Over the years, controlled

substance crimes were the most reported crimes

within the Rancheria. Compared to Figure 5,

Bear River has a lower reported number of thefts

whereas Humbolt County theft, specifically

larceny and burglary, has been the highest

reported crime over the last decade.

Figure 5: Annual Crime Breakdown by Type

in the Humbolt County

Source: Federal Bureau of Investigation (FBI) Crime

Data Explorer, National Incident-Based Reporting System

(NIBRS), 2021

3 A. Sethi et al. “The Relationship between Crime and Socioeconomic Status”, ArcGIS StoryMaps, https://

storymaps.arcgis.com/stories/b5ab6df3741649c4bcc0a5fbd9e3b45b

4 “Background on Tribal Justice & Law Enforcement”, National Congress of American Indians, 2011 https://

www.ncai.org/attachments/PolicyPaper_AbDtrAjPdZqsCFZiPiORyUiOSZqZrAPgxWxVKAJGBfXcDdmgrUC_

Background%20on%20Tribal%20Justice%20and%20Law%20Enforcement_NOV.pdf

Page | 7

Figure 6: Bear River Band Police Department Case Log 2020-2022

Source: Communication with Bear River Band of Rohnerville Rancheria Police Department, 2023

Substance abuse is a pressing concern often associated with poverty and low-income populations.

While a definitive cause-and-effect relationship between poverty and drug abuse has not been

established, studies suggest that substance abuse problems are more prevalent in low-income

communities.5 American Indian and Alaska Native communities, in particular, experience alarmingly

high rates of substance abuse compared to other ethnic groups in the United States.6 In fact, AIANs

have the highest rates of alcohol, marijuana, cocaine, and hallucinogen abuse rates in the nation.7

Financial Characteristics

According to US Census data, Native Americans in all reservations have the highest rate of poverty

among all minority groups in America, with 25.4% of the population under the poverty threshold,

as compared to 12.6% of Americans overall.8 With a jobless rate that peaked at 28.6% during the

pandemic, AIANs have been one of the most harshly impacted sectors of the population due to

COVID-19. However, the disparity between Native Americans and the rest of the population in

unemployment and poverty numbers existed before the pandemic. Out of the 300 or so Native

American reservations in the US, very few have consistently well-functioning economies, which

forces residents to have to travel outside of the reservation to access stores, banks, jobs, and higher

education institutions.9 However, because of the proximity of the City of Eureka to the Bear River

Band, small businesses and entrepreneurs have greater access to a larger market and client base.

Additionally, the short proximity to Eureka can serve to provide more job opportunities and other

resources to tribal members, which can help to support the local economy on the Rancheria. This

proximity helps support the Rancheria’s local economy and contributes to its resiliency.

5 “How Does Addiction Impact Low-Income Americans?”, Addiction Center, https://www.addictioncenter.com/

addiction/low-income-americans/

6 Michael Kaliszewski, “Alcohol and Drug Abuse Among Native Americans”, American Addiction Centers, 2022

https://americanaddictioncenters.org/rehab-guide/addiction-statistics/native-americans

7 D. Dickerson et al., “American Indians/Alaska Natives and Substance Abuse Treatment Outcomes: Positive

Signs and Continuing Challenges”, National Library of Medicine, J Addict Dis., 2011

8 Dedrick Asante-Muhammad et al., “Racial Wealth Snapshot: Native Americans“, NCRC, 2022, https://

ncrc.org/racial-wealth-snapshot-native-americans/#:~:text=Poverty%20Rates,rate%20among%20all%20

minority%20groups

9 Robert J. Miller, “Establishing Economies on Indian Reservations“, The Regulatory Review, 2021, https://www.

theregreview.org/2021/04/08/miller-establishing-economies-indian-reservations/#:~:text=Few%20of%20

the%20300%20Indian,%2C%20higher%20education%2C%20and%20jobs

Page | 8

To obtain a better understanding of

the financial health of Bear River Band

households, it is essential to look at metrics

such as median income and expenditures.

Figure 7 shows a comparison of median

household incomes by region. The Bear

River Band has a median household income

of $68K, which is nearly a fifth higher than

the county ($55K) and of the block group

($54K). Figure 8 illustrates the distribution

of household income among various ranges

by region. The Bear River Band has the

largest share of households that earn a

median income of $35K to $75K compared

to the identified block group, county, and

the nation. On the other hand, the Bear

River Band has the smallest number of

households with median income of less

than $15K compared to the other regions,

whereas Humboldt County has the highest

number of households making less than

$15K. However, it is worth noting that the

median income for enrolled tribal members

on the rancheria may differ from the

median income reported for the outlined

rancheria area.

These higher income households can

be critical players in the economic

development landscape of the Reservation.

Their experience, knowledge and capital

can be leveraged to help Native business

owners who aspire for similar economic

success. This household group can also be

considered a key component in a community’s

long-term effort to become more resilient. While

the complex relational webs in a community are not

always immediately apparent, strong interpersonal

relationships are part of the reason why some

communities can quickly rebound after a period of

shock, disruption, or stress. Those with significant

experience, knowledge and capital are often the

ones closely attuned to the region’s unique assets

and competitive strengths that a community will

need to lean on when disruption occurs.

Figure 7: Median Household Income, 2022

Source: ESRI Business Analyst, 2023

Figure 8: Household Income Distribution

Source: ESRI Business Analyst, 2023

Page | 9

Figure 9: Comparison of Average

Monthly Expenditures, 2022

Figure 9 shows a comparison of the average monthly

expenditures for Bear River Band households and

the Block Group Region. On average, monthly

expenditures for Bear River Band households are

about $15K higher than those of the Block Group. The

largest expenditure for both geographies is housing —

with Bear River Band households spending a monthly

average of around $5,600 over what the block group

spends — followed by miscellaneous household

spending.10

In terms of disposable income — or after-tax income

— most of the Bear River Band households have

disposable income levels between $35K to $50K,

which is around $25K less than the Block Group

Region and $30K less than most households at

the state level. There remains a wide gap between

the highest household disposable incomes and

the lowest household disposable income, which is

worth noting. Additionally, Humboldt County has the

highest in number of households having less than

$15k compared to the other regions and Bear River

Band has the lowest percent of households in this

disposable income group.

Table 3: Households by Annual Disposable

Income, 2022

Source: Esri Business Analyst, 2022

Annual

Disp.

Income

Bear

River

Band

Block

Group

Region

Humboldt

County

<$15,000

$15,000$24,999

$25,000$34,999

$35,000$49,999

$50,000$74,999

$75,000$99,999

$100,000$149,999

$150,000$199,999

$200,000+

8.2%

15.3%

17.6%

9.8%

8.2%

7.8%

7.0%

8.8%

4.1%

7.7%

7.9%

9.3%

18.4%

14.8%

13.4%

13.7%

14.3%

17.5%

15.1%

19.5%

12.2%

11.6%

12.1%

12.2%

13.4%

13.8%

16.4%

14.3%

6.0%

6.6%

5.4%

8.2%

5.4%

7.0%

5.0%

Source: Esri Business Analyst, 2022

10 Miscellaneous household expenditures include apparel and services, personal care products, funeral

expenses, legal fees, banking service charges, accounting fees, credit card membership fees, shopping club

membership fees, support payments, life insurance, and pensions and social security.

Page | 10

Poverty

Figure 10: Percent of Population in Poverty, 2022

In addition to the fact that it is

difficult to find accurate data on

Tribal areas, poverty can be a

fickle metric to deal with because

methods used by the federal

government often rely on outdated

measurements. In fact, the US

Census Bureau’s Official Poverty

Measure is based on household

income and is set at three times

the cost of a minimum food diet

in 1963, then adjusted for inflation

and household size.11 Poverty

thresholds for 2022 range from

---Source: US Census Bureau and PC using Esri BA, 2022.

$14,880 for one person to $60,300

for nine or more people. PC used

the average household size for the Bear River Band of the Rohnerville Rancheria (4.2) and the Block

Group Region (2.37) via Esri to reach a poverty level estimate for the Tribe. Based on the Census

Bureau’s range, the poverty threshold is $31,062 for Bear River and $20,521 for the Block Group.

After using Esri’s income cohort groupings, PC found about 17.7% of Bear River to be in poverty,

along with about 19.1% within the Block Group as shown in Figure 10. Although both the state and

US have smaller poverty rates, the Bear River Band has a smaller percentage of those in poverty

compared to the block group and county.

Housing

Tribal areas face some of the toughest

challenges in regard to housing

needs when looking at nationallevel statistics. The combination of

relatively low incomes and purchasing

power, as well as infrastructure

maintenance issues make affording

and upkeeping homes fairly difficult

for tribal residents.12 These barriers

are also evident in the Rancheria’s

housing stock, with many of the

homes being HUD (HUD homes),

which are generally priced low in

order to make them more affordable

compared to typical market rate

properties. These homes are

residential properties acquired by

HUD due to foreclosures, where the

department becomes the owner in

order to then sell the property. Figure

11 shows a detailed breakdown of

housing on the Rancheria.

Figure 11: Housing Breakdown of Bear River Band

Source: Bear River Band Administration Department, 2023.

11 The University of Wisconsin – Madison, Institute for Research on Poverty, “How Is Poverty Measured?”

https://www.irp.wisc.edu/resources/how-is-poverty-measured/#:~:text=The%20Census%20Bureau%20

determines%20poverty,and%20adjusted%20for%20family%20size.

12 National Low Income Housing Coalition, “Native American Housing”, https://nlihc.org/explore-issues/

policy-priorities/native-american-housing.

Page | 11

There are also a number of apartment units the Tribe owns both on and off the Rancheria, with

some units being vacant as they await approval from the Housing Board. There are also a handful of

Housing Improvement Program (HIP) homes in the Rancheria. These are homes that were in some

way grant funded via the Bureau of Indian Affairs (BIA), which provide funds for repairs, renovations,

replacement home construction, as well as down payment assistance.

Table 4: Status of Housing Units for Bear River Band

Waiting

Rehabilitation

Vacancies

On Rancheria

Off Rancheria

Total

In Ranking

Process

Waiting Board

Approval

Source: Bear River Band Administration Department, 2023.

Economic Overview

Economic estimates on tribal communities are difficult, due to the lack of comprehensive data

collection and reporting. However, the Federal Reserve Bank of Minneapolis (Minneapolis FED) has

collected data on labor market conditions for Native American peoples that provides big picture

insights into the economy of tribal people in the United States. Contrariwise, the Minneapolis FED

currently does not collect or portray data for Native American people on Rancheria or Trust Land.

Although this data is beneficial to members on recognized Reservations it is limiting for other Tribes

and Nations, such as Bear River Band, to review their economy both presently and historically.

While employment is consistently lower and unemployment higher in AIANs than all individuals

in United States, the last ten years show positive trends for Native Americans. From 2014 to 2023,

employment has increased 2.2% and unemployment decreased by 5.9%.13 Beyond employment,

Southern Oklahoma State University notes that in recent years, Native American communities have

attained better access to education and improved infrastructure.14 Furthermore, in 2022, billions of

dollars were invested in grants and programs to improve tribal access to broadband.15 Overall, AIAN

people in the United States have seen their economic conditions improve substantially in the past

decade.

It is also important to consider the industry context of the larger area in which the tribe is situated.

Table 5 shows employment by industry in the Rancheria and each industry’s Location Quotient (LQ).

The LQ is a ratio that compares the concentration of a specific industry’s employment in a particular

area to the national level. It provides a metric for evaluating the prevalence of jobs in a region for

a given industry, relative to the same industry across the entire US. For instance, an LQ of 1 for a

specific industry in a region indicates that the proportion of employment in that sector is similar

to that of the US as a whole. If the LQ is greater than 1, then the number of jobs in that industry in

the region is higher than the national level, and vice versa. Although, given the sparseness of data

points, some LQs might not be representative of the employment condition in the Rancheria and the

comparative advantages the larger cities and regions the “Block Group Region” possesses.

As the table shows, the highest employed industry on the Rancheria is classified under construction,

followed by retail trade and public administration. Public administration classification includes jobs

in federal, state, and local government. Industry which are higher than the national level, indicated

13 Federal Reserve Bank of Minnesota, Native American Labor Market Dashboard, https://www.

minneapolisfed.org/indiancountry/resources/native-american-labor-market-dashboard.

14 Southeastern Oklahoma State University, Improving Economic Development for Tribes, https://online.

se.edu/articles/mba/improving-economic-development-for-tribes.aspx, accessed March 3, 2023.

15 Ibid.

Page | 12

by the LQ, are construction, public administration, arts/entertainment/recreation, and agriculture/

forestry/fishing. While the Block Group Region the top employed industries are health care/social

assistance, retail trade, and other services (excluding public administration), which are services that

can include equipment repairs, religious activities, grantmaking, personal care, etc.

Table 5: Bear River Band Employment by Industry, 2023

Industry

Construction

Retail Trade

Public Administration

Professional/Scientific/Tech

Health Care/Social Assistance

Arts/Entertainment/Recreation

Manufacturing

Admin/Support/Waste

Management

Educational Services

Agriculture/Forestry/Fishing

Other Services (Excluding Public)

Transportation/Warehousing

Real Estate/Rental/Leasing

Mining/Quarrying/Oil & Gas

Wholesale Trade

Utilities

Information

Finance/Insurance

Management of Companies

Accommodation/Food Services

Total

Employment '23

% of Employment

National %

21.1%

14.5%

10.5%

7.9%

6.6%

5.3%

7.0%

10.4%

4.8%

8.6%

13.6%

2.2%

10.0%

3.04

1.41

3.13

1.24

0.59

3.05

0.53

5.3%

4.4%

1.2

5.3%

3.9%

2.6%

1.3%

0.0%

100.0%

9.2%

1.1%

4.7%

5.5%

1.8%

0.4%

1.9%

0.8%

1.9%

5.0%

0.1%

6.7%

100.0%

0.58

3.64

0.57

0.24

0.72

0.00

Employment '23

% of Employment

National %

1,216

4.3%

1.1%

3.91

2,294

0.1%

0.4%

1.72

2,194

674

3,692

744

604

1,999

3,919

230

7.1%

6.0%

1.4%

13.0%

3.3%

0.8%

2.4%

3.5%

2.1%

7.0%

10.0%

1.9%

10.4%

5.5%

0.8%

1.9%

5.0%

1.8%

1.66

1.26

1.25

1.18

1.17

1.01

1.00

Source: Esri Business Analyst, 2023.

Table 6: Block Group Region Employment by Industry, 2023

Industry

Agriculture/Forestry/Fishing

Other Services (Excluding

Public)

Public Administration

Information

Retail Trade

Arts/Entertainment/Recreation

Real Estate/Rental/Leasing

Construction

Health Care/Social Assistance

Utilities

Management of Companies

Page | 13

Admin/Support/Waste

Management

Accommodation/Food Services

Educational Services

Wholesale Trade

Professional/Scientific/Tech

Finance/Insurance

Manufacturing

Transportation/Warehousing

Mining/Quarrying/Oil & Gas

Total

1,132

6.3%

8.6%

0.91

1,681

2,051

401

1,789

995

1,705

927

28,307

0.1%

4.0%

7.2%

13.8%

2.6%

5.9%

8.1%

7.8%

100.0%

0.1%

4.4%

9.2%

13.6%

2.2%

6.7%

4.7%

4.8%

100.0%

0.88

0.78

0.74

0.73

0.70

0.60

0.25

Source: Esri Business Analyst, 2023.

Infrastructure

Not including roads, parking lots, water and sewage lines and storm drains, the Rancheria notes the

following important infrastructure assets:16

• Bear River Casino and Hotel

• Tish Non Community Center (TNCC)

• Bear River Recreation Center & offices (HR, accounting, gaming, environmental)

• Pump and Play gas station

• Tobacco Traders

• Tish Non Village

• Two wastewater treatment plants (one decommissioned)

• Two drinking water wells

These infrastructure assets are very important resources for the economic development of the

Rancheria, as they not only provide direct support to the local Bear River Band population, but also

attract visitors to the area. Utility lines include gas and electric services, which are located under the

roadways of the Rancheria.

Photo from PC’s on-site tour, 2023.

16 2018 Climate Change Mitigation and Adaptation Action Plan, https://www.bearriverrancheria.org/_files/

ugd/c3beb0_3894c8591ba249e3a5dd2387ff53eb22.pdf.

Page | 14

Economic Development Timeline

Page | 15

Regional Highlights

Key Industry Clusters

Through data analysis and conversations with the Steering Committee, the project team compiled

a short list of industry clusters which could help facilitate economic prosperity and resiliency over

the next five years. We understand the importance of diversification in highlighting industry clusters,

since downturns can disproportionately impact particular industries. Some of the opportunities

incumbent within these industries are addressed in more detail in the following narrative:

•

Arts, Entertainment, & Recreation

Hemp & Cannabis

•

Tobacco & Flavored Vapes

Construction

Arts, Entertainment, & Recreation

Whether via statistical agencies or industry associations, national level industry research is often

conducted based on the North American Industrial Classification System (NAICS). The closest

approximate industries to Bear River Casino and Resort are NAICS 71329: Lotteries & Native

American Casinos and NAICS 72112: Casino Hotels. The key differences between these two

industries include that Casino Hotels are engaged in short-term lodging with hotels on the premises

and that Lotteries & Native American Casinos include the lottery side of gaming. While the Lotteries

& Native American Casinos industry has grown faster than the Casino Hotels industry, both are

projected to grow in the future.

A unique feature of these industries is the high competition and high barriers to entry. For Casino

Hotels specifically, there is a restriction on the number of operators and government regulation.

Combined with the restrictions and government regulation, high start-up costs deter new casinos

from entering the market. If a small- to medium-sized hotel were to enter the market area, the casino

would continue to do well. The one notable draw-back to the Casino industry is that spending at

Casinos is cyclical; in other words, Casinos suffer reduced business at times of economic downturn.

For this reason, it is particularly important for management to continue diversifying the entertainment

options available at the Casino. A key part of pursuing long term economic resilience is creatively

identifying ways in which an existing business (in this case the Casino) can continue to generate

revenue even if consumer spending habits shift.

The casino currently employs around 270 staff members, including multiple employment

opportunities in a variety of departments such as Gaming, Food and Beverage, and Guest

Accommodations to name a few. The facility also provides staff with paid time off, floating holidays,

insurance (medical, dental, and vision), a 401K with employer match, and much more. Employment

growth and development will continue to grow for this industry for Bear River and maintain a primary

revenue source for the Tribe.

Table 7: Key National Trends for the Lotteries & Native American Casinos and Casino Hotels

Industries

Factor

Lotteries & Native American Casinos

Casino Hotels

Annual Revenue Growth Rate (5-Yr)

National Annual Revenue

Average % of Expenses toward Wages

Average Profit Margin in 2021

Life Cycle Stage

Dependence on Disposable Income

Capital Intensity

Barriers to Entry

Competition Level

30.9%

$169.6 Billion

6.7%

26.6%

Mature

Medium

High

(1.2%)

$80.9 Billion

27.9%

49.7%

Mature

Medium

High

Source: IBISWorld: 71329 “Lotteries & Native American Casinos in the US” & 72112 “Casino Hotels in the US”.

Page | 16

Recreation, especially sports, is

Table 8: Key National Trends for the Sports Coaching Industry

a high-traffic and supported

Factor

Sports Coaching

industry on the Reservation. The

Bear River Recreation Center

Annual Revenue Growth Rate (5-Yr)

19.6%

holds many opportunities

National Annual Revenue

$14.9 Billion

for the community to take

Average % of Expenses toward Wages

32.1%

advantage of. In fact, the

Average Profit Margin in 2021

24.8%

Recreation Center has six

Life Cycle Stage

Mature

basket ball hoops with a fulllength court in a state-of-the-art

Dependence on Disposable Income

High

basketball gymnasium, along

Capital Intensity

Low

with the Bear River Sports

Barriers

Entry

Low

Complex, and a full-service

Competition Level

High

fitness center. A few recent

events that have been held at

Source: IBISWorld: 61162 “Sports Coaching in the US”.

the Recreation center include

the Humboldt Bay Pickleball Tournament and a basketball camp coached by Damond Edwards,

Sacramento State Hall of Fame head coach and former coach of the Harlem Globetrotters.17

In addition to these events, the Sports Complex was upgraded in 2020 to synthetic turf so the

community can use it year-round for baseball, softball, and soccer events.18

Supported by evidence of the recent basketball camp and plethora of available sports to the

community, the Sports Coaching industry is an opportunity for employment and earnings. A large

portion of the sports coaching market is young students with the desire to train for sports. The under

18 years of age demographic makes up 17.5% of the population on the Reservation, showing the

potential for the industry. Revenue in the industry has grown almost 20% in the last five years19. Low

capital intensity and low barriers to entry make it easy for coaches to enter the market. Sports also

offer a great way for youth to become more invested in the community.

Hemp & Cannabis

Since the passage of Proposition 64 in 2016, commercial cultivation and distribution of cannabis has

been legal in California. For the fourth quarter of 2022, the State brought in $128.4 million in excise

tax revenues while the sale of cannabis brought in $120.1 million.20 However, some counties restrain

the commercialization of cannabis and hemp to the minimum allowable by state standards.

Humboldt County is a part of the Emerald Triangle, a group of three California counties that have

historic ties to cannabis dating back to the 1960s. Humboldt County also happens to be one of the

least restrictive counties in the area regarding commercial cannabis operations. In order to operate a

commercial cannabis business, members of the unincorporated county need only apply for a permit

with the Planning and Building Department. In the fourth quarter of 2022, there were $8.4 million

of taxable cannabis sales in the county, which shows the opportunity the industry presents.21 To

make the industry more enticing, the Humboldt County Board of Supervisors approved a resolution

to suspend the county excise tax of cannabis for tax years 2023 and 2024. Additionally, Project

Trellis was established by the county to offer micro-grants and equity grants to those hoping to take

17 Bear River Recreation Center, https://www.bearriverrecreationcenter.com/.

18 Shaw Sports Turf, “Bear River Band Sports Complex Completes Installation of Shaw Sports Turf,” https://

www.shawsportsturf.com/resources/news-blog/bear-river-band-sports-complex-completes-installat/.

19 IbisWorld, “61162 Sports Coaching in the US”.

20 California Department of Tax and Fee Administration, Cannabis Tax Revenues, https://www.cdtfa.ca.gov/

dataportal/dataset.htm?url=CannabisTaxRevenues.

21 California Department of Tax and Fee Administration, Cannabis Sales by County, https://www.cdtfa.ca.gov/

dataportal/dataset.htm?url=CannabisSalesByCounty.

Page | 17

advantage of the commercialization of cannabis.22

The Tribe would not be alone in entering the cannabis industry, as it is becoming more common for

cannabis stores to be owned by tribes. In fact, there are currently 44 tribal-owned cannabis retailers

in eight states.23 While Washington ranks number one in terms of tribal-owned stores with 19,

California is home to five which points to some success in the state for tribes.

Some caution should be exercised, though. Touted as a measure that would increase tax revenue

and increase property values from cultivation licenses, the legalization in Humboldt County and

statewide has become a threat to local producers. The passage of Proposition 64 significantly grew

the market size of cannabis, increasing the availability. The increase in supply has reduced the price

of cannabis, leading to a decrease of 8% in California commercial sales in 2022.24 Many businesses

have had to lay off workers, while other local growers have sold their farms and moved to cities

where it is easier to obtain licenses. Because of the ambiguity of our findings, it is recommended that

the Tribe do a separate feasibility study on whether or not it should enter the cannabis industry.

Tobacco & Flavored Vapes

From the Tobacco Traders and cultural significance of tobacco, the Tribe has an interest in the

tobacco & flavored vape industry. Much has happened within this industry within the last decade,

such as federal government regulation and a boom in the market. To put this into context, flavored

e-cigarettes represented 41.3% of US retail store e-cigarette unit sales in December of 2022, an

increase from 29.2% in January of 2020.25 During this same period, e-cigarette sales rose about 47%.

The Federal Drug Administration (FDA) announced that it would prohibit the sales of sweet and fruitflavored e-cigarettes pre-filled pods in January of 2020. In response to this regulation, disposable

e-cigarettes now account for 51.8% of total unit sales of e-cigarettes, as of December 2022. This is

more than double the share disposable e-cigarettes had in January of 2022 (24.7%). Despite the

federal regulation, the market shows a persistent demand for flavored vapes.

In total, the e-cigarette industry is worth around $8.2 billion. The industry is still growing as well,

considering unique vaping products on the market have increased from 453 to 2,023 from June

2021 to June 2022.26 Additionally, California state law SB 793 prohibits tobacco retailers from

selling flavored tobacco products including e-cigarettes, putting the Tribe in a position to fill a rising

demand because of its sovereignty.

Construction

Construction is the largest industry in employment terms within the area of Bear River. It is also one

of the largest in percentage terms compared to the US, being three times more concentrated than

the nation at 21.1% of employment. Construction is also indicated as a key industry based upon the

22 Humboldt County Economic Development Division, Project Trellis, https://www.gohumco.com/195/ProjectTrellis.

23 Matthew Klas, “Opinion: Native American cannabis businesses spread across United States,” https://

mjbizdaily.com/native-american-cannabis-businesses-spread-across-united-states/.

24 Alexei Koseff, “Emerald Triangle communities were built on cannabis. Legalization has pushed them to the

brink,” https://calmatters.org/politics/2023/02/emerald-triangle-cannabis-communities/.

25 Stefan Sykes, “Flavored e-cigarette sales are booming despite federal crackdown,” https://www.

cnbc.com/2023/06/22/flavored-e-cigarette-sales-usage-up-among-youths-.html#:~:text=Flavored%20

e%2Dcigarette%20sales%20are%20booming%20despite%20federal%20crackdown,-Published%20

Thu%2C%20Jun&text=E%2Dcigarette%20unit%20sales%20rose,and%20marketing%20for%20tobacco%20

products.

26 Liz Szabo, “Sales of e-cigs packed with nicotine soar as regulators try to crack down,” https://www.nbcnews.

com/health/health-news/sales-e-cigs-packed-nicotine-soar-regulators-try-crack-rcna90222.

Page | 18

opportunity in the area surrounding Bear River. In the Census Block Group, there are roughly 2,000

workers in the industry, along with over 5,000 in Humboldt County. Detailed in Table 9, both regions

also boast percentage of total employment numbers higher than the national average.

Table 9: Construction Employment Metrics, 2023

Region

Bear River Band

Block Group

Humboldt County

Employment '23

1,999

5,341

% of Employment

21.1%

7.1%

8.6%

3.04

1.01

1.23

Source: Esri Business Analyst, 2023

To add more context to the opportunity in this industry, Esri estimates there are 25 private

construction firms in the block groups immediately surrounding Bear River. There are also over 300

in Humboldt County. Future projects done for the Tribe and in the area have the opportunity to be

completed by these firms. An example of such projects may be sustainable energy projects to meet

the Tribe’s goal of energy sustainability.

T.E.R.O.

The Tribal Employment Rights Office (TERO) could be established to prevent employment related

discrimination against American Indians and to maximize utilization of Indian workers in all

employment opportunities in its jurisdiction. Additionally, TERO code is intended to give preference

in employment and training to American Indians and to ensure the Indian workforce in TERO

jurisdiction are equipped to enter the workforce and maintain employment of their choosing. The

code could be set to apply to all contractors who perform construction work within a certain dollar

range. Contractors also may be required to sign compliance agreements, which include Native

American hiring goals and on-the-job training hours, if applicable.

The Confederated Tribes of the Umatilla India Reservation (CTUIR) serves as an example of a quality

TERO. One of TERO’s duties for CTUIR is to review on-the-job training hours for tribal apprenticeship

programs. Review and monitoring of training helps ensure on-the-job training takes place, thus

ensuring tribal members become skilled to stay employed. From a resilience perspective, this review

and monitoring ultimately helps build a resilient workforce that can not only stay employed, but

better shift between industries and jobs when employment is threatened by external circumstances.

Materials that TERO offers to assist contractors include a list of qualified Native American referrals of

various trades and varying skill levels. Services and programs offered by TERO may include:

•

Conducting trainings, such as a CAT simulator, to be able to operate heavy machinery.

Offering pre-apprenticeship programs, such as pre-apprenticeship construction training or

pre-apprenticeship carpentry training.

Assisting contractors by providing qualified Native American referrals.

Offering a directory of Certified Indian Owned Businesses.

Offering workshops for contractors to become TERO certified as Indian Owned Businesses.

Planning and project studies are the first steps for economic development and resiliency. When the

time comes to construct or update facilities, having certified and available workers locally is crucial to

project completions, while providing employment opportunities for the workers.

Opportunity Zones

Opportunity Zones (OZs) were created via the Tax Cuts & Jobs Act of 2017 as a method for

encouraging business and real estate investment in designated low-income areas across the United

States. In particular, the program provides individuals who owe capital gains taxes the prospect

of investing those funds in Qualified Opportunity Funds (QOFs), which provide investors with

tax benefits. In short, QOFs allow investors to defer existing capital gains taxes by up to 10 years,

reduce their tax burden on further capital gains appreciation, and help spur development within

economically disadvantaged areas.

Page | 19

Opportunity Zones are significant for tribes as existing policies that are designed to attract

investment to them have been largely unsuccessful, such as the Native American Housing Assistance

and Self-Determination Act of 1996 (NAHASDA). The Urban Institute conducted a study of housing

needs in tribal areas in 2017 and determined frequently reported barriers to investment. Which

included lack of interest from other organizations, lack of availability of programs, political tensions,

administrative constraints, and differing priorities.27 However, OZs will differ from previous programs

based on the combination of tax incentives, eligibility period, and flexibility. In total, 30% of eligible

census tracts on tribal lands were picked to be designated as OZs. Tribes will be able to leverage

fewer complex rules and regulations of OZs to create economic prosperity, as they have gained 20+

years of experience working with past development programs, such as NAHASDA. However, for the

Bear River Band the nearest OZ is located in Eureka, as indicated in Figure 12. Although distance

from the OZ to the Rancheria is less than 30 minutes away, the proximity to the OZ can be leveraged

for the Tribe to facilitate small business and enterprise expansion, such as the Tobacco Traders.

Figure 12: Nearest Opportunity

Zone for the Bear River Band

Source: Map of

Opportunity Zones,

https://opportunityzones.

hud.gov/resources/map,

2023.

27 Nancy M. Pindus, “Why Opportunity Zones are important for Indian Country,” https://www.urban.org/urbanwire/why-opportunity-zones-are-important-indian-country.

Page | 20

SWOT Analysis

A SWOT (Strengths, Weaknesses, Opportunities, and Threats) analysis is a strategic planning

tool which provides guidance for businesses, organizations, and other entities and a

comprehensive understanding of their current situation.

STRENGTHS

Capacity of casino to have lodging and restaurants on the Rancheria

Most robust casino & resources compared to other local tribes

Catering department to use for events

Proximity to US 101 (also one of the borders of the Rancheria)

Humboldt County – outdoor opportunities (e.g.: tourism, hunting, etc.)

Financially planning and practices- no debt, maintaining savings and

distributing revenue so they can continue to invest

Commercial real estate investments, 6 outside of the County (eg. Sacramento

and Rocklin)

Intergovernmental relationship with the state, exceptionally strong

Partnering with state on co-management of lands (CA Fish and Wildlife, Child

Welfare, others)

Tribal Nation Grant Fund (TNGF) code- ability to launch and develop projects

much faster and access to capital

Stable and moderate climate

Grants- ARP Act Child Care Stabilization Grants Program and Tribal Energy

Development Capacity grant that is ongoing

Page | 21

Regulatory opportunity and effect of being a sovereign nation (state has no or

little jurisdiction), particularly a strong point in a high regulatory state

Regulatory restrictions- cannot restrict national commerce for Tribes

Natural Resources: coast, Redwoods, Six Rivers basin

Competitive wages for the region

Access to federal funding, in general

Broadband internet access for many households

Strong relationships with Hoopa and Yurok tribes

WEAKNESSES

No independent tax codes

Revenue dependent on gaming (and thereby dependence on disposal income

and economic cycles)

Current housing costs and crisis

Seasonality of tourism

Limited public transit access (two bus stops with an uphill walk)

Walkability/bikability for getting to/from the Tribe is limited

One dimensional supply chain (only highway, no port and no rail access)

Higher cost, in general, in the County and region due to supply chains

Limited retail availability without leaving tribal lands

Itinerant and homeless populations unusually large

Land availability - there is very little left for housing

OPPORTUNITIES

Could have customized vacation packages (lodging plus hunting or

ecotourism) to capture more recreational spending dollars

Marketing fishing (steelhead and halibut) and other natural resources-based

tourism

Expanding economic diversity to ensure the viability and durability of the local

economy

Could develop own tax code (section 18 code), so they can exercise taxes

on their own properties (e.g. sales and excise taxes), which other regional

municipalities cannot do

Capturing shoulder season traffic (fishermen could come in winter where there

is no fishing elsewhere)

Surrounding lands (100 acres) under application which could be brought

under tribal trust

Page | 22

Convert all existing owned lands into trust status

Improved housing availability

Cannabis industry (federal government cannot penalize tribes for utilizing

cannabis), plus increases in industry growth and consumption

Could develop cannabis tax for dispensaries even for off-site facilities

Local medical facilities to help the local population continue to thrive in times

of shock, crisis or disruption (also counter-cyclical b/c more people go on

public healthcare during downturns)

Offshore wind project (8.3K jobs), with hub in Eureka and associated impacts

(coming next 4-5 years)

Could use recent energy grant funding to pursue energy sovereignty goals

related to protection of future energy resources

Potential for port expansion following wind project- tourism, recreation, and

industrial development

Potential for more telehealth, online educational opportunities utilizing high

speed internet capabilities

Leadership (and members) interest in more balanced and consistent revenue

streams that would continue to provide stability in the event of a downturn

Considering tribe sovereignty, could focus on growth opportunities in a

regional industry cluster like Tobacco and Flavored Vapes

Could examine current spatial inefficiencies to resolve issues related to

walkability/bikability and public transit station access

Could increase equitable workforce participation and family health and

wellness through continued investments within local child care community

Could continue to strengthen relationships with partners such as the Hoopa

and Yurok tribes in conservation and sustainability efforts streams

THREATS

Natural disasters: forest fires and flooding, and air quality and supply chain

effects

Cannabis industry legalization has resulted in a less cash-rich environment.

Crime and drug use, and associated property crime

Operational cost and overhead of casino is ever present, even when tourism

is down

Closure of essential community services like daycares

Page | 23

Economic Resiliency

Economic resiliency refers to the ability of a regional economy to cope with hardship. According to

the EDA, economic resiliency includes the following three attributes: the ability to recover quickly

from a shock, the ability to withstand a shock, and the ability to avoid the shock altogether.28 A

partnership between local institutions, businesses, and neighborhoods is necessary to achieve true

resiliency, along with coordinated regional-level planning. The Bear River Band understands the

importance of building responsive capacity through anticipating risk and evaluating how risk can

impact key assets.

The Bear River Band developed a Community Emergency Response Plan in 2018 to outline

strategies that members can take in the event of both large-scale disasters as well as smaller

emergencies.29 This plan includes both a basic emergency plan (applicable to Basayo Village, Tish

Non Village, and Bear River Drive) that would be relevant for all kinds of emergencies, as well as a

list of specific events the community might experience from fires, earthquakes, and flooding to fuel

shortages, violence and animal emergencies — a wide variety of hazards are covered. The Response

Plan notably guides individuals and households (not just community leaders) through the process of

creating personal communication plans in the event of a crisis. This response plan is an example of

a “responsive” resiliency initiative rather than a “steady state” one, as it outlines who the community

can expect to rely on for emergency notifications (Neighborhood Emergency Response Groups), and

details how specific actions (such as Shelter-in-place, or Search and Rescue) will take place.30

Key Resiliency Assests

Key resiliency assets owned by the tribe that are listed in the Community Emergency Response

Plan include a dump truck, chainsaws, tools, vans, and First Aid and hazardous materials

trained personnel.31 Bear River Band could continue to update and maintain this list and foster

communication between key contacts in the community as part of its resiliency initiatives.

Broadband Internet Access

Resiliency is frequently a core pillar of tribal identity. One strong indicator of any community’s

resiliency today is true post-COVID pandemic recovery. Over the past four years, economic

shutdowns have highlighted the need for better internet infrastructure in a socially distanced world.

Many communities across the country have been forced to quickly adapt. Fortunately, high-speed

internet is relatively accessible for the Bear River Band. According to data reported by the Federal

Reserve Bank of Minneapolis, the percentage of Bear River Band households with high-speed

internet surpasses that

Table 10: Households that have Broadband and Computers

of households with highHouseholds that have

Households that

speed internet in the US.

Geography

Broadband (High-Speed

have a desktop

Nevertheless, the number

Internet Subscription)

computer or laptop

of reported Bear River

Band households with

Rohnerville Rancheria

78.9%

57.9%

a desktop computer or

United States

73.3%

79.3%

laptop was 21.4 PercentAll Reservations

53.3%

64.1%

age points lower than US 32

Source: Federal Reserve Bank of Minneapolis, Reservation Profiles, 2013-2017 American

households as a whole.

Community Survey32

28 US Economic Development Administration, “Economic Resilience,” https://www.eda.gov/grant-resources/

comprehensive-economic-development-strategy/content/economic-resilience.

29 2018 Bear River Band of the Rohnerville Rancheria Community Emergency Response Plan, https://www.

bearriverrancheria.org/_files/ugd/c3beb0_eaa4b6fc6fa445d7acd3e74d70fbf458.pdf.

30 Ibid., pg. 5.

31 Ibid., pg. 8.

32 https://www.minneapolisfed.org/indiancountry/resources/native-community-data-profiles.

Page | 24

In 2021, the Internet Society Foundation announced their one-time tribal grant to The Bear River

Band to support training and employment of tribal members who would be responsible for

operating the Tribe’s community network.33 This expansion helps explain the high percentage of

households with high-speed internet. Fast internet could open the door to things like telework &

telehealth appointments, and online jobs and skills training.

Expanding internet service to more residents will likely create many opportunities the Tribe could

capitalize on in the future. Fast internet could open the door to things like telework & telehealth

appointments, and online jobs and skills training. Students and youth on the Reservation could

further their education through online learning options offered by institutions such as the University

of California. Older or non-traditional students might particularly appreciate technology that would

allow them to pursue educational opportunities without having to travel to a physical campus.

The Rancheria’s relatively abundant internet access is an example of a steady-state, or long-term,

initiative. Improving internet accessibility will help the Tribe continue its operations in the event of

another pandemic-like shock. Unfortunately, the lack of desktop computers and laptops may pose a

challenge to this initiative.

Social Services

Bear River Band offers many social services related to food security,

health, and culture preservation. Social services are an often overlooked but integral component of a good resiliency plan. The Tribe

recently promoted the Tribal Nutrition Assistance Program (TNAP), a

grant administered by the state of California, which offers support to

eligible members experiencing food insecurity. 34 For this initiative,

the Tribe also worked with Eureka-based Food for People based out

of Eureka, CA which provides food distributions to support families

both on and off the reservation.35

All robust resiliency initiatives should consider how to best support

the health and wellness of all populations, including parents, children,

and the elderly. The Bear River Social Services facilitates community

health through the Healthy Families Program, providing services such as

monthly skill-building classes for tribal families. Other provisions made

available through Bear River Band Social Services include: 36

• Elders Program – support for elders including home visits, social/

recreational activities, utilities assistance, cleaning programs, etc.

Bear River Band Social

• Victim Services – relocation, emergency shelter, advocacy, etc.

Services Promotionals

• Lice Policy - family access supplies to prevent lice infestations within

the household; lice-killing shampoo, combs, tide pods, and bug spray

• Alcohol and Other Drugs (AOD) Policy – care/treatment, resources, various grants, referrals for

treatment, financial means to access detox

In 2022 Bear River was a recipient of the ARP Act Child Care Stabilization Grants Program. These

funds allowed them to financially assist 20 childcare providers in the community. Some of the

approved providers used the funds (under supervision) to help pay employees, purchase air filters,

and install safe play structures.37

33 Internet Society, Indigenous Connectivity: New Tribal Grant, https://www.internetsociety.org/blog/2021/12/

indigenous-connectivity-new-tribal-grant-for-three-us-community-networks/.

34 2023 Bear River Band Fall Newsletter, https://www.bearriverrancheria.org/copy-of-our-story.

35 https://www.foodforpeople.org/distribution.

36 2023 Bear River Band Fall Newsletter, https://anyflip.com/oswfn/tjfc/basic.

37 “Telling the Tribal Story: Bear River Band,” https://www.youtube.com/watch?v=NMVe-zmLzCQ.

Page | 25

Education

The Bear River Education Program is designed

to help any enrolled Tribal Member who has

applied and has been accepted to a college,

university or vocational school with grant

funds based on eligibility.38 Focusing on future

generations, the Tribe’s Education, Childcare,

and Library Services Department has created a

variety of educational environments for children.

Some of these resources include the Little Bears Bear River Band Education

Promotionals

Daycare/Learning Center, Youth Development

Center (YDC), and Bear River Band Library.

Environment & Natural Resources

The Tribe’s Environmental & Natural Resources Department is

funded through EPA grants, including the General Assistance

Program (GAP), Clean Water Act (CWA) 106 and CWA 319.40 The

Tribe has adopted both a Climate Change Mitigation and Adaption

Action Plan41 and Sustainability Plan42 in a steady long-term

initiative to preserve the environment. The plans notate projected

impacts of climate change in Humboldt County. They also look at

the Rancheria’s natural resources and built environment to provide

general actions that can be implemented to both mitigate and

adapt systems to better tolerate climate change impacts.

Our mission is to create a clean

and healthy environment for

Tribal Members to enjoy now

and for future generations. Our

vision is to promote a resilient

and sovereign community that

is a model of sustainability for

other communities.

- The Bear River Band

Environmental & Natural

Resources Department

The Tribe has also been building a wildlife conservation program

using the Environmental Regulation Enhancement (ENR) Grant. In

the past two years, tasks associated with this initiative included becoming more familiar with the river

systems and Bear River owned properties, and furthering the conservation of plants, animals, and

resources within the Tribe’s Ancestral Territory. The Tribe has also been strengthening their relations

with other tribes in this endeavor, including the Hoopa and Yurok, by collaborating on best practices

and sharing equipment. Finally, efforts to finalize hunting and gathering ordinances are a current top

priority for the Tribe. These ordinances will make it easier for Tribal members to teach their children

about traditional methods of provision for their own families, community, and future generations.43

Outside Resources

Many other external resources could provide resiliency recommendations for Bear River Band.

As one example, The Federal Emergency Management Agency (FEMA) is a government agency

offering both general resources promoting resiliency and tribes-specific strategies. FEMA assistance

can be either preventative (steady state) in nature or responsive, and comes in four kinds of grants:

preparedness, hazard mitigation assistance, resilience, and emergency food and shelter.44

38 https://www.bearriverrancheria.org/childcare-education.

39 2023 Bear River Band Fall Newsletter, https://www.bearriverrancheria.org/copy-of-our-story.

40 https://www.bearriverrancheria.org/environmental-and-natural-resources.

41 2018 Climate Change Mitigation and Adaptation Action Plan, https://www.bearriverrancheria.org/_files/

ugd/c3beb0_3894c8591ba249e3a5dd2387ff53eb22.pdf.

42 Sustainability Best Practices Guide for the Bear River Band of the Rohnerville Rancheria, https://www.

bearriverrancheria.org/_files/ugd/c3beb0_9fc43f02403a4d2a8bd93f379c6c5bdc.pdf.

43 2023 Bear River Band Fall Newsletter, https://www.bearriverrancheria.org/copy-of-our-story.

44 FEMA, “Oregon, Region 10,” https://www.fema.gov/locations/oregon.

Page | 26

Strategic Direction & Action Plan

The Strategic Direction & Action Plan is the most critical aspect of a CEDS plan. It accounts for the

socioeconomic, community, and external factors uncovered during the SWOT analysis and aligns

those factors with specific strategies and actions that community leaders can address.

The Goals and Objectives below are consistent with the community’s vision for responsible

sovereignty, cultural preservation and revitalization, and economic prosperity and resiliency. Ideally,

over the next five years, community leaders will be able to return to these Goals and Objectives in

order to measure the performance of the community. At its core, the Strategic Direction & Action

Plan is readily accessible to the key stakeholders and answers two fundamental questions:

“Where do we want to go as a community?” and

“How are we going to get there?”

Goal 1: Enhancing Continuing Education and Workforce Development

•

Improvement of mentorship and continuing education functions for

jobs within the Tribe such as, elements of training leaders in how mentor

young professionals, inclusion of a budget for professional development

(conferences, online courses, scholarships, etc.), and to build an infrastructure

around it so people know exactly how to access the funds

Promote education to tribal members on rights and sovereignty (could be

seminars from external experts)

Establish Tribal Employment Rights Ordinances (T.E.R.O) program within the

Rancheria

Assist Human Resources & Tribal Compliance department to facilitate resume

and job coaching as a resource to help tribal members on developing

resumes/cover letters, interviewing skills, etc.

Develop an internal tribal agency with equitable department leadership to

communicate and bridge siloed projects and needs

Establish cross-training amongst entry and mid-level department personnel

Goal 2: Economic Development Planning

•

Determine key industry partnership and events that will expand network and

opportunities for economic development with other California tribes, native

owned corporations, and state government agencies

Determine how to direct revenues from outside commercial real estate

revenue into economic development promoting facilities locally (such as

a Professional/Business Center, Coworking Space, or series of for-rent flex

space buildings)

Explore opportunity for hosting baseball/softball tournaments using existing

turf facilities

Develop own tax code so excise taxes can be issued for certain products or

services (particularly those consumed by transients/visitors to the casino)

Conduct feasibility study and survey of existing casino customers on events,

programs and associated activities that would complement the casino and

lead to sustained and non-cyclical tourist traffic (e.g.: fishing expeditions,

concerts and special events, etc.)

Page | 27

Goal 3: Land Use and Best Practices

•

Provide a readily accessible map to tribal members and interested economic

development partners on land ownership and categorization (trust, fee

simple, tribal trust, etc.)

Identify aspiring entrepreneurs who could fill gaps for in-demand products

and services that are currently going outside of the community (such as

fitness, food service, retail)

Survey community on top priorities for housing (market rate rentals,

subsidized rentals, single-family owner-occupied, senior housing, various

density levels, etc.)

Determine whether to utilize opportunities for flavored vaping on the BRR

reservation and determine which outlets would sell such products

Develop 20-year plan for which additional strategic lands in proximity to

BRR lands that could be acquired, and determine which will be used for

commercial, industrial, and residential purposes, including those which can

be leased to private parties which will remain in trust

Goal 4: Cultural and Internal Collaboration Development

•

Survey younger tribal members (using relevant social media tools such as

Snap Chat, Instagram, etc.) on what events and ceremonies would be most

interesting for them to participate in

Provide classes on key skills for BRR culture such as basket-making, song

dance and regalia, traditional cooking classes, etc.

Improve BRR website to become a central location for critical information

(such as organization charts, summary of departments and programs, and

opportunities for community engagement) and improve accessibility

Explore how to increase utilizing tribe specific social media platforms (such

as Rave)

Goal 5: Promoting Wellness

•

Determine key stakeholders, nonprofit organizations, and partnering Tribes

to facilitate readily accessible mental and behavioral health resources and

programs for Tribal members

Assess current member workforce challenges with Human Resources, Tribal

Court, and Public Works departments to determine critical needs

Improve walkability and bikability for residents between residential and

commercial areas in Loleta and surrounding areas, include educational

campaigns on importance of active lifestyles

Support local programs and services which promote healthy and sustainable

living, such as a community garden which include the tribes first foods

These goals were developed according to the stated vision of the Bear River Band, circulated

for review to ensure stakeholder engagement: “shaping a secure, healthy future by responsibly

exercising sovereignty, investing in our people, refining and evolving as a tribal organization, and

preserving and revitalizing our culture while serving the best interests of all people.”

Page | 28

Evaluation Framework

The Evaluation Framework component of a CEDS defines the standards by which Strategic Direction

& Action Plan progress will be measured over the next five years. Each CEDS Annual Update will

report progress according to these metrics. Whereas the Strategic Direction & Action Plan focuses on

where the regional economy will go and how it will get there, the Evaluation Framework focuses on

the key questions:

“How are we doing?” and

“What can we do better?”

A few points of clarification are necessary in relation to the Evaluation Framework. While some

performance measures are strongly quantitative, others are more focused on development or

improvement of a qualitative feature. Some performance measures are to be reviewed annually while

others will require a longer duration of time to complete. The duration of performance measurement

is indicated in parenthesis following each topic. Lastly, performance measures are aligned with each

of the six Goals presented in the Strategic Direction & Action Plan section.

Goal 1: Enhancing Continuing Education and Workforce Development

•

Improvement of mentorship and continuing education functions for jobs

within the Tribe such as, elements of training leaders in how mentor young

professionals, inclusion of a budget for professional development, and to

build an infrastructure around it so people know exactly how to access the

funds from the implementation of the State of Small Business Credit Initiative

(SSBCI) grant (1 year)

Promote education to tribal members on rights and sovereignty (as needed)

•

Establish Tribal Employment Rights Ordinances (T.E.R.O) program within the

Rancheria (2 years)

Implement an organizational wide workforce development program which

includes resources to help tribal members on developing resumes/cover

letters, interviewing skills, etc. (1 year)

Develop an internal tribal agency with equitable department leadership to

communicate and bridge siloed projects and needs (2 years)

Establish cross-training amongst entry and mid-level department personnel

(as needed)

•

Goal 2: Economic Development Planning

•

Determine key industry partnership and events that will expand network and

opportunities for economic development with other California tribes, native

owned corporations, and state government agencies (3 years)

Determine how to direct revenues from outside commercial real estate

revenue into economic development promoting facilities locally (such as

a Professional/Business Center, Coworking Space, or series of for-rent flex

space buildings) (3 to 4 years)

Explore opportunity for hosting baseball/softball tournaments using existing

turf facilities in partnership with College of the Redwoods (2 years)

Page | 29

•

Develop own tax code so excise taxes can be issued for certain products or

services (particularly those consumed by transients/visitors to the casino)

(1 to 2 years)

Conduct feasibility study and survey of existing casino customers on events,

programs and associated activities that would complement the casino and

lead to sustained and non-cyclical tourist traffic (e.g.: fishing expeditions,

concerts and special events, etc.) (2 years)

Goal 3: Land Use and Best Practices

•

Provide readily accessible maps to tribal members and interested economic

development partners on land ownership and categorization (trust, fee

simple, tribal trust, etc.) (6 months to 1 year)

Identify aspiring entrepreneurs who could fill gaps for in-demand products

and services that are currently going outside of the community (such as

fitness, food service, retail) (3 years)

Survey community on top priorities for housing (market rate rentals,

subsidized rentals, single-family owner-occupied, senior housing, various

density levels, etc.) (1 year)

Determine whether to utilize opportunities for flavored vaping on the BRR

reservation and determine which outlets would sell such products (2 years)

Develop 20-year plan for which additional strategic lands in proximity to

BRR lands that could be acquired, and determine which will be used for

commercial, industrial and residential purposes, including those which can

be leased to private parties which will remain in trust (4 years)

Goal 4: Cultural and Internal Collaboration Development

•

Survey younger tribal members (using relevant social media tools such as

Snap Chat, Instagram, etc.) on what events and ceremonies would be most

interesting for them to participate in (2 years)

Provide classes on key skills for BRR culture such as basket-making, song

dance and regalia, traditional cooking classes, etc. (3 years)

Improve BRR website to become a central location for critical information

(such as organization charts, summary of departments and programs, and

opportunities for community engagement) (1 year)

Explore utilizing tribe specific social media platforms (1 year)

Goal 5: Promoting Wellness

•

Determine key stakeholders, nonprofit organizations, and partnering Tribes

to facilitate readily accessible mental and behavioral health resources and

programs for Tribal members (3 years)

Assess current member workforce challenges with Human Resources, Tribal

Court, and Public Works departments to determine critical needs (1 to 2 years)

Improve walkability and bikability for residents between residential and

commercial areas in Loleta and surrounding areas. (3 to 4 years)

Support healthy sustainable living (such as community gardens which include

First foods) events, programs, and educational campaigns for residents and

members (as needed)

Page | 30

Appendix A: CEDS Strategy Committee

Adam Frank – Comprehensive Planning Director

Wendell Freeman Jr. – Tribal Administrator

Brittany Gonzales – Executive Secretary

Frances Donald – Grants Analyst

Derek Bowman – Council Member-at-Large

Earl Moon – Council Treasurer

Crystal Bowman – Child Support Program Manager

Al Federas – Finance Director

Page | 31

Appendix B: Community Survey Summary

Points Consulting and the Bear River Band CEDS Committee conducted a community survey

within the Bear River Band community between July and September of 2023. A total of 210

unique responses were collected both via paper and electronic surveys. Of these respondents,

21% are noted to be enrolled tribal members living on the Rancheria, 16% are enrolled members

living off the Rancheria and 17% are non-native working on the Rancheria. Responses were

collected through a number of channels such as the Bear River Band newsletter, Facebook pages

and ads, and utilizing the Rave app.

The survey included a mix of both fixed response questions (e.g., multiple choice, selection and

scaled responses), and open-ended questions. Please note that tables that contain “Average

Score” which translates textual responses into a quantitative score (e.g., Strongly Agree = 5,

Agree = 4, etc.). This allows the project team to compare and rank the interest levels for each

concept. PC also utilized a thematic coding method to group open-ended responses into

categories that are largely similar.

Survey Findings

The Community Survey received 210 responses, and 131 were qualified for the survey analysis

which contained responses from tribal members, employees, residents and community members

of the Bear River Band.

Strengths

When asked to identify their communities’

biggest strengths, numerous topics were

identified including sense of community,

sovereignty, culture, available programs to

members and resiliency.

Opportunities

When asked to identify their communities’

opportunities residents and members

indicated subjects such as infrastructure

updates, variety of workforce opportunities,

education, and recreational events and

activities.

Weaknesses

When asked to identify their communities’

biggest weaknesses, residents zeroed in on

topics such as educational and recreational

opportunities, tribal communication,

community and environmental issues, and

supportive services.

Threats

When asked to identify their communities’

most concerning threats the community

identified areas for example State politics,

accountability, drug abuse and crime, and

future investments.

Page | 32

Survey Responses

Figure 13: Are you an enrolled member of the Bear River Band and/or live on the Rancheria?

Figure 14: Do you work for the Bear

River Band?

Figure 15: What is your current work situation?

(If respondents do not work for the Bear River Band)

Table 10: How satisfied are you with the following issues in the Bear River Community?