Bellacana Vineyards and Wines

DRY CREEK RANCHERIA BAND OF POMO 2018-2022 COMPREHENSIVE ECONOMIC DEVELOPMENT STRATEGY (CEDS)

Prepared by

This Comprehensive Economic Development Strategy (“CEDS”) was written by Bluestem Consulting, Inc. for the Dry Creek Rancheria Band of Pomo Indians and adopted by the Board of Directors on ______, 2017. The plan was developed and written in compliance with the U.S. Economic Development Administration’s CEDS requirements as provided for in 13 CFR Part 303.

In partnership and with special thanks to

Board of Directors CEDS Committee DCR Tribal Departments

and all of the Tribal staff, Tribal members, and community stakeholders who provided input to this plan. 1

EXECUTIVE SUMMARY

TABLE OF CONTENTS EXECUTIVE SUMMARY ...... 3 SECTION 1: INTRODUCTION ...... 4 SECTION II: SUMMARY BACKGROUND ...... 7 Demographic and Socioeconomic Profile ...... 7 Geography & Climate ...... 9 Economic Environment and Trends ...... 10 Housing ...... 13 Education ...... 14 SECTION III: SWOT ANALYSIS ...... 15 Process Summary ...... 15 Industry Clusters ...... 15 Tribal Assets & Resources ...... 18 Culture & History ...... 21 Public Input ...... 22 SECTION IV: STRATEGIC DIRECTION & ACTION PLAN ...... 29 Vision & Strategic Goals ...... 29 Action Plan – Priority Projects and Activities ...... 34 SECTION V: EVALUATION FRAMEWORK ...... 39 APPENDICES ...... 40 Appendix A – Public Input Summary ...... 41 Appendix B – CEDS Tribal Member Survey ...... 42 2

EXECUTIVE SUMMARY

EXECUTIVE SUMMARY BOARD OF DIRECTORS Chris Wright – Chairman This five-year, Comprehensive Economic Development Strategy (CEDS), funded in part by a planning Betty Arterberry – Vice-Chairman grant from the U.S. Economic Development Administration (EDA), is the result of a one-year planning Marjie Rojes – Secretary/Treasurer process designed to build the capacity and guide the economic prosperity and resilience of the Dry Tieraney Giron – Member at Large Creek Rancheria Band of Pomo Indians. The process included a review of the current economic and Jim Silva – Member at Large financial position of the Tribe, a comprehensive SWOT analysis, and significant public input through interviews, focus groups, and a Tribal member survey. CEDS COMMITTEE Dora Azevedo – Tour & Travel/Sales, Underlying the planning process was the Tribe’s vision for a resilient and sustainable Tribal economy River Rock Casino that leverages and preserves the strengths of the Tribe’s history and cultural heritage, builds Dave Cade – DCR Housing Director diversified assets in an environmentally responsible way that can support the Tribe for current and Melissa Napoli – Marketing future generations, and provides opportunity, hope and, ultimately, an improved quality of life for Coordinator, River Rock Casino all Tribal members. Tina Rojes – Manager, OHOSA Tobacco Shop

Jim Silva – Member at Large, DCR As a result of the planning process, the following strategic goals were adopted: Board of Directors David Smith-Ferri – DCR Business GOAL 1: Income Growth and Diversification Authority Board Member and Tribal GOAL 2: A Strong and Cohesive Tribal Community Grants and Contracts Officer GOAL 3: Development of Our Most Valuable Resource – Our People GOAL 4: Support the Building Blocks of a Resilient and Sustainable Economy

There are key strategies, actions and evaluation measures connected with each goal, described in later sections of this document. As a requirement of EDA funding, the Tribe will evaluate, report on progress made and update this plan annually.

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EXECUTIVE SUMMARY

SECTION 1: INTRODUCTION

The Dry Creek Rancheria Band of Pomo Indians (“DCR” or “the Tribe”) is a federally-recognized tribe whose homeland is in Northern California, some 75 miles north of San Francisco along the Russian River and Alexander Valley region. There are approximately 1,174 tribal members, with the majority residing close to their ancestral lands in Sonoma, Mendocino and Lake Counties. Tribal headquarters are in the city of Santa Rosa, California. The DCR land base includes the 93-acre Dry Creek Rancheria in rural Sonoma County, as well as three fee properties in Sonoma County totaling an additional 580+ acres.

The Tribe’s main revenue source has been the River Rock Casino which opened in 2002 and is located on the Rancheria. The casino has provided many jobs, contributed substantially to the local and regional economy, and supported the provision of essential services for tribal members including education support, child health care, elder care, and affordable housing programs. New competition in the area over the last three years has had a significant impact on the casino. As a result, there has been a reduction in Tribal revenue available to support critical services and the casino has been forced to reduce its workforce, causing a loss of jobs. While casino revenues have now stabilized and there are plans in place to strengthen and grow operations in the future, the Tribe is also focused on building economic resiliency by developing a plan that will allow for diversified revenue sources, helping to support the long-term economic viability and vitality of the Tribe and its tribal members.

Resiliency is an ingrained attribute of the Pomo people. Settlement of Southern Pomo bands in the Alexander Valley dates back over 5,000 years. As descendants, DCR tribal members have demonstrated resilience and persistence not only by still inhabiting their ancestral homelands, but also through the preservation of their cultural heritage including tribal ceremonies, Pomo language, basket weaving, jewelry making, and through utilizing and protecting the rich natural resources of the area to enhance economic survival.

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SECTION 1: INTRODUCTION

The CEDS process was undertaken to develop community-driven economic development goals, associated strategies, priority projects, and an implementation plan. The goal of the CEDS is to strengthen the short- and long-term economic prosperity and resilience of the Tribe, ultimately helping to preserve cultural heritage, build for current and future generations, and improve the overall quality of life for DCR Tribal members and their families. The planning process sought to answer three key questions:

As part of the CEDS process, EDA requires four elements to be addressed including (1) a summary background describing the current economic situation, (2) a SWOT (Strengths, Weaknesses, Opportunities, Threats) analysis that identifies internal and external factors that speak to the Tribe’s unique assets and position within the regional economy, (3) the strategic direction the Tribe wants to take over the next five years and an associated action plan, and (4) an evaluation framework that creates performance measures for achieving the plan’s goals and objectives.1

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1 13 CFR § 303.7

SECTION 1: INTRODUCTION

In late 2016, Bluestem Consulting was hired to facilitate the CEDS planning process. The process approach was community-driven allowing for extensive input from tribal members using a variety of different methods. The CEDS Strategy Committee, who guided and oversaw the process, was comprised of a diversified group of Tribal members. Representatives from every tribal department were interviewed. Two focus groups were held – one with Tribal employees and one with elders. Several tribal member small business owners were interviewed. A CEDS survey was mailed to every adult tribal member with 379 returned surveys, a 54% response rate. A project priority poster board was available for member input at the bi-annual tribal member meeting. In addition, several

external stakeholders were contacted and interviewed for input and feedback.

The process began in December 2016 and culminated in this written document in September 2017. After considering and incorporating public comments, the Tribal Board of Directors approved this CEDS plan in October 2017. This plan will drive economic development efforts of the DCR Tribe. It will be evaluated and updated at least annually to meet the changing economic environment and the needs of DCR Tribal members.

A more detailed timeline and list of all public input participants and activities can be found in Appendix A. 6

SECTION 1: INTRODUCTION

SECTION II: SUMMARY BACKGROUND

Demographic and Socioeconomic Profile The Dry Creek Rancheria Band of Pomo Indians is comprised of 1,174 tribal members. Although the Tribal membership is dispersed geographically across the country, the majority reside in rural Sonoma, Lake and Mendocino counties in northern California. Tribal member population is on the rise, increasing 13.1% in the last five years2. This is more than four times the population growth in the three- county region, which grew 2.8%, from 636,385 in 2010 to 654,814 in 2016. The DCR Tribal youth population, comprising 40% of all Tribal members, is significantly higher than the region’s youth population rate of 20%. 3

Total population in the region, including Sonoma, Mendocino and Lake Counties, is over 654,814. The population is aging, with the number of people 65 or older increasing from 14.5% in 2010 to 18.9% in Sonoma, Mendocino & Lake Counties Total Population Trend

400,000 404,554 398,261 350,000 300,000 250,000 200,000 139,598 132,901 123,652 150,000 92,232 100,000 50,000 - under 18 yrs 18-65 yrs 65+ yrs

2010 2016 Source: U.S. Census Population Estimates, 2010, 2016

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DCR Tribal Enrollment Office, 2012, 2017 7 3 DCR Tribal Enrollment Office, 2017; U.S. Census Bureau 2016 Population Estimates, Sonoma County, Mendocino County, Lake County

SECTION II: SUMMARY BACKGROUND

2016. Sonoma County economic officials anticipate that roughly a quarter of county workforce will retire over the next 10 years.4 With relatively slow population growth in the region, the already low unemployment rate in the area, and the strong growth in Tribal population coupled with the large number of Tribal youth, there is great employment opportunity for the Tribe’s young and growing workforce.

While the region is considered one of the most resource-rich areas in the country, many Tribal members do not share equally in the economic prosperity that has resulted. The unemployment rate in Sonoma County, where most Tribal members reside, is near a two-decade low of 3.2%.5 However, more than 24% of DCR Tribal members are without jobs. Lower education levels may, in part, contribute to the lower average wages for Tribal members who are employed. The average DCR Tribal member per capita income of under $32,000 is less than two-thirds of the per capita income in Sonoma County. Lower incomes, higher unemployment, and the high cost of housing make homeownership considerably more challenging for Tribal members, who own their homes at less than half the rate of the total population across the three- county region.

ECONOMIC STATUS Bachelor’s High School Unemployment Avg Per Capita Home Degree or Graduate or Rate Income Ownership Higher Higher DCR Tribe 24% <$32,000 26.7% 10.3% 75.9% Sonoma County 3.2% $52,300 59.4% 32.9% 87.1% Mendocino County 4.6% $41,547 57.9% 23.7% 86.8% Lake County 5.6% $36,264 63.0% 16.0% 80.4% Sources: 2017 DCR CEDS Survey; U.S. Census Bureau, 2015 ACS 5-yr Estimates; Bureau of Labor Statistics, April 2017

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The Press Democrat, Sonoma County’s economy is healthy for now, April 28, 2017 8 5 Bureau of Labor Statistics, April 2017

SECTION II: SUMMARY BACKGROUND

Geography & Climate Sonoma, Mendocino and Lake Counties, located along the state’s northern coast with close proximity to San Francisco, offer some of the country’s most diverse and beautiful geography with miles of coastline, expansive river valleys, crystal clear lakes, mountain tops and redwood forests. The region’s rolling hills, rich soil and moderate climate make it home to hundreds of world-class wineries. The temperature in the region averages 56-59°F with 216-262 sunny days per year and average annual rainfall of 30-45 inches, depending on the area.

The Dry Creek Rancheria is a 93-acre property located in the small rural community of Geyserville in northern Sonoma County. Located on a hillside with beautiful, expansive views of the Dry Creek Valley, the Rancheria is situated three miles from Highway 101 in the heart of wine country.

Although abundant in natural beauty, this three-county region is located along several active fault lines making several areas highly susceptible to earthquakes. The Rogers Creek fault cuts through the heart of Sonoma County to the northern outskirts of Santa Rosa. This is one of the four major faults in the San Dry Creek Rancheria Francisco Bay area and is predicted to have enough pent up energy to produce a major earthquake in the next 20 years.6 This also creates risk of tsunamis in the coastal areas of the region. Because of this risk, resiliency planning is an important element of any economic development plan for the Tribe. Source: USGS, 2013

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6 Bulletin of the Seismological Society of America, Vol. 106, No. 2, pp. –, April 2016

SECTION II: SUMMARY BACKGROUND

Economic Environment and Trends THE REGION

Sonoma, Mendocino and Lake Counties were slow to bounce back County Employment by Industry after the 2008 recession, which had a dramatic effect on the 30.0% region’s economy. At the peak in 2010, unemployment was close 25.0% to 13% in Sonoma and Mendocino Counties and almost 18% in Lake County7. The housing market, which had been one of the 20.0%

highest in the country prior to the recession, experienced a near- 15.0% collapse with housing prices declining almost 50% in some areas8. 10.0% Analysis of Gross Domestic Product (“GDP”) indicates that the region was in decline prior to the onset of the recession. From 5.0% 2005 to 2009 there was more than $2 billion lost in real GDP. 0.0% Almost two-thirds of losses can be attributed to a combination of construction and real estate. There were smaller losses in the visitor spending industries.9

Although recovery was slow, Sonoma and Mendocino

Counties are now in the middle of robust economic Sonoma County Mendocino County Lake County

growth. Lake County’s growth has been more moderate, in part Source: California Employment Department Division, June 2017 due to its geographic location and in part due to recent fire seasons that have caused significant damage in the area.10 All three counties are experiencing decade-low unemployment rates and strong home sales. Construction has been slow to rebound, but real estate and tourism-related industries have risen sharply over the last five years. Tourism and hospitality revenues are on the rise and provide over 10% of the jobs in Sonoma and Mendocino Counties.

7 Bureau of Labor Statistics, 2010 8 California Association of Realtors, 2009-2017 9

Sonoma-Mendocino CEDS, November 2016 10 10 Northbay Business Journal, February 2017

SECTION II: SUMMARY BACKGROUND

Sonoma County is the region’s economic driver with the most diverse economy of the three counties (as indicated by a more even distribution of employment across industries as shown in the chart above). While the cost of living is high in Sonoma County, it is still significantly lower than in the Bay area, positioning the county as a lower-cost service hub. It also boasts the largest population center of the three counties in the City of Santa Rosa. The Executive Director of the Sonoma County Economic Development Board described the economy as “booming” in almost all business sectors.11

The agreeable climate and rural nature of the region leads to a large percentage of Source: Sonoma County 2016 Crop Report acreage used for agricultural purposes. Agricultural land comprised 58% of total land in Sonoma County, 40% in Mendocino County and 19% in Lake County.12 The value of agriculture reached over $1 billion for the three counties combined in 2015. The top producing crop (excluding marijuana) for all three counties is grapes and wine, accounting for approximately two-thirds of the agriculture value in Sonoma and Lake Counties and 40% of the value in Mendocino County.13 Since 1996 when California made the use of medical marijuana legal, Mendocino County has been part of the largest cannabis-producing region in the country. The passage of Proposition 64 in November 2016 made recreational marijuana legal in California for the first time. There will undoubtedly be economic opportunities and challenges as a result of this new industry over the next five years.

The high cost of living in the region is a major obstacle for business growth, both in terms of higher operating costs and maintaining a qualified workforce. This challenge will be compounded by the retirement of large waves of baby boomers over the next five to ten years. The aging population will also create economic

11 The Press Democrat, Economic Forecast: Unemployment low in Sonoma County but key challenges remain, January 12, 2017 12

2012 U.S. Census of Agriculture 11 13 2015 Sonoma, Mendocino and Lake County Crop Reports

SECTION II: SUMMARY BACKGROUND

opportunities. As the local population ages, there will be growth in the healthcare industry, which is already the second largest industry in the region. Nationally, as baby boomers retire many may begin to travel more, creating the potential for even greater gains in the tourism and hospitality industries.

DCR TRIBE

The primary economic driver for the DCR Tribe has been the River Rock Casino which opened for business in 2002. The casino has provided revenues to fund critical Tribal government services, as well as provide quality jobs to Tribal members and the surrounding community. Since the opening of a competing casino in 2013, River Rock has experienced a 50% decline in revenues and been forced to cut its workforce by over a third. In addition to the casino, the Tribe generates revenue from the Alexander Valley RV Park and Campground, the OHOSA Tobacco Shop (located in the casino), the Bellacana Vineyards and its newly created Bellacana Wines.

Not surprisingly, almost 23% of employed Tribal members work in the leisure and hospitality industry. The Tribe currently employs just over 400 people, with the casino and campground accounting for well over 90% of these jobs. After leisure and hospitality, educational and health services (17.2%) followed by the retail industry (15.1%) are the largest employers of Tribal members. According to the 2017 DCR CEDS Survey, 9% of Tribal members are self-employed and over 58% expressed some Source: 2017 DCR CEDS Survey; Calif. Employment Department Division, June 2017 level of interest in starting their own business.

Although River Rock Casino revenues have been stabilized and there is potential for future growth, the Tribe has placed a priority on diversifying revenue sources to help build a more resilient and sustainable Tribal economy in the future. 12

SECTION II: SUMMARY BACKGROUND

Housing

Sonoma County, where most Tribal members reside, is one of the most expensive housing markets in the country when home prices are compared to incomes. Home prices in the county have been climbing since 2012, when prices began to rebound after the historic market crash. The median home price has jumped almost 90% during this time. In June 2017, the median price for a three- bedroom, two-bath home was $627,250. The median household income in the county was just over $64,000.14 The Housing Affordability Index (“HAI”) prepared by RealtyTrac using median housing and income numbers placed Sonoma County as one of the top ten least affordable housing markets in the nation. The general rule of thumb is that no more than 30% of a household’s income should be spent on housing. According to the HAI calculation, it would have taken 82% of the average Sonoma resident’s salary to afford the mortgage payment on the median house in 2016. For Tribal members who have even lower incomes on average, this means finding affordable housing is extremely challenging at best. The dream of homeownership is unreachable for many Tribal members, who own homes at less than half the rate of the total population across the three-county region. 15 Mendocino and Lake Counties are more affordable with median home prices of $445,000 and $259,500, respectively.

The housing issue also creates challenges for businesses trying to fill their labor force. With limited affordable housing options in the area, new and growing businesses are unable to attract and keep new workers.

$627,250 $445,000 $259,500 $555,410 $265,500 Sonoma County Mendocino County Lake County California United States

Sources: California Association of Realtors, June 2017 (California prices); National Association of Realtors, June 2017 (US price)

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American Community Survey 2015, 5-year estimates 13 15 2017 DCR CEDS Survey; U.S. Census Bureau, 2015 ACS 5-yr Estimates

SECTION II: SUMMARY BACKGROUND

Education

Most living wage jobs in the region require some form of post- Source: 2017 DCR CEDS Survey; American secondary education. DCR Tribal members lag behind the Community Survey, 2014 5-yr estimates educational attainment of the region as a whole, which can make competing for quality jobs in the area challenging. In Sonoma County, 29.4% of the population over 17 has a bachelor’s degree or higher, compared to just 10.5% of DCR Tribal members.

There are a number of educational institutions in the region that offer post-secondary certificates and degrees including Sonoma State University, Mendocino College, Empire College and Santa Rosa Junior College.

Although there are fewer college graduates among Tribal members, the 2017 DCR CEDS Survey showed that 49% of adult Tribal members have a long-term goal to improve their education, and 19% hope to achieve a bachelor’s degree or higher.

The DCR Tribe places a high priority on education, providing financial support for Tribal members obtaining post- secondary education in the form of vocational certificates, two-year and four-year college degrees, and post-graduate studies.

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SECTION II: SUMMARY BACKGROUND

SECTION III: SWOT ANALYSIS

Process Summary

In order to create the 5-year CEDS goals, the Tribe undertook a SWOT (Strength, Weaknesses, Opportunities, and Threats) analysis. A number of methods were used during the CEDS planning process to help develop this analysis. An assessment of the region’s economy and the Tribe’s current economic position, both described in the previous section, were taken into consideration. Industry clusters were identified to better understand the competitive advantages and opportunities in the region. In addition, input was collected from a broad cross section of Tribal members and key external stakeholders.

The SWOT analysis revealed a number of key strengths that the Tribe can capitalize on and leverage in order to take advantage of opportunities available in the regional market as well as to mitigate potential threats, such as another economic downturn or a natural disaster. The analysis also identified weaknesses, including workforce challenges and a lack of diversified revenue sources, which need to be addressed as part of the long-term plan. Consideration of economic resiliency served as the linchpin in this assessment. Building economic resiliency is key to achieving goals of long-term sustainability and viability for the DCR Tribe.

Strengths Weaknesses Opportunities Threats are relative competitive are relative competitive are chances for are chances or occasions for advantages, often disadvantages, often improvement or growth, negative impacts or decline, internal in nature. internal in nature. often external in nature. often external in nature. 15

SECTION III: SWOT ANALYSIS

Industry Clusters

Clusters are concentrations of related industries within an area that have reached a high enough level of economic activity to create strong infrastructure through their industry-related linkages. Building on the linkages within clusters can help a region grow their competitiveness and enhance productivity for local companies. They also create opportunity for new businesses, innovation, job growth and wage increases. Local clusters include industries that primarily serve the local market. Traded clusters sell to markets that are outside the region. This may include things like exporting a product, or serving tourists coming from outside the area. Traded clusters bring new money into the region, while local clusters pull from money already in the local economy. There are 28 strong16 clusters in the 3-county region representing over 54,000 jobs.

SONOMA-MENDOCINO-LAKE COUNTY REGION CLUSTERS

Source: U.S. Cluster Mapping Project, Institute for Strategy and Competitiveness, Harvard Business School, 2015

16 16 Strong clusters are defined by the Harvard Business School as a cluster that has high employment specialization in a region.

SECTION III: SWOT ANALYSIS

FOOD PROCESSING AND MANUFACTURING

Food Processing & Manufacturing is the strongest cluster, ranking 28th in the nation for its specialization, and accounting for the largest number of jobs in the region. This cluster has also had the highest job creation over the last five years. Within the Food Processing and Manufacturing cluster, Wineries are the top segment for employment, followed by Specialty Foods and then Malt Beverages. Growth in the winery industry creates opportunity for the DCR Tribe with its Wineries vineyard and newly-created Bellacana wines.

HOSPITALITY & TOURISM Specialty Foods & Ingredients

Not surprisingly, the second strongest cluster is Hospitality & Tourism, with the region ranking 75th in the nation. The largest employment and job creation segments within this cluster are Accommodations followed by Gambling Facilities. Tourism Related Services are a distant third. This cluster is linked to the strength of the Food Processing & Manufacturing cluster. Much of the tourism in the region is due to the strong national and international reputation of local wineries. Approximately 10% of the region’s tourists come from other countries. Although this sector tends to pay lower wages on average, it also creates great opportunity to leverage the Tribe’s existing assets. Accommodations & Related Services

OTHER STRONG CLUSTERS

Gambling Facilities The third strongest cluster is Distribution & E-Commerce, with the region ranking 109th in the nation. Companies in wholesale electronics and professional and commercial equipment supplies have provided the most employment and

job growth in this cluster. Business Services follows closely behind as the fourth Source: U.S. Cluster Mapping Project, Institute for Strategy and strongest cluster. This cluster is driven by corporate headquarters located in the Competitiveness, Harvard Business School 17 region and computer services.

SECTION III: SWOT ANALYSIS

Tribal Assets & Resources

TRIBAL GOVERNMENT

The DCR Tribe is governed by the Tribal Council through a five-member Board of Directors which is elected every two years. The Tribal Council elects the Board and consists of all adult members of the Tribe. Because all Board members are up for election at the same time, the election cycle can create challenges when all, or nearly all, of the Board members are newly elected. When this happens, sound economic projects and other developing activities that are underway can be delayed, sidelined or even halted as the new Board takes the time necessary to learn about the details of these projects and activities. Shorter, two-year terms also make it challenging for Board members to follow-through on new projects and commitments made to the Tribal membership.

The Board of Directors oversees the Tribal departments, which are designed to protect and strengthen Tribal resources and provide important services and support to the membership. The Tribal government staff has been streamlined over the last three years as a result of declining revenue. However, key departments remain in place including Support Services, Public Works, Finance, Housing, Education, and Human Resources. The Dry Creek Business Authority (“DCBA”) is a separate legal entity created to oversee and pursue Tribal enterprise opportunities.

The Tribe maintains a number of Tribal codes including a judicial code, business policy code, corporate and tribal entities code, non-profit corporation code, Tribal Employment Rights Office code, children’s code and tribal land leasing code. The Tribe also has several environmental ordinances that address water quality, solid waste, sewer system, and water supply on the Rancheria.

DCBA Board members are elected by the membership every two years. The Tribe’s Gaming Commission is also an independently elected regulatory body that was formed to ensure the integrity of the River Rock Casino and that it complies with all federal, state and tribal gaming laws. Commissioners, who serve overlapping terms, are elected every three years.

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SECTION III: SWOT ANALYSIS

TRIBAL LAND

The DCR Tribe currently has 690 acres of land assets, including trust, fee and leased land. These properties are used for a variety of purposes and can be further developed to support cultural activities, enhance economic development, and improve revenue diversification.

1) Dry Creek Rancheria: A 93-acre tribal trust parcel located on a hillside with expansive views of the Alexander valley. This is the site of the River Rock Casino as well as certain Tribal departments. 2) Proschold Property: A 310-acre fee parcel contiguous to the Rancheria. It has frontage on both sides of the Russian River and is the site of Bellacana Vineyards. 3) Alexander Valley Campground: A 6.2-acre tribal trust parcel a few miles from the Rancheria, also with Russian River frontage. 4) Petaluma Property: 265 fee acres (multiple parcels) in Petaluma, about 45 miles south of the Rancheria. This property includes wetland, agricultural, and commercial zoned lands. 5) Lake Sonoma: A 27-acre leased property located near Lake Sonoma that is home to the Tribe’s brush harbor. The brush arbor is used for Tribal ceremonies and gatherings. This property is under a 25-year renewable lease from the Army Corp of Engineers. 19

SECTION III: SWOT ANALYSIS

TRIBAL ENTERPRISES

The Tribe owns several businesses that generate revenue and provide jobs for Tribal and community members. While the casino has been the primary economic driver, non-gaming businesses create opportunities to further diversify income, build resiliency and grow the Tribe’s economic base. All of the Tribal businesses fall within the two strongest clusters in the region – Food Processing & Manufacturing and Tourism & Hospitality. The linkages between the businesses create synergies and opportunities for growth, but they also create risk should one of these industries experience a decline.

Alexander Valley RV Park & Campground: The campground is located five miles north of Healdsburg off of Highway 101, just a few miles from the River Rock Casino. It offers both tent and RV sites, as well as a convenience store. The campground is nestled within prime wine country and has direct access to the Russian River. The campground is currently underutilized, but has strong opportunity for growth due to its location.

Bellacana Vineyards: In 2012, the Tribe purchased a 110-acre vineyard that is adjacent to the Rancheria and borders the Russian River. Located in an elite growing region, the vineyard produces premium grapes. The majority of revenue currently generated from the property is through the sale of these grapes to other wineries.

Bellacana Wines: In 2015, the Tribe kicked off the inaugural release of its Bellacana wines from the Bellacana Vineyards. Several of the wines have already received awards in regional wine tasting competitions. This enterprise is still in the start-up phase, but offers tremendous potential for contributing to the strength of the Tribal economy.

OHOSA Tobacco Shop: OHOSA opened in 2013, started in a small trailer on the Rancheria. It has experienced growth every year and is currently located within the River Rock Casino. The shop offers cigarettes, cigars, as well as local memorabilia such as t-shirts and hats. OHOSA has potential to grow all aspects of its business but is currently limited by its retail space. 20

SECTION III: SWOT ANALYSIS

River Rock Casino: The River Rock Casino opened in 2002 and was the county’s flagship casino for 12 years. In late 2014, the Graton Casino & Resort opened 30 miles south of River Rock. Its proximity 30 miles closer to the Bay Area and larger facility has had a significant financial impact on the Tribe. Declining casino revenue forced the Tribe to reduce its workforce, cut certain social services to Tribal members, and lower Tribal per capita payments. Although the competition has presented real challenges, the Tribe has turned this challenge into a strength by streamlining costs, growing efficiencies, and restructuring debt obligations. This has helped to build economic resiliency and positions the Tribe to capitalize on future opportunities. Casino revenues have now stabilized and with the growing level of tourism in the area and the complimentary addition of the Bellacana vineyards, there is strong potential for future growth.

Culture & History

The DCR Tribe has an ongoing commitment to preserving the strength of its history and cultural identity by promoting cultural activities, supporting Pomo language teaching, and incorporating these values into all planning processes. Ancestors of the Pomo people lived in the region thousands of years ago. Back then surviving and thriving meant balancing the use of natural resources for sustenance with protecting and preserving the land for future generations. This value remains today among Tribal members and is evidenced by Tribal laws and ordinances, as well as day- to-day practices carried out on the Rancheria and in the Tribal government.

The brush arbor at Sonoma Lake was built from natural resources to provide a place to hold Tribal ceremonies and gatherings. Pomo basket weaving from indigenous materials such as willow roots, sedge grasses and bulrushes is a long-standing cultural practice. Pomo baskets are recognized and valued around the world. Jewelry making using abalone shells and clamshells collected from coastal waters is another cultural art form that is still practiced today. The Tribe is also making efforts to preserve its language by creating language tools that connect with youth and are accessible to all Tribal members. 21

SECTION III: SWOT ANALYSIS

Public Input

Between January and June of 2017, 36 people participated in individual and group interviews representing every Tribal department, the Board of Directors, DCR enterprise managers, private business owners, and external stakeholders. In addition, there were two focus groups held. Tribal employees were invited to participate in a focus group on June 13, 2017 where 15 employees participated. A focus group was also held on May 23, 2017 at the monthly elders meeting, with 34 elders participating. Tribal member input on economic development priorities was also gathered at the bi-annual Tribal Member Meeting. Finally, to gather accurate background information and ensure maximum public input, a CEDS survey was mailed to every adult Tribal member in the spring of 2017. There were 379 returned surveys, a 54% response rate. (See Appendix A for a more detailed list of all interviews and meetings.)

During the interviews and focus groups, people were asked about strengths, weaknesses, opportunities and threats in regard to Tribal economic development, and within the context of their particular position, whether it be as a Tribal employee, an elder, a small business owner, or an external stakeholder. People were also asked to identify economic development priorities that they felt should be tackled over the next two to five years, and longer. This section provides a summary of key findings and themes that surfaced as a result of this input.

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SECTION III: SWOT ANALYSIS

Strengths Weaknesses Opportunities Threats SWOT ANALYSIS • Board support for economic • Cost of housing • Increasing workforce skills • Natural disasters (earthquakes, development • Cost of living; cost of child care through training and partnership flooding, draught, etc.) • Casino • Reduced staff to support (with colleges, Chambers, etc.) • Additional onerous local and state • Tribal properties projects and services • Enhancing the casino – child care, regulations • Heritage, culture and language • Limited revenue for future hotel, gas station, restaurant, • Rising cost of healthcare • Natural scenic beauty and natural projects building a permanent structure • Rising cost of land and housing resources • Dependence on casino revenues • Growing the winery business (add • Tightening Federal funding • Tribal member talent and (limited diversification) a tasting room, marketing, etc.) • Additional gaming competition potential • Workforce skills • Improving the campground • Regional, national or global • Tribal leadership • Limited education • Growth of OHOSA Tobacco Shop economic downturn that impacts • Taking care of our elders • Health care costs • Leasing Petaluma property tourism • Per capita for Tribal members • Board turnover • Creating new tribal enterprises • Tribe’s education programs and • 2-year Board terms (too short) • Micro and small business start- scholarships • Business and financial skills for ups in certain industries • Westwater Financial (tribally Tribal members, managers (hospitality, art, lawn services, IT, created community loan fund) • Rancheria infrastructure arts/crafts, catering, food trucks) • Employment opportunities • Lack of meeting place / • Developing the DCBA • Tribe’s financial position is community center for Tribe • Creating a community center / strengthening • Communication among Tribal cultural center for the Tribe • Water rights entities/Tribal members • Creating mentoring and • Area attracts many tourists – • Access to affordable capital for internship opportunities for youth good for tourism-related businesses • Strengthen Tribal government by businesses • Affordable land for new revising BOD election terms • Housing support programs businesses / projects • Growth of Westwater Financial to • State regulations for businesses offer larger loans • Youth involvement in Tribal • More active TERO program government

23

SECTION III: SWOT ANALYSIS

ECONOMIC DEVELOPMENT PRIORITIES – BY GROUP

Tribal Departments Elders Tribal Employees • Revenue diversification • Grow new and existing • Workforce development Elder Focus Group • Casino enhancements business interests that bring training May 23, 2017 (childcare, hotel, gas station, revenue • Management training permanent structure) • Diversify revenue sources • Improve / strengthen • Expand and grow all existing • Reduce/restructure debt existing businesses Tribal enterprises • Provide housing assistance • Lower cost medical • Add Tribal Administrator for seniors and low-income insurance • Strengthen DCBA to develop • Place Tribal properties in • Develop Petaluma new businesses trust property • Provide housing assistance • Provide more educational • Pay off Tribal debt • Workforce development programs for youth and • Support homeownership training Tribal members and affordable housing • Develop Rancheria • Create Tribal community opportunities infrastructure center on Tribal land • Casino enhancements • Gaming Commission office (childcare, gas station, on Rancheria coffee shop, hotel, • Reduce and restructure permanent structure) Tribal debt • Lease Petaluma property • Develop wetlands mitigation bank • Creek restoration on Rancheria Note: Priorities summarize themes expressed by each group and are listed in no particular order. Tribal Employee Focus Group June 13, 2017 24

SECTION III: SWOT ANALYSIS

ECONOMIC DEVELOPMENT PRIORITIES – BY GROUP

Tribal Member Businesses External Stakeholders • Financial and business • Workforce development education for small business • Financial and business owners education • Small business networking and • Partnerships with colleges, support within the Tribe Chambers of Commerce, and • Focus on Tribal education other educational entities • Youth programs • Youth mentoring and career • Longer, staggered terms for planning Tribal Board of Directors • Developing individual owned • Expand Westwater services microenterprises and small (loans, training, Individual businesses Development Accounts, etc.) • Partnerships to increase capital • Preventative health care access services • Enhance existing Tribal enterprises 25

SECTION III: SWOT ANALYSIS

ECONOMIC DEVELOPMENT PRIORITIES – TRIBAL MEMBER MEETING

A project priority poster board was made available for member input at the bi-annual Tribal Member Meeting held on April 29, 2017. Tribal members were given three sticky dots and asked to place their dots on the economic development activities they thought were most important. Approximately 78 people participated in this activity. There was support across the spectrum of economic development activities. Housing was chosen most frequently as a top priority, followed by building a hotel at River Rock Casino and growing Tribal revenue.

26

SECTION III: SWOT ANALYSIS

ECONOMIC DEVELOPMENT PRIORITIES – CEDS SURVEY

In May 2017, a CEDS survey was mailed to every adult Tribal member. There were 379 returned surveys, a 54% response rate. There were 38 questions on the survey, which addressed demographic and socioeconomic information, economic development priorities, and other general information. For a list of all survey questions please see Appendix B. Below are the questions most relevant to economic development priorities.

Tribal members are most interested in seeing a hotel, affordable housing, and a community/cultural center built on the Rancheria. New and expanded Tribal enterprises are also a high priority. Other types of facilities they want to see include a gas station, permanent structure for the casino, a childcare center, a youth/teen center, and recreational facilities.

Housing services and youth and elder programs were identified as the top priorities of Tribal members, followed by economic development, job creation and assisting individual Tribal members start and grow their own businesses. The responses to this question highlight the importance Tribal members place on having a place to call home coupled with a strong Tribal community as the foundation for economic development. 27

SECTION III: SWOT ANALYSIS

Forty-six percent of Tribal members who participated in the survey felt there were barriers keeping them from full employment. Education and job training, combined, were cited as the biggest barriers. Job availability, care giving responsibilities (including childcare), education and transportation were also identified as significant barriers to gaining full employment.

DCR Tribal members are highly entrepreneurial in spirit. In the survey, 9% of Tribal members reported owning a business, slightly lower than the national average of 10%.17 Over 58% of Tribal members said they either were or may be interested in starting a business. The barrier to starting or expanding a business noted most frequently was not having enough capital (or cash flow), as cited by over 78%. Not knowing how to get started or what kind of business to start were also barriers. One-third of respondents cited the challenges around licensing and permitting as a barrier.

28 17 U.S. Bureau of Labor Statistics, 2015

SECTION III: SWOT ANALYSIS

SECTION IV: STRATEGIC DIRECTION & ACTION PLAN

Vision & Strategic Goals

A resilient and sustainable Tribal economy that leverages and preserves the strengths of the Tribe’s history and cultural heritage, builds diversified assets in Action an environmentally responsible way that can support the Tribe for current and Plan future generations, and provides opportunity, hope and, ultimately, an improved quality of life for all Tribal members. Vision, Goals & The goals, strategies and action plan are a result of analyzing demographic and Strategies economic data, evaluating the current position of the Tribe and the regional economy, assessing strengths and opportunities that can be leveraged, and identifying weaknesses and threats that need to be considered and addressed. SWOT Woven throughout the goals and strategies is the underlying principle of Strengths, Weaknesses, Opportunities, Threats building economic resilience and sustainability.

Background Information The following strategic goals were developed as part of this CEDS plan: (Demographic and socioeconomic status, current regional and Tribal ⇒ GOAL 1: Income Growth and Diversification economy, existing Tribal assets) ⇒ GOAL 2: A Strong and Cohesive Tribal Community ⇒ GOAL 3: Development of Our Most Valuable Resource – Our People ⇒ GOAL 4: Support the Building Blocks of a Resilient and Sustainable Economy

29

SECTION IV: STRATEGIC DIRECTION & ACTION PLAN

DCR CEDS: GOALS AND STRATEGIES GOAL 1: Income Growth and Diversification

Strategy 1.1 Strengthen and grow existing Tribal enterprises and related businesses The Tribe’s five enterprises – River Rock Casino, OHOSA Tobacco Shop, Alexander Valley RV Park & Campground, Bellacana Vineyards, and Bellacana Wines – all have potential for increased profitability and growth. Leveraging these assets that are already in place provide the greatest opportunity for income growth in the near-term.

Strategy 1.2 Leverage existing Tribal assets to pursue new enterprises and income generation opportunities In the near term, as the Tribe rebuilds capital reserves, it will utilize its land base to pursue low-investment income opportunities that offer healthy returns and diversify revenue sources. This will include developing a wetlands mitigation bank on the Petaluma property as well as considering leasing opportunities on the Rancheria and on the Petaluma property. In the medium-term, the Tribe will also evaluate the feasibility of developing new business that can offer new sources of income while creating synergies and promoting growth in existing enterprises. These may include a hotel, restaurant and gas station on or near the Rancheria. The Tribe will also make efforts to strengthen and support the Dry Creek Business Authority as a managing partner of certain Tribal enterprises.

Strategy 1.3 Support the development of microenterprise and small businesses owned by individual Tribal members Microenterprise and small business development are proven strategies for providing self-employment opportunities that can help to lift low-income individuals out of poverty. As small businesses grow, they can provide new jobs and help build the assets and wealth of Tribal families. DCR will support Tribal member businesses by working with partners such as Westwater Financial and the regional Small Business Development Center to offer financial management and small business training. DCR will also support networking opportunities among Tribal member business owners and makes a commitment to utilize these businesses whenever possible and feasible.

30

SECTION IV: STRATEGIC DIRECTION & ACTION PLAN

GOAL 2: A Strong and Cohesive Tribal Community

Strategy 2.1 Strengthen Tribal governance by adopting longer, staggered terms for the Board of Directors Effective Tribal governance is the foundation of a strong Tribe and prosperous Tribal economy. Current two-year terms can prevent elected leaders from implementing strategies and seeing projects through to fruition. This can stifle economic and social progress that is critical for Tribal sustainability. In addition, every two years the entire Board is forced to put their work on hold as they seek re-election. This stoppage of progress can create significant inefficiency in government operations. If there is a majority turnover in Board members, or entire turnover (which is possible), projects and progress face significant disruption which can lead to lost opportunities, wasted money, and loss of trust both within the Tribe and with external partners and stakeholders. Extending and staggering terms will help the Tribal government to operate more efficiently and effectively, and build the long-term relationships that are inherently necessary to recognize meaningful economic prosperity.

Strategy 2.2 Strengthen communication within the Tribe between elected officials, Tribal departments, and the Tribal membership Clear and consistent communication channels within the Tribe are essential to building Tribal cohesion and resiliency. With the reduction in Tribal staff over the last three years, elected officials and Tribal employees are busier than ever. This coupled with the geographic dispersion of Tribal departments and Tribal members can make communication challenging at times. In the CEDS Survey, Tribal members cited distance as the biggest reason for not attending more Tribal meetings and events. To ensure ongoing open and transparent communication within the Tribe the Board of Directors and department managers will continue to evaluate the effectiveness of current means of communication (newsletters, website, membership meetings, regular BOD meetings, Tribal department and employee meetings) and develop new methods to inform Tribal members of important Tribal issues and solicit feedback from employees and the membership. The CEDS planning process is one method. This five-year CEDS creates an opportunity for Tribal departments to collaborate together on priority projects according to the Action Plan. Progress on the CEDS will be evaluated annually and reported to the Tribal membership for input and feedback. In addition, the Tribe will continue its use of regular, in-person meetings and snail mail to communicate with members. It will also expand the use of technology to reach more members, more frequently, including increasing the use of social media, texting, expanding digital and email communication, making the website more interactive to attract more use, and utilizing video conferencing and other technologies to improve communication across distances. 31

SECTION IV: STRATEGIC DIRECTION & ACTION PLAN

Strategy 2.3 Develop, support and promote cultural activities that preserve the historical and cultural traditions of the Tribe The Tribe will continue to offer culture and language classes that promote cultural learning. A focus will be placed on connecting elders with youth so that tribal traditions can be passed down through the generations. The Tribe will also develop a community center on the Rancheria. This was identified as a high priority among Tribal members. Having a dedicated place where Tribal members can come together on Tribal lands will create more opportunities to support cultural activities and Tribal gatherings. It can also serve as a place to house cultural artifacts and memorabilia. This will help to build Tribal unity and preserve and protect the Tribe’s cultural history and identity.

GOAL 3: Development of Our Most Valuable Resource – Our People Strategy 3.1 Develop the skills and experience of the Tribal workforce The Tribe will continue to provide post-secondary education scholarships, as well as supporting the creation of new programs such as an education endowment, business trainings for Tribal managers, and professional development for Tribal employees. The Tribe will also focus on training programs targeted at developing the younger workforce ages 16-25. This segment of the Tribal population has tremendous potential to take advantage of a tight labor force and growing employment opportunities.

Strategy 3.2 Build the financial and life skills of Tribal members Many Tribal members and families are struggling to make ends meet financially and sometimes it can be difficult to meet the challenges of everyday life. Learning personal financial management tools and other life skills not only can help make everyday life less stressful, but it can also help open up future economic opportunities. Tribal departments will work with Westwater Financial to deliver appropriate financial literacy and life skill trainings.

Strategy 3.3 Support youth development, elder programs and essential services The youth are the future, and elders’ wisdom and historical knowledge are the glue that binds the Tribe together. The Tribe will continue to support important youth and elder services, including back-to-school support for families, child care assistance, elder transportation services, discounted senior meal program, and cultural programs that connect youth and elders. The Tribe will build external partners to increase the accessibility of all community resources. 32

SECTION IV: STRATEGIC DIRECTION & ACTION PLAN

GOAL 4: Support the Building Blocks of a Resilient and Sustainable Economy

Strategy 4.1 Develop and adopt an income reinvestment plan to meet current and future needs As Tribal revenues begin to grow again, the Tribe must find the appropriate balance between revenue sharing through Tribal per capita payments, funding current Tribal operations, and reinvesting for future economic development projects and to build a reserve to support long-term sustainability and resilience. To protect the long-term interest of the Tribe and guard against the normal political pressures of day-to-day needs and wants, the Tribe will develop a written revenue sharing and reinvestment plan that balances these two important components.

Strategy 4.2 Increase access to affordable capital to fund economic and community development Finding appropriate levels of affordable capital is often an obstacle to small business and economic development, both for the Tribe as well as for individual Tribal members. The Tribe will support Westwater Financial as it looks to expand its provision of affordable capital to Tribal members. The Tribe will also pursue grants, investments and low- cost debt to finance the development and expansion of Tribal enterprises as well as future community development endeavors.

Strategy 4.3 Pursue viable affordable housing projects Affordable housing is one of the most critical issues facing both Tribal members and the region as whole. With a limited land base and the astronomical cost of housing as compared to average Tribal incomes, this creates a complex and difficult challenge for the Tribe. But without the basics of a safe and affordable home, real economic prosperity is not achievable. In the short-term, the Tribe will continue to support building Tribal members skills to prepare them for successful home ownership, including offering homebuyer education, home ownership training, and financial literacy training and credit coaching. The Tribe will also continue to pursue resources to help subsidize housing costs, particularly for elders and low-income families. In the longer-term, the Tribe will work with local, regional and federal partners to identify opportunities to support sustainable housing projects, including evaluating the feasibility of utilizing low income tax credits.

33

SECTION IV: STRATEGIC DIRECTION & ACTION PLAN

Strategy 4.4 Strengthen existing economic resiliency planning and preparation Building economic resiliency includes planning and protecting against both natural and economic disruptions. The Tribe will continue to coordinate with local, regional, state and federal entities to ensure the Tribe is prepared to deal with natural disasters that may strike. The Public Works department has developed a disaster preparedness plan that aligns with the Sonoma County Hazard Mitigation Plan. The plan assesses hazard vulnerabilities on the Rancheria and identifies mitigation actions the Tribe will pursue, in collaboration with regional and national entities, to protect the public and limit the damage and impact of potential hazards such as earthquakes, floods, fires, landslides, and other natural disasters. The Tribe will update this plan at least every five years, including adopting improved communication methods as technology permits. In addition to hazard planning, resiliency also means protecting against economic disruptions. The Tribe had first-hand experience with this in 2014 when Graton Casino opened, significantly impacting the Tribe’s economic position. As a result, the Tribe has streamlined governmental operations and focused on diversifying revenue sources, as described in this CEDS plan, to mitigate the potential of a future economic decline. The Tribe will also pursue other activities that help insulate against economic disruptions, including building reserves as described in Strategy 4.1, and investing in energy efficiency projects that will support reduced operating costs and support environmental sustainability.

Action Plan – Priority Projects and Activities

The following action plan is the result of considering all input received during the CEDS planning process, identifying key goals and strategies to achieve those goals, and prioritizing actions and activities that will move the Tribe towards achieving the strategic goals. The SWOT was also taken into consideration when deciding which projects should be prioritized. The Action Plan includes shorter-term projects that will be completed during the five-year CEDS timeline. It also includes longer-term projects that are priorities but may take longer to start and complete due to the amount of resources required. Each project and activity has a timeline to indicate priority, and also references the relevant goal and strategy it is connected to.

34

SECTION IV: STRATEGIC DIRECTION & ACTION PLAN

CEDS ACTION PLAN – SHORTER-TERM PROJECTS Goal / Description Cost Potential Funding Project/Activity Strategy (What/Who) Estimate18 Sources Timeframe Address River Rock Casino debt 1.1 BOD will work with investors, county and N/A Private investors 1 year refinancing and compact issues state to renegotiate financing, state compact, and liquor license issues Develop a wine tasting room 1.1 The Wine Committee will develop TBD Tribal resources 1-3 years For Bellacana wines feasibility study and create and implement a business plan to promote and market the Tribe’s wine, including creating a wine tasting room. Alexander Valley RV & Park 1.1 DCBA will assess the facility and the TBD Tribal resources, 1-3 years Campground upgrades market, and prepare and implement a EDA, USDA Rural business plan to support upgrades. Development Expand OHOSA 1.1 OHOSA Manager will identify potential TBD Tribal resources, 1-3 years space options and develop and private funders implement a plan that addresses expansion of retail space. Wetland mitigation bank on 1.2 The BOD will work with RiverBank TBD Private investors 1-3 years the Petaluma property Conservation, LLC to place a portion of the Petaluma property into status as a mitigation bank. Mitigation credits may be sold, or used to offset future development on the property. Leasing a portion of the 1.2 The BOD will identify and evaluate <$20,000 Public or private 1-3 years Petaluma property potential leasing opportunities that meet (attorney lessee a viable community need. fees) Provide entrepreneurial, small 1.3 Housing and other appropriate Tribal $2,000 Public and private 1-3 years business and financial literacy 3.2 departments will partner with and up grants training 4.2 Westwater Financial to support Westwater in providing trainings; discuss

35 18 Cost estimates include new costs to the Tribe. They do not include staff time or other internal resources used in the activity.

SECTION IV: STRATEGIC DIRECTION & ACTION PLAN

and support need to increase loan amounts and uses (small business) Create a webpage on the Tribe’s 1.3 The Tribe’s Economic Development N/A Internal staff time 1 year, Website for a list of Tribal Assistant will gather business owner update Member owned businesses information. The IT department will annually create a page on the Tribe’s website to house this information. Increase and stagger BOD 2.1 The BOD will work with the Legislative > $5,000 Tribal resources 1-2 years election terms Committee to begin the process for changing terms. Evaluate CEDS and report on 2.2 Grants department will lead this process. N/A Internal staff time 1-5 years, progress annually annually

Build a community / cultural 2.3 Public Works department will complete $1-$2 Federal grants, 1-3 years center on the Rancheria current infrastructure work. The BOD, million Tribal resources Fiscal and Grants departments will determine final funding sources. The facility will be built. Build professional development 3.1 Department managers will work with $25,000 Tribal resources 1 year into Tribal government staff Tribal employees to identify appropriate annual goals professional development training opportunities, which will become part of each employee’s annual goals. Provide affordable housing 4.3 Housing department will partner with TBD Federal and state 1-3 years services and housing subsidies Westwater Financial to provide grants, Tribal homebuyer education and financial resources literacy training. Housing department will pursue grants to support housing subsidies and other feasible housing programs for Tribal members. Review and update disaster 4.4 Public Works and the Casino will review N/A Internal staff time 1-5 years preparedness plan regularly and update the plan as the Tribe’s assets and resources change. 36

SECTION IV: STRATEGIC DIRECTION & ACTION PLAN

CEDS ACTION PLAN – LONGER-TERM PROJECTS Goal / Description Cost Potential Funding Project/Activity Strategy (What/Who) Estimate Sources Timeframe Build a permanent structure for 1.1 The BOD will evaluate the financial TBD Tribal resources, 3-7 years the Casino feasibility of building a permanent casino private investors structure once the current debt and the market allow for it. Hotel/resort, gas station, and/or 1.2 When financially feasible, the BOD will TBD Tribal resources, 3-10 years Restaurant on or near the evaluate business ideas and develop private investors, Rancheria business plans for potential new grant funding enterprises on or near the Rancheria. Create an education 3.1 The BOD and Financial department will TBD Tribal resources, 3-10 years endowment evaluate the feasibility of creating an private grants education endowment to provide permanent resources to support the advancement of Tribal members’ educational levels Income reinvestment plan 4.1 Once the casino financing has been N/A Internal staff time 3-7 years restructured and Tribal revenues increase from enterprise growth, the BOD will develop a long-term income reinvestment plan for the Tribe. Sustainable affordable housing 4.3 The BOD and the Housing department TBD TBD 5-10 years projects will seek innovative, affordable housing projects that build assets, generate income and are sustainable over the long-term.

37

SECTION IV: STRATEGIC DIRECTION & ACTION PLAN

RESOURCE PARTNERS

Public and private partnerships and collaborations are key to any successful economic development. This is particularly true for the DCR Tribe due to its geographic location, the importance of tourism and other regional factors that affect Tribal enterprises, and the fact that Tribal members do not reside on Tribal land. Through partnerships, the Tribe is able to leverage its assets and strengths to maximize resources available to support economic development for both the Tribe and the region.

Community Colleges & Universities – Many DCR Tribal members take advantage of community colleges and universities in the region to advance their education. DCR will work to develop these relationships to further support Tribal member educational opportunities and utilize small business development resources such as the Napa-Sonoma Small Business Development Center.

Sonoma County – While there has been historical tension with County partners, due in large part to Tribal sovereignty and gaming issues, the current DCR government is making efforts to build a working relationship with the County to further economic progress for all parties.

Economic Development Administration – EDA is funding the development of this CEDS. DCR hopes to grow this relationship in the future so that the Tribe can access larger amounts of capital to implement certain projects identified in this plan.

U.S. Army Corp of Engineers – DCR’s partnership with the Army Corp of Engineers led to leasing ground at Sonoma Lake to build the Tribe’s brush arbor. USACE will play an important role in permitting the wetlands mitigation bank on the Petaluma property.

U.S. Environmental Protection Agency – DCR is committed to the environmental protection of the Rancheria and all of its properties. EPA has been a key partner in the Tribe’s Rancheria creek restoration efforts to remove invasive vegetation, replant native species, and improve water quality of the creek and the Russian River. DCR will continue to build this partnership to help ongoing environmental protection efforts.

Westwater Financial, Inc. – Westwater is a Native Community Development Financial Institution (CDFI) certified by the U.S. Department of Treasury. Westwater was created by the Tribe but operates now as a separate legal entity with an independent Board of Directors. Westwater has been a key partner of the Tribe, providing financial literacy training, microenterprise training and small dollar consumer and microenterprise loans that provide affordable and fair alternatives to high-cost, predatory lenders. DCR and Westwater will expand this partnership to further support small business development. Westwater will also evaluate the viability of offering housing services. 38

SECTION IV: STRATEGIC DIRECTION & ACTION PLAN

SECTION V: EVALUATION FRAMEWORK

Performance measures are established to gauge progress made on the CEDS plans, as well as to determine how effective the goals and strategies are in helping to improve the economic position of the Tribe and Tribal members. The evaluation framework should answer the questions, “Are we achieving our goals?” and “What can we do better?” The following evaluation framework is designed to determine if the Tribe is moving forward within the identified strategies, and measure progress made in creating economic opportunities and successes.

⇒ GOAL 1: Income Growth and Diversification Performance Measures Measurement Tool • Increased income growth from Tribal enterprises > Tribal financial statements, 2016 baseline year • Increased percent of non-gaming revenue as a total of all Tribal > Tribal financial statements, 2016 baseline year revenue • Increased employment from start-up and growth of existing > Number of business loans made by Westwater Financial, 2016 Tribal-member owned businesses baseline year > Number of Tribal member businesses requesting to be listed on the Tribe’s website • Increased average income for Tribal members > 2021 Tribal member survey, 2017 CEDS survey as baseline

⇒ GOAL 2: A Strong and Cohesive Tribal Community Performance Measures Measurement Tool • Longer election terms implemented > Revised DCR Election Code • Increase in the number of Tribal members participating in cultural > Sign-in sheets for classes and language classes and programs • Increase in the number of Tribal gatherings > Tracking the number of tribal gatherings held annually

39

SECTION V: EVALUATION FRAMEWORK

⇒ GOAL 3: Development of our Most Valuable Resource – Our People Performance Measures Measurement Tool • Increased number of Tribal members who have completed post- > 2022 Tribal member survey, 2017 CEDS survey as baseline secondary education • Increased number of Tribal members who have participated in > Tribal department and Westwater Financial class attendance financial literacy and life skills trainings sign-in sheets • Increased number of youth who have utilized Tribal scholarships > Annual report from the Finance Department for education

⇒ GOAL 4: Support the Building Blocks of a Resilient and Sustainable Economy Performance Measures Measurement Tool • Increased number and dollar amount of loans to Tribal members > Westwater Financial loan trackings • Increased amount of Tribal reserves > Tribal financial statements, 2016 baseline year • Increased number of Tribal members who can qualify for a home > Housing Department records, 2016 baseline year mortgage

In addition to evaluating the performance measures above, the Action Plan will be evaluated to determine progress made towards achieving each project or activity listed. Per EDA requirements, this CEDS plan will be evaluated and updated annually. The evaluation process will be led by the Grants department, using measurements established in this section. In five years, the Tribe will conduct another Tribal Member CEDS Survey and undergo another Tribal-wide planning process to create a new five-year CEDS plan.

APPENDICES

40

APPENDICES

Appendix A – Public Input Summary

CEDS Committee Planning Meetings Interviews 2017 – January 23, March 22, April 18, May 15, June 12, July 25 January – June 2017 Tribal Enterprises DCR Board of Directors Planning Meetings Alexander Campground 2017 – January 25, June 13 Bellacana Vineyards Committee DCR Business Authority CEDS Tribal Member Survey Gaming Commission May-June, 2017 OHOSA Tobacco Shop River Rock Casino Tribal Member Meeting – Priority Project Poster Board Tribal Departments (approximately 78 participants) Finance April 29, 2017 Housing Public Works Elders Focus Group (34 participants) Social Services May 23, 2017 Tribal Member-Owned Businesses Gin’Gilli’s Tribal Employee Focus Group (15 participants) Larkfield Beauty Salon June 13, 2017 Mark West Lodge On Fleek Draft CEDS Public Comment Period Reflective Pool Repair October XX – November XX, 2017 Wright Realty External Stakeholders DCR Board of Directors Final CEDS Approval Napa-Sonoma Small Business Development Center November xx, 2017 Santa Rosa Chamber of Commerce Sonoma-Mendocino County CEDS/EDD Ukiah Chamber of Commerce Westwater Financial, Inc. Windsor Chamber of Commerce

41

APPENDICES

Appendix B – CEDS Tribal Member Survey

42

APPENDICES 2017 CEDS Survey

Q1 What is your gender?

Answered: 379 Skipped: 0

Female

Male

Respondent didn't answe...

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Answer Choices Responses

Female 54.88% 208

Male 44.33% 168

Respondent didn't answer this question 0.79% 3

Total 379

1 / 44 2017 CEDS Survey

Q2 What is your age?

Answered: 379 Skipped: 0

18 to 24

25 to 54

55-62

62 +

Respondent didn't answe...

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Answer Choices Responses

18 to 24 16.36% 62

25 to 54 59.89% 227

55-62 9.23% 35

62 + 13.46% 51

Respondent didn't answer this question 1.06% 4

Total 379

2 / 44 2017 CEDS Survey

Q3 How many adults live in your household? (If the respondent didn't answer, enter "1".)

Answered: 379 Skipped: 0

3 / 44 2017 CEDS Survey

Q4 How many children live in your household? (f the respondent didn't answer, enter "0".)

Answered: 379 Skipped: 0

4 / 44 2017 CEDS Survey

Q5 What type of facilities would you like to see constructed on tribal lands? Please choose your top three. (Respondent was asked to check three boxes. If less than three were checked, select no answer boxes. If more than three boxes were checked, please enter the first three.)

Answered: 379 Skipped: 0

Cultural center

Hotel

Low-income housing

Winery/Tasting room

Elder/Senior housing

Business

Upgrade campgrounds

No answer

No answer

No answer

Other (please specify)

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Answer Choices Responses

Cultural center 43.54% 165

Hotel 58.58% 222

Low-income housing 50.66% 192

Winery/Tasting room 19.53% 74

Elder/Senior housing 40.63% 154

5 / 44 2017 CEDS Survey

Business 25.86% 98

Upgrade campgrounds 12.66% 48

No answer 10.82% 41

No answer 6.86% 26

No answer 2.64% 10

Other (please specify) 14.51% 55

Total Respondents: 379

6 / 44 2017 CEDS Survey

Q6 Please rate the following services, priorities, and sections by priority/importance. Please choose your top three. (Respondent was asked to check three boxes. If less than three were checked, select no answer boxes.)

Answered: 379 Skipped: 0

Youth programs & services

Elder programs & services

Economic development/...

Housing services

Assist members with startin...

Expanded land base

Job creation

No answer

No answer

No answer

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Answer Choices Responses

Youth programs & services 59.63% 226

Elder programs & services 45.12% 171

Economic development/expansion 35.09% 133

Housing services 63.32% 240

Assist members with starting a business/business development 24.80% 94

Expanded land base 18.73% 71

Job creation 30.87% 117

7 / 44 2017 CEDS Survey

No answer 2.90% 11

No answer 2.11% 8

No answer 1.58% 6

Total Respondents: 379

8 / 44 2017 CEDS Survey

Q7 Are there barriers to your (or your family's) participation in tribal meetings or events? Please choose all that apply.

Answered: 362 Skipped: 17

I live too far away from...

Times aren't convenient f...

I don't hear about these...

I don't have adequate...

These events don't concer...

I don't believe my...

Other (please specify)

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Answer Choices Responses

I live too far away from meetings or events 45.03% 163

Times aren't convenient for me or my family 23.20% 84

I don't hear about these events or ways to participate in governance 10.22% 37

I don't have adequate transportation 17.68% 64

These events don't concern issues that are important tome or my family 3.31% 12

I don't believe my participation would make a meaningful difference 14.64% 53

Other (please specify) 32.60% 118

Total Respondents: 362

9 / 44 2017 CEDS Survey

Q8 Which services do you have at home?

Answered: 378 Skipped: 1

Internet

Phone (Including c...

Cable/Satellite

Respondent didn't answer

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Answer Choices Responses

Internet 74.34% 281

Phone (Including cell phone) 93.65% 354

Cable/Satellite 63.49% 240

Respondent didn't answer 1.59% 6

Total Respondents: 378

10 / 44 2017 CEDS Survey

Q9 How often do you visit the Dry Creek Rancheria website?

Answered: 378 Skipped: 1

Once a week or more

Several times a month

About once a month

A few times a year

Never or almost never

Respondent didn't answer

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Answer Choices Responses

Once a week or more 3.44% 13

Several times a month 4.76% 18

About once a month 14.81% 56

A few times a year 25.93% 98

Never or almost never 48.94% 185

Respondent didn't answer 2.12% 8

Total 378

11 / 44 2017 CEDS Survey

Q10 How would you like the Tribe to communicate with you? Please check all that apply.

Answered: 377 Skipped: 2

Newsletter (paper version)

Newsletter (online/emai...

Mailed message or letter

Emailed message or...

Texting

Blog

Facebook/Twitte r/Other soci...

Webcast of meetings

Respondent didn't answer

Other

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Answer Choices Responses

Newsletter (paper version) 53.58% 202

Newsletter (online/email version) 41.91% 158

Mailed message or letter 36.07% 136

Emailed message or letter 34.48% 130

Texting 16.18% 61

Blog 1.86% 7

Facebook/Twitter/Other social media 15.12% 57

Webcast of meetings 10.08% 38

Respondent didn't answer 0.80% 3

Other 3.18% 12

12 / 44 2017 CEDS Survey

Total Respondents: 377

13 / 44 2017 CEDS Survey

Q11 What best describes your current living situation?

Answered: 378 Skipped: 1

Homeowner

Renter

Living with friends or...

Living in a dormitory,...

Living in a temporary...

No residence (homeless)

Respondent didn't answer

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Answer Choices Responses

Homeowner 26.72% 101

Renter 41.53% 157

Living with friends or family in their home 24.60% 93

Living in a dormitory, barracks or other group housing institution 2.38% 9

Living in a temporary shelter 1.32% 5

No residence (homeless) 2.91% 11

Respondent didn't answer 0.53% 2

Total 378

14 / 44 2017 CEDS Survey

Q12 Are you interested in becoming a homeowner or buying a new home?

Answered: 378 Skipped: 1

Yes

No

Already own, not applicable

Not sure

Respondent didn't answer

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Answer Choices Responses

Yes 56.61% 214

No 8.73% 33

Already own, not applicable 22.49% 85

Not sure 10.32% 39

Respondent didn't answer 1.85% 7

Total 378

15 / 44 2017 CEDS Survey

Q13 What is your biggest barrier to homeownership or buying a new home?

Answered: 375 Skipped: 4

Not applicable

Lack of money for...

Poor credit history/low...

Cost/time/knowl edge to...

No affordable homes to...

Don't understand t...

Respondent didn't annswer

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Answer Choices Responses

Not applicable 30.13% 113

Lack of money for downpayment/closing costs 48.27% 181

Poor credit history/low credit score 28.27% 106

Cost/time/knowledge to maintain or keep up a home 8.80% 33

No affordable homes to purchase in my area 21.33% 80

Don't understand the process/where to get started 17.07% 64

Respondent didn't annswer 1.60% 6

Total Respondents: 375

16 / 44 2017 CEDS Survey

Q14 Are you looking for a new housing situation? If yes, what type of housing do you need?

Answered: 378 Skipped: 1

Not looking, not applicable

Single family home, 1 bedroom

Single family home, 2-3...

Single family home, 4+...

Apartment, 1 bedroom

Apartment, 2-3 bedrooms

College student housing

Supportive housing

Respondent didn't answer

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Answer Choices Responses

Not looking, not applicable 40.74% 154

Single family home, 1 bedroom 6.08% 23

Single family home, 2-3 bedrooms 30.42% 115

Single family home, 4+ bedrooms 11.64% 44

Apartment, 1 bedroom 6.08% 23

Apartment, 2-3 bedrooms 10.58% 40

College student housing 2.91% 11

Supportive housing 3.44% 13

Respondent didn't answer 2.12% 8

Total Respondents: 378

17 / 44 2017 CEDS Survey

Q15 What is your current employment status?

Answered: 378 Skipped: 1

Permanent Full-time (FT)

Permanent Part-time (PT)

Temporary FT

Temporary PT

Seasonal FT

Seasonal PT

Self-employed

Unemployed

Disabled

Retired

Respondent didn't answer

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Answer Choices Responses

Permanent Full-time (FT) 38.62% 146

Permanent Part-time (PT) 11.64% 44

Temporary FT 1.32% 5

Temporary PT 1.06% 4

Seasonal FT 0.79% 3

Seasonal PT 1.06% 4

Self-employed 6.08% 23

Unemployed 24.07% 91

Disabled 4.50% 17

18 / 44 2017 CEDS Survey

Retired 9.26% 35

Respondent didn't answer 1.59% 6

Total 378

19 / 44 2017 CEDS Survey

Q16 Which of the following workforce development trainings or other tribal assistance do you need to find a job?

Answered: 378 Skipped: 1

Vocational rehabilitation

Internship

Resume building

Tattoo removal

Job interviewing...

Respondent didn't answer

Not applicable

Other (please specify)

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Answer Choices Responses

Vocational rehabilitation 12.43% 47

Internship 14.81% 56

Resume building 20.37% 77

Tattoo removal 3.44% 13

Job interviewing skills 19.58% 74

Respondent didn't answer 17.20% 65

Not applicable 22.75% 86

Other (please specify) 16.67% 63

Total Respondents: 378

20 / 44 2017 CEDS Survey

Q17 What barriers are keeping you from full employment?

Answered: 378 Skipped: 1

Not applicable

Job availability

Childcare or other...

Education

Disability/heal th condition

Transportation

Job training

Criminal record

Respondent didn't answer

Other (please specify)

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Answer Choices Responses

Not applicable 46.56% 176

Job availability 10.32% 39

Childcare or other care-giving responsibilities 9.52% 36

Education 10.05% 38

Disability/health condition 8.99% 34

Transportation 8.99% 34

Job training 6.88% 26

Criminal record 5.56% 21

Respondent didn't answer 7.94% 30

Other (please specify) 8.47% 32

Total Respondents: 378

21 / 44 2017 CEDS Survey

Q18 What industry do you currently work in? Skip question if you are unemployed.

Answered: 378 Skipped: 1

Not applicable -- not...

Hospitality/lei sure (includ...

Agriculture/far ming/natural...

Education

Healthcare and social...

Retail

Manufacturing

Construction

Government: Dry Creek...

Government: Other

Professional, Scientific, ...

Business management o...

Respondent skipped...

Other (please specify)

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Answer Choices Responses

Not applicable -- not currently working 30.95% 117

Hospitality/leisure (including casino and gaming) 11.90% 45

Agriculture/farming/natural resources/fishing 0.79% 3

Education 2.65% 10

22 / 44 2017 CEDS Survey

Healthcare and social assistance 6.08% 23

Retail 8.47% 32

Manufacturing 0.53% 2

Construction 4.50% 17

Government: Dry Creek Rancheria 3.97% 15

Government: Other 2.91% 11

Professional, Scientific, or Technical services 3.70% 14

Business management of administrative support 4.50% 17

Respondent skipped question. Respondent didn't answer. 7.67% 29

Other (please specify) 11.38% 43

Total 378

23 / 44 2017 CEDS Survey

Q19 What is your highest completed level of education? (Respondent was to check one. If more than one is checked, enter highest level checked.)

Answered: 378 Skipped: 1

Below 9th grade

9th - 12th grade (no hi...

GED

High school diploma

Associate's degree...

Technical college or...

Bachelor's degree

Graduate, professional...

Respondent didn't answer

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Answer Choices Responses

Below 9th grade 3.44% 13

9th - 12th grade (no high school diploma) 19.05% 72

GED 11.11% 42

High school diploma 36.24% 137

Associate's degree (two-year, junior college) 7.41% 28

Technical college or certificate program 10.85% 41

Bachelor's degree 5.82% 22

Graduate, professional, or doctorate degree 4.50% 17

Respondent didn't answer 1.59% 6

Total 378

24 / 44 2017 CEDS Survey

Q20 Are you currently attending school or earning credit toward a degree?

Answered: 378 Skipped: 1

Yes

No

Respondent didn't answe...

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Answer Choices Responses

Yes 14.55% 55

No 84.66% 320

Respondent didn't answer or respondent check both yes and no. 0.79% 3

Total 378

25 / 44 2017 CEDS Survey

Q21 Do you have long-term educational goals? If so, what are they?

Answered: 378 Skipped: 1

Not applicable - No long-te...

GED

High school diploma

Associate's degree...

Technical college or...

Bachelor's degree

Graduate or professional...

Respondent didn't answer

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Answer Choices Responses

Not applicable - No long-term educational goals 48.94% 185

GED 6.08% 23

High school diploma 5.03% 19

Associate's degree (two-year, junior college) 12.43% 47

Technical college or certificate program 8.99% 34

Bachelor's degree 12.17% 46

Graduate or professional degree or doctorate 8.47% 32

Respondent didn't answer 6.35% 24

Total Respondents: 378

26 / 44 2017 CEDS Survey

Q22 Earned income: wages, salary, tips, bonuses, etc. (If respondent checked more than one box, check only the highest number)

Answered: 377 Skipped: 2

$0

$1 - $12,000

$12,001 - #32,000

$32,001 - $54,000

$54,001 - $75,000

$75,001 - $100,000

$100,000+

Respondent didn't answer

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Answer Choices Responses

$0 9.55% 36

$1 - $12,000 18.83% 71

$12,001 - #32,000 23.34% 88

$32,001 - $54,000 18.04% 68

$54,001 - $75,000 10.34% 39

$75,001 - $100,000 6.37% 24

$100,000+ 9.28% 35

Respondent didn't answer 4.24% 16

Total 377

27 / 44 2017 CEDS Survey

Q23 Social security benefits, SSI, disability, VA income: (If respondent didn't answer, check the "0" box.)

Answered: 375 Skipped: 4

$0

$1 - $12,000

$12,001 - $24,000

$24,001 - $36,000

$36,001+

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Answer Choices Responses

$0 83.20% 312

$1 - $12,000 11.47% 43

$12,001 - $24,000 3.73% 14

$24,001 - $36,000 1.07% 4

$36,001+ 0.53% 2

Total 375

28 / 44 2017 CEDS Survey

Q24 Rent or mortgage payment (If respondent didn't answer, check the "0" box.)

Answered: 377 Skipped: 2

$0

$1 - $500

$501 - $1,000

$1,001 - $1,500

$1,501 - $2,000

$2,001 - $2,500

$2,500+

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Answer Choices Responses

$0 13.26% 50

$1 - $500 16.45% 62

$501 - $1,000 19.36% 73

$1,001 - $1,500 16.71% 63

$1,501 - $2,000 16.18% 61

$2,001 - $2,500 7.69% 29

$2,500+ 10.34% 39

Total 377

29 / 44 2017 CEDS Survey

Q25 Utilities - electric, gas & water. (If respondent didn't answer, check the "0" box.)

Answered: 373 Skipped: 6

$0

$1 - $150

$151 - $200

$201 - 300

$301+

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Answer Choices Responses

$0 14.21% 53

$1 - $150 29.49% 110

$151 - $200 23.86% 89

$201 - 300 17.96% 67

$301+ 14.48% 54

Total 373

30 / 44 2017 CEDS Survey

Q26 Transportation (If respondent didn't answer, check the "0" box.)

Answered: 376 Skipped: 3

$0

$1 - 50

$51 - 100

$101 - 200

$201+

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Answer Choices Responses

$0 10.37% 39

$1 - 50 10.11% 38

$51 - 100 23.67% 89

$101 - 200 20.74% 78

$201+ 35.11% 132

Total 376

31 / 44 2017 CEDS Survey

Q27 Childcare (If respondent didn't answer, check the "0" box.)

Answered: 376 Skipped: 3

$0

$1 - $400

$401 - 800

$801+

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Answer Choices Responses

$0 83.24% 313

$1 - $400 9.31% 35

$401 - 800 3.99% 15

$801+ 3.46% 13

Total 376

32 / 44 2017 CEDS Survey

Q28 Which supportive or social services are needed by you or your family? Please select all that apply.

Answered: 377 Skipped: 2

Family counseling o...

Drug or alcohol...

Food assistance,...

Utility assistance

Rental assistance

Mental health counseling

Tutoring for a child in school

In-home care or nursing...

Childcare or daycare...

Respondent didn't check...

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Answer Choices Responses

Family counseling or mediation 10.08% 38

Drug or alcohol counseling or treatment 5.31% 20

Food assistance, meal delivery, commodities, or food stamps 27.85% 105

Utility assistance 31.83% 120

Rental assistance 43.77% 165

Mental health counseling 4.77% 18

Tutoring for a child in school 13.26% 50

In-home care or nursing assistance 4.77% 18

Childcare or daycare assistance 14.85% 56

Respondent didn't check any boxes 26.53% 100

33 / 44 2017 CEDS Survey

Total Respondents: 377

34 / 44 2017 CEDS Survey

Q29 What classes would you be interested in participating in? (If respondent didn't answer, check "None" box.)

Answered: 377 Skipped: 2

Native language...

Preparing traditional...

Oral histories/st...

Crafts: basket weaving,...

Wellness classes:...

None

Other (please specify)

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Answer Choices Responses

Native language classes 44.03% 166

Preparing traditional foods 31.03% 117

Oral histories/stories 29.44% 111

Crafts: basket weaving, beading, regalia 45.62% 172

Wellness classes: nutrition, diabetes prevention & management, stress relief, meditation/yoga, support groups, parenting 37.40% 141

None 18.04% 68

Other (please specify) 7.43% 28

Total Respondents: 377

35 / 44 2017 CEDS Survey

Q30 What modes of transportation are available to you? Select all that apply.

Answered: 377 Skipped: 2

Personal or shared vehicle

Public transportation

Carpool

Bicycle

Walk

Taxi, Uber, Lyft, etc.

Respondent didn't answer

Other (please specify)

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Answer Choices Responses

Personal or shared vehicle 85.15% 321

Public transportation 19.63% 74

Carpool 6.90% 26

Bicycle 13.00% 49

Walk 28.91% 109

Taxi, Uber, Lyft, etc. 14.32% 54

Respondent didn't answer 1.86% 7

Other (please specify) 4.24% 16

Total Respondents: 377

36 / 44 2017 CEDS Survey

Q31 What barriers do you face in getting the transportation you need? Select all that apply. (If respondent didn't answer, check the "None/no barriers" box.

Answered: 377 Skipped: 2

None/no barriers

Can't afford gas

Cost of payment/insu...

No driver's license

Disability/heal th condition

No public transportation

Unreliable public...

No taxi service

Biking or walking is...

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Answer Choices Responses

None/no barriers 63.93% 241

Can't afford gas 14.59% 55

Cost of payment/insurance/maintenance of a vehicle 21.49% 81

No driver's license 10.61% 40

Disability/health condition 2.92% 11

No public transportation 2.12% 8

Unreliable public transportation 2.65% 10

No taxi service 0.80% 3

Biking or walking is unsafe in my community 1.33% 5

Total Respondents: 377

37 / 44 2017 CEDS Survey

Q32 Do you own a business?

Answered: 377 Skipped: 2

No

Yes

Respondent didn't answer

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Answer Choices Responses

No 90.45% 341

Yes 9.02% 34

Respondent didn't answer 0.80% 3

Total Respondents: 377

38 / 44 2017 CEDS Survey

Q33 If yes, is your work with this business FT or PT?

Answered: 377 Skipped: 2

Full-time

Part-time

Not Applicable

Respondent didn't answer

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Answer Choices Responses

Full-time 3.18% 12

Part-time 3.98% 15

Not Applicable 69.76% 263

Respondent didn't answer 23.08% 87

Total 377

39 / 44 2017 CEDS Survey

Q34 Are you interested in starting a business?

Answered: 377 Skipped: 2

Yes

Maybe

No

Respondent didn't answer

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Answer Choices Responses

Yes 23.61% 89

Maybe 35.01% 132

No 37.93% 143

Respondent didn't answer 3.45% 13

Total 377

40 / 44 2017 CEDS Survey

Q35 What barriers do you face in owning or expanding a business? Please select all that apply.

Answered: 377 Skipped: 2

Not enough capital/cash...

Don't know where to get...

Don't understand t...

Obtaining necessary...

Not sure what kind of...

Respondent didn't answer

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Answer Choices Responses

Not enough capital/cash flow 46.15% 174

Don't know where to get started 30.77% 116

Don't understand the legal aspects 20.16% 76

Obtaining necessary licensing is difficult and/or expensive 19.89% 75

Not sure what kind of business I want to start 28.38% 107

Respondent didn't answer 28.91% 109

Total Respondents: 377

41 / 44 2017 CEDS Survey

Q36 Are you interested in participating in tribal workforce development? Including: internship program, job board, linking candidate skills to job opportunities, shadowing programs, etc.

Answered: 377 Skipped: 2

Yes

Maybe

No

Respondent didn't answer

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Answer Choices Responses

Yes 27.32% 103

Maybe 34.48% 130

No 34.75% 131

Respondent didn't answer 3.45% 13

Total 377

42 / 44 2017 CEDS Survey

Q37 Are you aware of services available from Westwater Financial, the Tribe's CDFI?

Answered: 377 Skipped: 2

No

Yes

Respondent didn't answer

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Answer Choices Responses

No 38.20% 144

Yes 59.95% 226

Respondent didn't answer 1.86% 7

Total 377

43 / 44 2017 CEDS Survey

Q38 Have you used Westwater Financial either currently or in the past?

Answered: 377 Skipped: 2

Yes

No

Respondent didn't answer

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Answer Choices Responses

Yes 34.48% 130

No 52.79% 199

Respondent didn't answer 12.73% 48

Total 377

44 / 44