Qualla 2020: Diversifying the Qualla Economy

Qualla 2020:Diversifying the Qualla Economy Fifth Meeting June 27, 2014

Agenda - Morning 9:00 Welcome and Introduction 9:15 Small Business and Entrepreneurship Action Plans 11:00 Knowledge Industry Action Plans 11:15 Real Estate Action Plans 11:30 Lunch

Agenda - Afternoon 12:00 Tourism Concept and Action Plans 12:45 Success Measures 1:30 Communication Plan 2:15 Next Steps, Assignments 2:30 Adjourn

Qualla 2020 Goals • The purpose of the Qualla 2020 Project is to diversify the Cherokee economy and reduce its risks so that it can better ensure the well-being of the Cherokee population into the future. • In order to do this, the Qualla 2020 Project will seek to mitigate the dependence of the economy on gaming revenues, and to develop and expand businesses in ways that uphold the core values of the Cherokee people.

Qualla 2020 Process • Six Committee meetings • Tuesday, February 25, 9:00 am – 3:00 pm  • Friday, March 21, 9:00 am – 3:00 pm  • Yellow Hill Activity Center (Old Hardware Store) • Wednesday, April 23, 9:00 am – 3:00 pm  • Wednesday, May 21, 9:00 am – 3:00 pm  • Friday, June 27, 9:00 am – 2:30 pm • Tuesday, July 15, 9:00 am – 3:00 pm • Task teams have been meeting by phone between Committee meetings to develop detailed action plans for Committee review • Committee will choose action plans to recommend to EBCI Administration, EBCI Tribal Council and Cherokee Preservation Foundation

Action Plan Definition • Action plan criteria: • Achievable with the resources controlled by institutions and individuals on the Qualla Boundary • Create visible differences within a year or two • Support traditional Cherokee values and culture • Action plan elements: • Goal • Participants • Activities • Organizational leadership • Resources required • Funding sources • Timeline

Small Business Action Plans • Small Business and Entrepreneurship Action Plans for discussion today: • Create a source of information for small businesses • Strengthen Chamber of Commerce • Create an economic coalition to support small business development and growth • Build a more vibrant entrepreneurial culture on the Boundary • Expand 8(a) businesses on the Boundary • Expand sales of Cherokee art

Success Factors for Small Business

Action Plan: Create a Source of Information for Small Businesses Goal - Create a single source of relevant information for businesses operating on or interested in coming to the Qualla Boundary. Activities • Conduct relevant research to identify “best models” • Research and consolidate relevant information to be provided to the business community • Tribal approval and lease process • Tribal tax environment • Contact persons • Process flow chart or diagram • Compile demographic data • Compile resource data

Action Plan: Create a Source of Information for Small Businesses Organizational Leadership • Cherokee Chamber of Commerce will be the leader of the effort and serve as the owner of the resulting information sources (online and hardcopy). • The Chamber will lead the effort with primary assistance from the EBCI Commerce Department. • Other resources will be engaged as required, i.e. tribal legal support, destination marketing, tribal grants and planning office. • Contracted third party resources will play a critical role in structure and content of the final product. • Western Carolina University may provide research consulting services

Action Plan: Create a Source of Information for Small Businesses Activities • Partner with advertising firm under contract to the tribe for review and analysis of proposed content • Prepare and issue an RFP to a minimum of three web site development resources • Select a firm to develop the website • Develop hard copy version of online material • Develop policy to ensure ongoing, timely maintenance of materials

Action Plan: Create a Source of Information for Small Businesses Funding Sources • Estimated cost of website development is $50,000 with and annual maintenance/upgrade cost of $4000. • Potential funding sources may include: • $25,000 from Preservation Foundation, • $20,000 from Tribal Department of Commerce, and • $5,000 from Cherokee Chamber of Commerce. • Recurring annual maintenance/upgrade cost will be borne by the Chamber of Commerce. Timeline • Funding available to Chamber by Spring, 2015 • Funding available to WCU for research by Spring, 2015 • Final products available to the public by August, 2015.

Action Plan: Strengthen the Chamber of Commerce Goals – Strengthen Cherokee Chamber of Commerce financially and operationally. Activities • Develop a business case for supporting the Chamber from levy and privilege taxes on Cherokee businesses • Work with EBCI Finance to develop potential formulas for obtaining funding from levy and privilege taxes • Seek sources of ongoing funding from levy and privilege taxes through EBCI Executive and Legislative branches • Seek a share of funding from CPF/EBCI/GCTC marketing grants • In parallel with the above, create a plan for expanding business assets in Cherokee • Develop and provide a complete array of small business services to Cherokee, including information dissemination • Collaborate with surrounding Chambers and economic development agencies to seek small business growth

Action Plan: Strengthen the Chamber of Commerce Organizational leadership – Cherokee Chamber of Commerce Participants • Cherokee Chamber of Commerce – Amy Parker • EBCI Finance – TBD • EBCI Commerce • Surrounding Chambers and E.D. agencies Resources required - $80,000 annually Funding sources – EBCI levy and tax, CPF marketing grants Timeline • Business case/proposal from Chamber by August 15, 2014 • MOU between EBCI and Chamber by January 2015 • EBCI funding by January 2015 • CPF grant funding by Spring, 2015 • Chamber’s new programs in place December 2015

Action Plan: Create Economic Development Coalition Goal – Create an economic coalition to support small business attraction, development and growth Activities • Develop a coordinated strategy to create new jobs in all sectors of existing businesses through expansion and growth • Create and implement a coordinated plan to attract businesses to locate in Cherokee and the surrounding three counties • Develop a strategy that encourages entrepreneurial efforts to start businesses in targeted fields • Coordinate and integrate the efforts of economic development on the Boundary with neighboring interests, including economic development agencies and Chambers in Swain, Jackson and Haywood Counties

Action Plan: Create Economic Development Coalition Organizational leadership • Led by Cherokee Chamber of Commerce – Amy Parker • EBCI Commerce – Jason Lambert • Sequoyah Fund – Russ Seagle • Destination Marketing – Skooter McCoy • Swain, Jackson and Haywood Counties • Smoky Mountain Host • WCU – Steve Morse • CPF – Mary Jane Ferguson Resources required – $10,000 for meeting expenses, printing, etc. Funding sources – Cherokee Preservation Foundation and in-kind Timeline • CPF funding in Spring, 2015 • Coalition in place August, 2015

Action Plan: Build a More Vibrant Entrepreneurial Culture Goal – Build a more vibrant entrepreneurial culture on the Boundary. Entrepreneurial Small Business needs: • Markets • Location to lease or build • Access to Capital • Employees • Small Business Training/Development Resources • Business Services – Insurance, Accounting, Marketing, etc. • Clear, Concise Information about the Selected Environment • Supply and Distribution Chain Information • Connectivity • Inspiration and Motivation

Action Plan: Build a More Vibrant Entrepreneurial Culture Activities • Establish a baseline description of a desirable/optimal small business environment • Complete research necessary to map the small business environment in Cherokee • Identify gaps/constraints between Cherokee environment and baseline • Prioritize the challenges and attack the problem • Create incentives to come to Cherokee • Develop the resources and avenues to connect with potential small businesses locally, regionally and beyond • Offer entrepreneurship training • Start, gain momentum, and sustain the effort

Action Plan: Build a More Vibrant Entrepreneurial Culture • Attract and develop “creative class” in the region • Can be attracted by: • Outdoor adventure and greenways • Diverse atmosphere and tourism • Sense of community • Clean and beautiful environment • Native American culture and heritage • One-stop shopping to set up business • But note: will need more restaurant and entertainment options • Can be developed by: • Education and training programs to support Knowledge Entrepreneurship • Help with reaching external markets • Access to expensive tools (example: Fab Lab)

Action Plan: Build a More Vibrant Entrepreneurial Culture Organizational leadership • Led by Sequoyah Fund – Russ Seagle • EBCI Commerce – Jason Lambert • TCGE – Ray Rose • EBCI Destination Marketing – Skooter McCoy • Cherokee Chamber of Commerce – Amy Parker Resources required - $30,000 for consultant research and planning Funding sources –Cherokee Preservation Foundation and in-kind Timeline • Start research and planning by Spring 2015 • Initial changes in place by December 2015 • Additional changes in place throughout 2016

Action Plan: Expand Individual Businesses on Boundary Through 8(a) and other programs • Expanding businesses through the 8(a) and similar programs can be pursued at the level of the Tribe or at the level of individual Tribal members. There is a separate effort under way to pursue a Tribal 8(a) holding company, and so this action plan will focus solely on businesses owned by Tribal members. • Provide training, mentoring and coaching to Tribal members seeking to expand their own business through 8(a) and other programs • Technical assistance preparation of 8(a) application • Development of mentor/mentee relationships for 8(a) • Training for Hub Zone status • Connection to SBDC procurement specialists

Action Plan: Expand Individual 8(a) Businesses on Boundary • Questions for discussion: • What businesses owned by Tribal members might be appropriate for expansion through 8(a) and similar programs? • How can EBCI staff reach potential business owners and make sure that they know about this opportunity? • What initiatives would be needed to develop the businesses? • What funding (if any) would be required? • Leadership: • EBCI Cherokee Enterprise Development Staff? • Sequoyah Fund?

Action Plan: Expand Sales of Cherokee Art Goal – Expand sales by Cherokee artists, both traditional and contemporary art. Activities - • Create online sales using available social media tools • Develop a Cherokee authenticity label • Develop a distinctive Cherokee brand • Create a Cherokee artist council • Include both traditional and contemporary art • Broker Cherokee art off-Boundary • Provide entrepreneurial training • Qualify Cherokee artist as trainers • Support creation of artist portfolios • Provide micro-loans to artists • Support artists’ sales booths at various events

Action Plan: Expand Sales of Cherokee Art Organizational leadership – Sequoyah Fund Participants • Sequoyah Fund – Russ Seagle, Hope Huskey • Qualla Arts & Crafts – Vicki Cruz Resources required – Estimates to be developed by Sequoyah Fund Funding sources – Primarily Sequoyah Fund with potential support from Cherokee Preservation Foundation Timeline • Steps being taken now, others are being planned for 2014 execution. • Seek grant funding from CPF for a Cherokee Arts Council by Spring 2014 ($60,000 estimate)

Knowledge Industry Action Plans • To be reviewed today • Marketing plan for attraction of Knowledge Industries • Feasibility study for fiber-enabled office building and co-working space • On hold • Tribally-owned data center • This is already being explored by EBCI Commerce. • Call center to service Harrah’s and other Caesar’s properties • This is being reviewed by a team at Harrah’s

Marketing Plan for Attraction of Knowledge Industries • Goal: identify and attract small-midsize knowledge businesses to Boundary and 7 counties of Western NC • Activities: • Inventory and quantify the key assets of Mountain West Alliance region make it uniquely attractive to small, growing, entrepreneurial knowledge industry businesses • Conduct market research to develop clear profiles of target market segments/customers who would find the assets of Mountain West Alliance locations attractive. • Develop “market offering”: sites, information, incentives to share with potentially interested companies. • Develop and launch marketing campaign

Marketing Plan for Attraction of Knowledge Industries • Resources Required • Inventory of product/sites: organizational in-kind • Logo and messaging: $5,000 • Design/build web presence w/ interactive asset map: $7,500 • Rich media content, photo/video: 3 videos @ approximately $3,000/video shot, edited, delivered = $9,000 • Design and publish print collateral: $1,500 • Market Research (Experian – Proof of concept): • Existing regional economic condition profile: Pro bono (Experian) • Develop surrounding target markets/businesses that align to built and natural assets of our region: $21,500 • Initial outreach to identified targets: $1,500 • Host reception with tech industry trade groups/entrepreneurs and local developers: $1,500 (local) TBD (neighboring metros) • Total: approximately $50,000

Marketing Plan for Attraction of Knowledge Industries • Organizational home: Southwest Commission • Potential Partners • EBCI Commerce, Economic Development Depts of 7 Western Counties, Duke Energy, Drake Software • Potential funding in cash and in kind • Drake Software? • Special assessment from 7 counties? • EBCI? Cherokee Preservation Foundation? • Timeline: 18 months

Feasibility Study for Fiber-Enabled Office Building and Co-Working Space • Goal: determine whether sufficient demand exists at specific rental price points to support cost of fiber-enabled office building/co-work space (similar to Mojo in Asheville) • Activities: • Develop profile of potential users • Conduct individual interviews and online survey of tech and home-based entrepreneurs businesses within a 30-mile radius/located in Jackson or Swain County • Develop estimate of potential demand for office and co-working space and a suite of services at particular price points • Organizational leadership: Sequoyah Fund and Southwestern Commission • Resources: 60 hours of staff time (in kind); $1000 out-of-pocket • Potential Partners: Chamber of Commerce, EBCI Commerce Department, WCU Small Business Technical Development Center, Haywood Committee College Entrepreneurial Program the TERO Office and Small Business Centers at each of the community colleges (TCCC, HCC, SCC)

Real Estate Action Plans • Two action plans under development for review today • Create implementation plan for compacting BIA Realty function • Develop draft statutes to required to change individual possessory holding legal framework • EBCI Attorney General’s Office, Commerce Department and Finance Department are actively reviewing HEARTH Act, so no need for an action plan on this subject

Create Implementation Plan for Compacting BIA Realty Function • Goal: create an implementation plan for compacting the BIA Realty function. • What questions should the implementation plan answer? • Options: What are the potential different options for compacting the Realty function? • Finances: • How much it would cost the Tribe to take over the function? • How much money would the BIA pay the Tribe to provide the service? • Operations: • What are the requirements in terms of people, software, and machines? • What will be the impact on jobs? • Examples: What other tribes have done this and what has their experience been?

Create Implementation Plan for Compacting BIA Realty Function • Activities: • Assessment of current Tribal Land Records documents management by BIA • Analysis of Realty Services workflow and procedures • Recommendations and modifications to Land Records Management database schema • Estimate of the initial startup implementation cost • Estimate of the long-term operating cost • Organizational leadership – Commerce Department • Organizational participants in addition to Commerce • Tribal Housing Program - Paulette Cox • EBCI Courts – Hannah Smith and her staff • Chief’s Office - Paxton Myers • Finance – Corey Blankenship or his designee • GIS Office – David Wyatt

Create Implementation Plan for Compacting BIA Realty Function • Resources: • Hiring of independent contractor to facilitate development of implementation plan and development of new procedures • $15,000 • Travel cost for GIS office staff site visits to two other Tribes and National Tribal GIS conference • $14,000 • GIS database schema modification cost and custom workflow programming • $20,000 • Supplies • $1,000 • Total cost of implementation plan development: $50,000 • Funding sources - TBD • Timeline – 18 months

Develop Draft Statutes for Individual Possessory Holding Legal Framework • Goal: • Fund the legal work required to conduct research on how/whether other tribes have changed statutes regarding individual possessory interests, and to develop draft statutes and regulations that would simplifying the process for leases and sales of individual possessory interests • Activities: • Engage outside expert counsel • Survey relevant tribal experience • Review existing EBCI statutes, regulations and case law • Develop initial draft of new proposed statutes and review with Executive and Tribal Council leadership • Public comment and community engagement • Prepare final draft of new proposed statutes for submission to Council • Develop regulations and procedures required to fully implement new statutes • Resources required: approximately $40,000 for research, legal drafting and community engagement • Funding sources – TBD • Timeline – 18 months

Overall Tourism Action Plan Goal – Develop options for increasing tourism, utilizing cultural and natural assets Organizational Leadership - Skooter McCoy, Destination Marketing Activities - • New programs for Unto These Hills being discussed with CHA Board • Relocate Oconaluftee village near the Museum • Add fly fishing museum along with trout exhibit/aquarium • Create a downtown Base Camp of the Smokies with appropriate retail • Relocate Fairgrounds to old high school site • Add convention center to high school site • Develop wildlife attraction at the Oconaluftee Village site • Improve attractiveness of Saunooke Village • Add visitor amenities to the gaming destination • Create all new visitor way-finding signage • Develop a fishing pond for children • Prepare a community gathering place

Overall Tourism Action Plan Next Steps • Bring the concept to the CHA and Museum Boards, and get their acceptance and approval…discussions under way • Communicate the district concept to EBCI Administration, Planning Board, Tribal Council, business owners, and community leaders • Convene a coalition of organizations within each district to provide input during the transition • Develop a master plan with renderings with cost estimates for the creation of the districts • Conduct feasibility studies for the major element of the program • Start archeological and Phase I environmental studies Organizational leadership – EBCI Destination Marketing Resources required - TBD Funding sources - TBD Timeline - TBD

Relocate Oconaluftee Village Near the Museum and Relocate Fairgrounds to the Old High School Site Goal – To enhance the offerings of the Cherokee Cultural District and provide easy public access to the Oconaluftee Village Activities • Relocate Oconaluftee Village near the Museum • Relocate Fairgrounds to the old High School site Organizational Leadership • SkooterMcCoy, Destination Marketing • John Tissue, CHA Resources required • Funding for feasibility study and planning • Funding for construction and relocation projects • Funding for initial operating costs

Success Measures • The purpose of the Qualla 2020 Project is to diversify the Cherokee economy and reduce its risks so that it can better ensure the well-being of the Cherokee population into the future. • In order to do this, the Qualla 2020 Project will seek to mitigate the dependence of the economy on gaming revenues, and to develop and expand businesses in ways that uphold the core values of the Cherokee people. • How would we know in three-five years if the Qualla 2020 Project has succeeded?

Success Measures • One readily available measure: the proportion of the Tribal levy and privilege tax that comes from Casino versus the proportion that comes all other businesses • Information is collected and reported by Tribal Government on a regular basis. • What has the pattern been to date?

Success Measures – Large Group Discussion • What do you see as the pros and cons of using levy and priviledge tax as a success measure? • What are other potential measures? • Quantitative • Employment on the Boundary by sector • Revenue on the Boundary by sector • Business openings versus closings on the Boundary per year • % of retail stores occupied • Qualitative • Increased perception that the Boundary is a good place for business investment • Increased perception that Boundary offers good career opportunities

Small Group Assignment • Form small groups and choose the top 2-3 measures of success you think would be most useful and interesting: • Quantitative • Levy and priviledge tax from Casino vs. all other businesses • Employment on the Boundary by sector • Revenue on the Boundary by sector • Business openings versus closings on the Boundary per year • % of retail stores occupied • Qualitative • Increased perception that the Boundary is a good place for business investment • Increased perception that Boundary offers good career opportunities • Others?

Communications Plan • Overall strategy: Communicate all of the Qualla 2020 action plans together as a complete set of recommendations to diversify the Cherokee economy and reduce its risks so that it can better ensure the well-being of the Cherokee population into the future. • Why communicate all of the Qualla 2020 plans together rather than one-by-one? • Audience is the same or similar for all the plans • Shows a complete picture of the plans – and how they support one another • Makes it easier to reach larger audience • Helps reduce confusion which might result from different communication approaches for each action plan • Requires less resources per plan

Communication Modes • In-person meetings • Tribal Council work session • Meetings with community members in a range of settings • Television • A short video that can be broadcast in a loop on Channel 28 • Printed materials • Three-fold, double-sided brochure that describes the proposed action plan goals and strategies • Can be distributed at Chief’s Office, Hospital, Revenue Office, TANF building • On-line • Information on Cherokee Preservation Foundation web site; also potentially on EBCI web site • Qualla 2020 Facebook page • Email and social media • Email, Twitter, Facebook posts to highlight plans and meetings • Newspaper • Article in One Feather and other local papers • Insert in One Feather

Qualla 2020: Diversifying the Qualla Economy