CEDS Executive Summary

CEDS Executive Summary

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

five years (published April 2024).1 The Committee’s

priority goals for the Tribes in the coming years

are those related to workforce, land use, internal

collaboration, 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

house-holds and businesses, input from residents

gathered via town hall events, and an electronic

community survey.

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.

The CEDS will aid Bear River Band leaders navigate

challenging economic times and build a future economy

that is more robust and resilient to disruption. 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.

CEDS Process:

1 The full Bear River Band Comprehensive Economic Development Strategy (CEDS) can be read here: https://

points-consulting.com/wp-content/uploads/2024/04/Bear-River-Band-CEDS-FINAL-4.5.2024.pdf.

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Summary 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.

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.

Community Survey

A Community Survey ran from July

through September 2023 to help

determine the community’s perceptions of the local economy and how it

can be improved. Between both paper

and electronic versions of the survey,

a total of 131 qualified responses

were recieved. 80 respondents

were employees of Bear River Band

department or enterprise.

Bear River Band of the Rohnerville Rancheria Reservation

How resilient do you consider the Bear River Band

community to be?

Are you an enrolled member of the

Bear River Band and/or live on the

Rancheria?

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What economic development activities does the Bear River Band community need most within

the next 5 years?

How satisfied are you with the following economic factors in the Bear River Band community?

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Economic Development Timeline

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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.

S

W

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

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

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

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Limited retail availability without leaving tribal lands

Itinerant and homeless populations unusually large

Land availability - there is very little left for housing

O

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

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

T

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

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Strategic Action Plan & Evaluation Framework

The Strategic Direction & Action Plan 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. Ideally, over the next five years, community leaders will

be able to return to these Goals and Objectives in order to measure performance of the community.

The Evaluation Framework component 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. While some performance measures are strongly quantitative,

others are more focused on development or improvement of a qualitative feature.

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 from the implementation of the State of Small Business Credit

Initiative (SSBCI) grant (1 year)

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

from external experts) (as needed)

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

(2 years)

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. (Implement an organizational wide workforce development

program) (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)

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)

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Goal 3: Land Use and Best Practices

Provide readily accesible 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) (6 months to 1 year)

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) (1year)

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

Rave) (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, include educational campaigns

on importance of active lifestyles (3 to 4 years)

Support local services, events, programs, and educational campaigns for residents

and members which promote healthy and sustainable living (such as a community

garden which include the tribes first foods) (as needed)

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­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.1 A

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

resiliency, along with coordinated regional-level planning. The Bear River Community is promoting

resiliency via a number of initiatives, including: keeping a Community Emergency Responce Plan,

boosting levels of high-speed internet in the community, promoting social services, facilitating

relations with other tribes, and planning for environmental shifts and preservation, to name a few.

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.2 This plan includes both a basic emergency plan that would be relevant for all kinds

of emergencies, and a list of specific events the community might experience. 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, and is key to the Tribe’s resiliency.

Another 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. 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

of households with high- speed internet in the US. Nevertheless, the number of reported Bear River

Band households with a desktop computer or laptop was 21.4 Percentage points lower than US

households as a whole.3

Bear River Band also 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. Some of the provisions made available through Bear River Band Social Services include:4

• Tribal Nutrition Assistance Program (TNAP) - a grant administered by the state of California

which offers support to eligible members experiencing food insecurity

• Healthy Families Program - services such as monthly skill-building classes for tribal families

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

utilities assistance, cleaning programs, etc.

• Victim Services – relocation, emergency shelter, advocacy, and other services

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

treatment, financial means to access detox

The Tribe has also adopted both a Climate Change Mitigation and Adaption Action Plan5 and

Sustainability Plan6 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 to provide general actions that can be implemented to mitigate climate change impacts.

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

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

2 2018 Bear River Band of the Rohnerville Rancheria Community Emergency Response Plan, https://www.

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

3 Federal Reserve Bank of Minneapolis, Reservation Profiles, 2013-2017 American Community Survey, https://

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

4 2023 Bear River Band Fall Newsletter, https://anyflip.com/oswfn/tjfc/basic.

5 2018 Climate Change Mitigation and Adaptation Action Plan, https://www.bearriverrancheria.org/_files/

ugd/c3beb0_3894c8591ba249e3a5dd2387ff53eb22.pdf.

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

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

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