developing a comprehensive economic development strategy (ceds) hoopa valley tribe

DEVELOPING A COMPREHENSIVE ECONOMIC

DEVELOPMENT STRATEGY (CEDS)

Hoopa Valley Tribe

Proposed Agenda

5:30-5:45: Settling in and Introductions

5:45-6:00: CEDS Overview

6:00-6:30: CEDS draft Action Plan (v 3.5)

6:30-7:15: Dinner Served

7:15-8:30: Open to comment

Overview of CEDS

Purpose – The Tribe’s strategic planning document designed to guide the economic growth of the Hoopa Valley.

Background – Effort funded through a planning grant from the U.S. Dept. of Commerce, Economic Development Administration with particular requirements.

However…it is MOST important that this process fits the needs and values of the Tribe and community.

What are the benefits of a CEDS?

Results in a regional strategy with an action plan to strengthen and diversify the economy.

Guide the efforts of the Tribe and facilitate coordination with private industry and other community partners to leverage resources and enhance opportunities.

Tribe can receive funding to facilitate the development and implementation of a CEDS.

Projects identified in a planning process may be more likely to receive competitive grant funds. Required to apply for Economic Development Administration and other

funds.

Elements of a CEDS as Required by EDA (revised June 2015)

1. Content1. Summary Background2. SWOT (strengths, weaknesses, opportunities and threats) Analysis3. Strategic Action Plan4. Evaluation Framework

2. Approach1. Should consider “economic resilience” 2. Appointing a strategy committee (CEDS Committee)3. 30-day public comment period4. Approval from EDA5. Update performance annually6. Update CEDS plan in 5 years

Approach taken by the Hoopa Valley Tribe

Specific to the needs, interests, and advantages of the Hoopa Valley Tribe and Hoopa Valley Indian Reservation

Cannot focus only on “economic development” as an isolated activity (i.e. governance, administrative systems, wellness, cultural compatibility)

Integration of the Principles of Nation (Re)Building

Tribal Nation (Re)Building

Harvard Project on American Indian Economic Development Native Nations Institute, University of Arizona

Elements of Tribal Nation (Re)Building: Cultural compatibility Constitutional compatibility Tribal Court(s) Administration Insulate Business from Politics Citizen Entrepreneurship Governmental Services Intergovernmental Relations

Roles

Tribal Council – provide leadership, guidance, overarching vision and goals, and final approval of plan

CEDS Committee – develop final overarching strategies based on available data, experience, expertise, and community/sub-committee input

Strategy Sub-Committee Tribal Enterprise/Entity – share ideas based on experience and expertise

Community – share input based on experience and expertise; review draft plan

Research and Consultation

Background research: Tribal Constitution, Tribal Codes, Enterprise and Entity Charters, Existing Feasibility Studies, recent Strategic Plans (x2), previous CEDS (1970s-2000), General Membership meeting notes (July 2015), review of existing businesses on the reservation and incorporated under the tribal business codes, and more.

Input from local private business owners

Direct Staff Consultation: Planning, Fiscal, Insurance, and Records

Constitutional review by Dr. Steven Cornell

Timeline

March 25: Kick-off meeting with the Tribal Council – overview of CEDS requirements and process, visioning session, discussions with Dr. Stephen Cornell of the Harvard Project on American Indian Economic Development and the Native Nations Institute at University of Arizona on tribal nation (re)building.

April 20: Planning session with the Tribal Council – review findings of initial session and discuss possible approaches for select strategies

May 4th: Kick-off meeting with the CEDS Committee – overview of CEDS requirements and process, review of Council visioning and strategies discussed

May 21: Kick-off meeting with the Enterprise/Entity Sub-Committee – overview of CEDS requirements and process, initial discussion around opportunities and impediments for Tribal enterprise

May 26th: Planning session with the CEDS Committee – situational analysis on private business ownership and development (meeting cut short due to rescheduled Council meeting)

June 19th: Briefing meeting with Chairman Jackson

Timeline (continued…)

July 8th: Planning session with the Enterprise/Entity Sub-Committee – discuss composition of enterprise/entity, goals and objectives for the year and long –term, and discuss strategies to overcome identified challenges

July 14th: Briefing/Planning session with the Tribal Council – discuss overview of CEDS, process to date, anticipated next steps, and take questions from the new Tribal Council members.

July 29th: Planning session with the Enterprise/Entity Subcommittee – discuss possible scenarios for segmentation of “for-profit” tribal enterprises from the tribal government.

August 13th: Planning session with the CEDS Committee and Enterprise/Entity Subcommittee – review, discuss, and prioritize goals, strategies and actions identified through the process thus far

August 26th: Planning session with CEDS Committee and Enterprise/Entity Subcommittee – continue to review, discuss, and prioritize goals, strategies and actions

September 30th: Planning session with the Tribal Council – review draft action plan

October 10th: General Membership meeting – present overview of CEDS, process taken, and elements of draft action plan; gather additional input

Mission of the Hoopa Valley Tribe

To preserve, promote and protect the culture, sovereignty and natural resources of our Hoopa Valley Tribe, and create long-term economic prosperity and self-reliance for future generations.

CEDS Goals

A strong and diversified Hoopa Valley economy with essential goods and services available locally.

Decrease unemployment and poverty by transforming from a government based economy to a private sector economy.

Provide a private business climate that nurtures entrepreneurship, business growth, and strategic tribal government support.

Advance for-profit Tribal enterprises focused on generating revenue and providing Tribal employment opportunities.

A quality of life that is safe and secure, stimulates a strong sense of community, sustains Hupa culture and lifeways, ensures a biodiverse and healthy natural environment, and promotes self-sufficiency.

Strategies

STRATEGY A: Enhance capacity for planning and development to address the needs in the Valley.

STRATEGY B: Conduct Valley-wide planning for community and economic development.

STRATEGY C: Stimulate and nurture entrepreneurship and small business by leveraging tribal government resources.

STRATEGY D: Improve ability to educate, train, and retain a quality workforce.

STRATEGY E: Enhance strategic development of tribal enterprises and insulate business from tribal politics.

DIVING INTO THE DETAILS…

Draft Action Plan

STRATEGY A: Enhance capacity for planning and development to address

the needs in the Valley


Action 1: Enhance capacity of Planning Department: 96.77% yes

Planners to conduct overarching management of comprehensive planning and lead/coordinate implementation of interdepartmental, interdisciplinary, and/or large-scale projects based on that planning and community input.

Grant writers to seek federal, state and private grants continuously that meet the planning goals and collaborate with Tribal departments and entities, community organizations and individual citizens.

Community Needs Assessment for multi-faceted community input to inform planning and project development.


Action 2: Enhance capacity of Self-Governance Department: 77.42% yes

Liaisons, negotiators, policy and funding analysts that can open lines of opportunity and remove barriers that prohibit self-determination within the tribal, federal, state, and private sectors.

Vital Statistics for multi-faceted data collection, analysis, utilization and reporting.

Work with the Tribal Council to get formal agreement with Humboldt County on jurisdiction, taxation and land use


Action 3: Enhance capacity of Administration to strengthen coordination, communication, and oversight of day-to-day governmental operations (e.g. Tribal Administrator): 70.97% yes

STRATEGY B: Conduct Valley-wide planning for community and

economic development.


Action 1: Complete a ten (10) year Comprehensive Strategic Plan for the Tribe, which is directly tied to annual Department/Entity goals and used to inform the budget process: 87.1% yes


Action 2: Update and adopt the existing draft General Land use Plan developed by the Tribe in 2000: 93.55% yes Ensure clear designation of agriculture and commercial space, including

land available for tribal lease.


Action 3: Develop a Master Site and Infrastructure Plan that is compatible with the General Land Use Plan and aligned with the Tribe’s Comprehensive Strategic Plan: 80.65% yes

Minimally would include: Valley-wide irrigation and domestic water system: 100% yes Broadband: 100% yes Transportation improvements for safety, connectivity, economic enhancement, and pedestrian/bicycle

use: 93.33% yes Commercial space, particularly on Highway 96 frontage property: 87.1% yes A drug rehabilitation center and sober living homes: 82.76% yes A cultural center: 82.76% yes Centralized wastewater system: 82.76% yes Facilities for open air market (e.g. Quonset hut): 76.67% yes A community center: 74.19% yes Housing subdivision: 72.73% yes New gas station and mini mart: 70% yes Administration building: 53.33% yes Public restrooms in downtown: 50% yes

STRATEGY C: Stimulate and nurture entrepreneurship and small business by leveraging tribal government resources.

STRATEGY C: Stimulate and nurture entrepreneurship and small business by leveraging tribal gov’t resources

Action 1: Support local market opportunities derived from Tribal governmental operations and resources: 74.19% yes Research and report on how much the Tribal government spends annually on

products and services by category to identify opportunities to (re)direct those funds locally: 87.1% yes

Research and report on which natural resources might be available to tribal member entrepreneurs for small scale, low-impact and sustainable use and develop a non-prohibitive form of accountability to make these resources available: 74.19% yes

Develop Tribal procurement policy and mechanism to enforce existing “buy local” mandate: 61.29% yes

Have pre-approved list and established accounts with local tribal member businesses for purchases of materials and supplies that would not require procurement approval. (Existing procurement requires three (3) bids for purchases and contracts over $2,500.): 51.61% yes


Action 2: Eliminate existing barriers on private sector development, which may include: Land – streamline system for lease of tribally-owned properties; pre-designate

locations and develop clear process: 74.19% yes Infrastructure and Facilities – Develop commercial space, small business incubators,

broadband, safe pedestrian and bicycle transit, attractive signage and landscaping: 96.77% yes

Financing – amend Hoopa Economic Development Administration Loan Fund Program policies to enhance business loan opportunities and identify means to address personal credit and collateral issues: 80.65% yes

Bonding – revise policy(ies) to allow a tribal member contractor to negotiate a percent retention amount in lieu of bonding for the total amount and set a $100,000 minimum contract requirement to require bonding on construction-related projects: 61.29% yes

Security – address theft, vandalism, arson and loitering issues: 90.32% yes


Action 3: Increase tribal government efficiency for small businesses, particularly those owned by tribal members, doing business with the Tribe. Streamline contract approval process: 77.42% yes Prompt payment for contract work; do not wait until federal reimbursement:

70.97% yes Amend procurement to allow Directors/Managers to approve contracts and

purchases at a higher amount. (Currently this is set at only $500): 54.84% yes Amend procurement to provide tribal member preference for contracting and

purchasing, which could include allowing for “on reservation” contractors to bid in a first round and/or allow for a percent plus/minus of the most competitive bid/price and still be awarded. (A model for this is the federal Small Business Development Administration’s 8(a) certification program): 80.65% yes


Action 4: Expand business support services and connectivity. Develop dedicated capacity of the Hoopa Economic Development

Administration to provide small business assistance through regular workshops and one-on-one counseling: 87.1% yes

Expand TERO outreach to employers, contractors and sub-contractors to build a Contractor’s Skillsbank for tribal department/entities and community needs: 67.74% yes


Action 5: Enhance opportunities for private sector cooperatives in specialty agriculture and products: 74.19% yes Research and report on food consumption capacity within the Valley for

local farm produce, as well as produce and feasible by-product growth potential: 77.42% yes

Proactively engage community in discussions around agricultural development opportunities and research needs: 80.65% yes

Determine potential for Tsemeta Nursery to be utilized by tribal member businesses and/or community cooperatives; engage community about interest for use: 74.19% yes

Maintain irrigation systems and improve water efficiencies: 96.77% yes

STRATEGY C: Stimulate and nurture entrepreneurship and small business by leveraging tribal gov’t resources.

Action 6: Develop facilities, terms and connect prospective entrepreneurs for small business incubator(s)/cooperative(s): 74.19% yes Based on report on natural resources potential for tribal member use (see

Strategy C, Action 1), develop opportunities for community synergy around particular resource-uses and private sector development of small business incubator(s)/cooperative(s) for value-added goods and/or services: 82.61% yes

Proactively engage prospective entrepreneurs to support development of small business incubator(s)/cooperative(s) based on identified needs, industry, target markets, and/or common interest: 100% yes

Develop facilities and terms for an Open-Air/Flea Market (e.g. Quonset hut): 82.61% yes

STRATEGY D: Improve ability to educate, train, and retain a quality

workforce.


Action 1: Annually, Directors/Managers will identify existing and projected workforce development and training needs to inform opportunities provided by TERO, TANF and Education Department. Currently identified: Law enforcement services: 93.55% yes Early childhood education: 77.42% yes Natural resources management: 93.55% yes Business management: 83.87% yes Vocational trades (e.g. electricians, auto mechanics, plumbers): 96.77% yes Professional services (e.g. legal, accounting, insurance, investment support): 87.1%

yes Heavy equipment operation: 90% yes Trainings (e,g, customer service, Microsoft Office, and grant writing): 96.77% yes


Action 2: Enhance capacity for the College of the Redwoods Klamath-Trinity Instructional Site to offer programs and courses that meet the workforce development needs of the Valley: 100% yes


Action 3: Enhance TERO program to meet training and workforce needs: 77.42% yes Establish a Workforce Development Training and Employment Assistance

Center: 80.65% yes Develop program to provide work clothes, small equipment, and/or

supplies to tribal members acquiring employment; preference granted to those that are low income: 58.06% yes


Action 4: Renovate Eureka apartments owned by the Tribe into student housing: 67.74% yes


Action 5: Collaborate with the Klamath-Trinity Unified School District to support career pathways, entrepreneurship, and financial literacy in the next generation 83.87% yes Enhance/develop projects focused on supporting career pathways and

stimulating entrepreneurship: 82.61% yes Develop and implement holistic financial literacy curriculum and projects

(e.g. personal financial management, budgeting, how to develop savings, acquisitions of credit, understanding loans, investing etc...): 86.96% yes


Action 6: Develop curriculum and provide a Hoopa Tribal nation-(re)building and governance training that would be mandatory for all newly elected Tribal Council members, as well as available for interested committee, board, staff and community members: 90.32% yes


Action 1: Assess the status and develop existing Tribal entities/enterprises accordingly. Conduct a comprehensive assessment of all tribal entities/enterprises and

develop position as to future business model for each, as either a “for-profit” or “social-benefit” enterprise/entity; manage accordingly: 87.1% yes

Develop a Business Plan for each separate tribal “for-profit” to direct management, which is based on immediate and long-term opportunities: 87.1% yes

For each tribal enterprise, provide quarterly financial statements and annual report to the tribal membership: 83.87% yes


Action 2: Develop a business holding company to manage tribal entities deemed “for-profit,” separate from the Tribal government: 67.74% Secure a Chief Operations Officer and Accountant: 95.24% yes Work with the Fiscal Department to determine a financial management strategy and capacity

needs for start-up, operations, assets and liabilities, and transition: 90.48% yes Work with the Legal Department and outside experts to determine most appropriate tribal

corporate structure (e.g. tribally-chartered, Section 17) and identify other legal considerations: 100% yes

Develop the framework, articles of incorporation and charter a business holding company with subsidiaries: 90.48% yes

Amend existing governing documents of Tribal entities, as needed: 95% yes Develop Transportation Department to manage federal and state funds separate from the “for-

profit” Tribal Roads subsidiary: 90.48% yes Operate separate business holding company that provides quarterly financial statements, an

annual report, audited financial statements and an annual development plan to the Tribal Council and membership: 76.19% yes


Action 3: Pursue federal Small Business Development Administration 8(a) certification for industries in which the Tribe has a proven good and/or service: 80.65% yes


Action 4: Develop new tribal enterprises that serve community needs and align with Tribe’s Mission. Pursue off-Reservation forestlands acquisition for natural and cultural

resources protection, enhancing water quality, and providing opportunity in the carbon credit market: 70.97% yes

Develop new gas station and mini mart in Hoopa: 74.19% yes Develop a truck stop with fuel, eatery(ies), and mini mart complex outside of

Willow Creek: 61.29% yes Determine market, business model and profit potential of biomass, based on

existing feasibility study; pursue development as appropriate: 65.22% yes Determine feasibility and market potential for ammunition manufacturing;

pursue development as appropriate: 26.09% yes

Next Steps

Open input on draft Action Plan until November 6, 2015 Community meeting: October 29, 2015 Survey Gizmo: link on Tribe’s website and Facebook page Hardcopy response: pick up/drop off with Planning Dept.

Identify staff, timeframe, and potential funding (as applicable)Complete draft plan (per EDA requirements) by November

30, 2015Committee and Council review; revise as necessary30-day public comment periodFinal approval of Tribal Council by February 29, 2016

During open comment…

Think about framing comment in one of the following ways: Action X should not be included because… I like Action X and it should be considered a priority because… I like Action X, but it should be rethought a bit to consider… I have a new idea that could address…it is…

developing a comprehensive economic development strategy (ceds) hoopa valley tribe

Documents

previous ceds

ceds overview

ceds draft action plan

tribal codes

tribal constitution

tribal business codes

economic resilience

economic growth