< PreviousFEATURE | TRIBALNETONLINE.COM| tribalnetonline.com20TRIBALNET MAGAZINE | FALL 2017TRIBALNET MAGAZINE FALL 2017 | NOTICE OF PROPOSED RULEMAKING: TRANSFORMING THE EDUCATIONAL BROADBAND SERVICE 2.5 GHZ BAND, WT DOCKET NO. 18-120 In May 2018, the Commission adopted a Notice of Proposed Rulemaking (NPRM) to foster greater, more flexible use of the Educational Broadband Service (EBS), 2.5 GHz band, which currently lies fallow across approximately one half of the United States, primarily in rural areas. The NPRM proposes to redefine existing EBS licenses by expanding them to established geographic boundaries in the licensee’s current service area, and to eliminate current educational-use requirements and restrictions on lease terms. The NPRM seeks comment on, among other things, establishing up to three local priority filing windows for unused 2.5 GHz spectrum: (1) existing licensees; (2) Tribal Nations located in rural areas; and (3) educational entities that do not currently hold any 2.5 GHz licenses. Comments were due 8/8/2018; Reply Comments are due 9/7/2018. Presentations may be made on an ex parte basis after the comment cycle closes. See: https://www.fcc.gov/document/fcc-seeks-transform-25-ghz-band-nextgen-5g-connectivity-0.TRIBAL ENGAGEMENT OBLIGATION In 2011, the Commission adopted the Tribal Engagement Obligation that requires all Eligible Telecommunications Carriers (ETCs), who receive Universal Service Fund support and either serve or seek to serve Tribal lands, to meet annually with Tribal governments to exchange information concerning the deployment and improvement of communications services on Tribal lands. In 2012, ONAP, together with the Wireline and Wireless Bureaus issued a Public Notice providing further guidance on this Obligation to facilitate the required discussion between Tribal governments and ETCs. On July 1 of each year, service providers are required to file compliance certifications with the Commission, relevant Tribal and state governments, and the Universal Service Administrative Company (USAC). Certification submissions for 2018 were due July 16, 2018. Beginning with the 2018 annual filing, Tribal governments will be able to obtain the certification directly from a USAC Internet portal. ONAP is interested in receiving feedback regarding Tribal governments’ experience engaging with providers under this rule. Contact Janet Sievert at 202-418-1362 or janet.sievert@fcc.gov to provide feedback. See: USF/ICC Transformation Order at https://www.fcc.gov/document/fcc-releases-connect-america-fund-order-reforms-usficc-broadband. See: Further Guidance on Tribal Engagement Obligation Public Notice at https://www.fcc.gov/document/onap-wtb-and-wcb-issue-further-guidance-tribal-engagement TRIBAL RADIO PRIORITY RULES In 2010, the FCC established a Tribal Radio Priority to expand the number of radio stations owned by American Indian Tribes broadcasting to Tribal lands. The Priority is intended not only to provide radio service tailored to specific Tribal needs and cultures, but to streamline the application process, thereby making it easier for Tribal Nations to obtain broadcast radio licenses. Three Tribal radio stations have been licensed and four additional Tribes are in the process of obtaining radio licenses under the Priority. See: Tribal Priority Report and Order at https://www.fcc.gov/general/tribal-and-rural-radioONAP Policies and ProgramsAGENCY UPDATE: FCCThe Federal Communications Commission (FCC) created the Office of Native Affairs and Policy (ONAP) in 2010 to assist the Chairman and the Commissioners’ Offices in developing policies and programs to address the lack of adequate communications services on Tribal lands nationwide. ONAP consults and coordinates with American Indian Tribes, Alaska Native Villages, Native Hawaiian governmental organizations, and other Native and Tribal entities, and is the official FCC contact for these activities.AGENCY UPDATE | FEDERAL COMMUNICATIONS COMMISSIONTHE FCC’S OFFICE OF NATIVE AFFAIRS & POLICYMATTHEW DUCHESNE Chief202-418-3629 Matthew.duchesne@fcc.gov SAYURI RAJAPAKSE Senior Legal Advisor202-418-2579 sayuri.rajapakse@fcc.gov JANET SIEVERT Legal Advisor202-418-1362 janet.sievert@fcc.gov CAROLYN CONYERS Program Advisor202-418-2002 carolyn.conyers@fcc.govAGENCY UPDATE | FEDERAL COMMUNICATIONS COMMISSION (FCC)ONAPADDRESSES COMMUNICATION SERVICES ON TRIBAL LANDS NATIONWIDETRIBALNET MAGAZINE | FALL 2018product spotlightDSI is a premier distributor of photo id solutions including a complete line of accessories. We have partnered with Tribal Data Resources to bring a complete enrollment solution to Native American Tribes.The Entrust Datacard™ CR805™ Retransfer Card Printer with Inline Lamination Module gives Native American Tribes a complete, on-demand card printing solution with stunning color, card material flexibility, security features and the durability they need to create virtually any type of card for their members and employees. CONTACT DSI TODAY FOR MORE INFORMATIONDIGITALSUPPLYINTL.COMCandy Williams candyw@digitalsupplyintl.comDigital Supply International (DSI) digitalsupplyintl.comDIGITAL SUPPLY INTERNATIONALtribalnetonline.com |21FEATURE | TRIBALNETONLINE.COM| tribalnetonline.com22FEATURE | LEADERSHIPThe warrior spirit at work is an unstoppable force we can access that goes beyond motivation. It is a pre-determined decision to serve and succeed in the task at hand – somehow, someway – and a staunch refusal to quit. In my experience, it is so often the missing piece in creating successful communities, organizations and associations. The greatest obstacle to delivering great service to others is usually not a lack of resources. The greatest obstacle is apathy. We can have all the resources in the world when it comes to budget, time and personnel, but if the warrior spirit is missing, these won’t translate into success. Harnessing a warrior spirit at work unleashes our internal drive, grit and passionate commitment to serve and solve problems despite obstacles, limits and setbacks. Sometimes this spirit appears when we are pushed against a wall and go through a loss, hard challenge or dramatic change. It makes us re-examine the question, “who and what am I willing to fight for?” When we activate the core power of the warrior spirit, we are ready to overcome any barrier, including our fear, pride and ego. We are willing to sacrifice the time and energy required to push the limits of creativity, teamwork and innovation. In 2008 when the economy fell apart, the first things to go for organizations were training, travel and conferences. As a professional speaker who earned income by delivering my expertise to the people in those organizations, I was concerned. Concern turned to worry as suddenly one, two, and then six programs were postponed or canceled. Worry turned to fear. I entertained dark thoughts of not being able to take care of my family, of my business going under, of no longer being able to serve the clients to whom I was dedicated. I had to decide what to do. In desperation, fear and frustration, I mumbled the wrong question, “What DO I do?” As I concentrated on accessing my warrior spirit, a better question appeared, “What CAN I do?” I quickly assessed my readily available resources – my knowledge, experience and the phone – and started calling every client I’d ever worked with, not asking for work, but just to get back on their radar and remind them of how I could serve them. That year was one of the best and most successful years I’d had up to that point in my career. That lesson was not lost on me and my dedication to using that warrior spirit at work is the reason my programs and business continue to grow and improve each year. When the 2011 earthquake and tsunami hit Japan, vast fields of strawberries were flooded and destroyed. The fruit was too ravaged and unappealing to sell. The farmers were devastated and depressed but refused to quit. After all, they had families and workers to take care of, so they recruited help from a pastry chef to see if there were any creative ways to salvage the crop. The chef had an idea to liquefy the strawberries into a dessert topping but discovered it would solidify instantly, so he considered it a failure. In his frustration, he turned to a pharmacy professor at Kanazawa University, whose team found that it did make a terrible topping, but a compound found in the liquid from strawberries, polyphenol, was a perfect binding agent. From this, Kanazawa ice cream pops were created. They stay frozen for over an hour at room temperature! These resilient people utilized the warrior spirit, refused to quit, and instead found a way through force of will to act, be creative, use outside resources and find a way to create success from the devastation of a tsunami. Just like a muscle, we can practice and strengthen our warrior spirit when we fully complete our goals, do what we say we’ll do, recover after setbacks, brainstorm ways to improve and get help and outside answers when needed. Remember, the warrior spirit is not about stoking our ego; it’s about getting things done and continuing to serve well, regardless of circumstances! When we tap into our warrior spirit at work each day, it’s our force multiplier, our secret weapon for overcoming challenges. In the months ahead, we’ll explore how to apply our warrior spirit at work and, like the example above, create some sweet results in return. Warrior Spirit at WorkD.J. Eagle Bear Vanas (Odawa) is an internationally acclaimed motivational storyteller, business owner and author of best-selling book The Tiny Warrior and his newest, Spirit on the Run. D.J. shows people and organizations how to apply warrior spirit principles to create clarity, lead with courage and serve at their best regardless of circumstances and has done so with groups such as Intel, Subaru, P&G, NASA, Costco, U.S. Army, Mayo Clinic and 500 tribal nations. He is the owner of Native Discovery Inc. and can be reached at (619) 271-2113 or at www.nativediscovery.com.ABOUT THE AUTHOR BY D.J. VANASPRESIDENT, NATIVE DISCOVERY INC.One of the most enduring native american traditions in our tribal communities is that of the warrior and the warrior spirit. Warriors made a commitment to use their creator-given talents, abilities and power to serve their tribe, to lead by example and fight for something bigger than self. The warrior role has always been firmly rooted in service to others. The warrior spirit transcends race, gender and age and is available to every one of us. It is a mighty archetype to follow and emulate when it comes to serving at our best and achieving more in life, career and business. tribalnetonline.com |23| tribalnetonline.com24FEATURE | IT STRATEGYThe path to positioning oneself effectively with executive leadership across an enterprise is a very daunting journey but achievable for those who are willing to invest in the “right stuff.” The future of IT organizations and the value they provide requires an ongoing leadership conversation about enabling current operations and achieving strategic goals of the tribe. A journey of demonstrating and communicating how technology is the keystone of an organization’s success leads to successful destinations. Transforming the profile and perception of IT into a business partner within the enterprise requires the CIO/IT Director to think like a business leader. How do you view your current position – tactical or strategist?The CIO/IT Director and IT Department are considered tactical if their most common responses are to requests for traditional back office business and IT support requiring stable and cost-effective systems (network, phone lines, email devices and email). A tactical IT Department might focus on implementing something already decided by another organization/line of business. Oftentimes this limited view of IT is based on the historical role and past performance of the department, in which the C-Suite leadership, customer base and lines of business have a very narrow perspective of the value of IT, and it is the only message the CIO/IT Director puts forward. Those outside of IT see the organization, more or less, as a supplier of services and goods based on their terms and conditions. When was the last time you were invited by the council and/or lines of business from inception to give input on the latest expansion project? What about for decisions on customer experience enhancement, healthcare investment or fire and protection projects? Was the input via proxy or transactional in nature? Does your organization have a myopic perspective of IT services? If the answer is yes then more than likely the position is functioning as a “transactional CIO/IT Department” and efforts are tactical in nature. The CIO/IT Director is considered a strategist if the department participates in executive activities, contributes to business strategy and enables discussion with technology perspectives. These CIOs/IT Directors often find themselves directly working with the CEO, COO, CFO and other department leaders on goal setting, strategic planning and major investment decisions – and often the CIO/IT Director has a seat at the table with other executive team members. The IT organization and technology are viewed as enablers to business objectives, organizational development and execution leading to growth and profitable outcomes. The role of the CIO/IT Director is seen by key leaders as shaping the overall business strategy for the executive council and providing the tribal council better insights for decision making. This is the integration of IT with the overall business success; hence, a trusted ally and business strategist relationship can be realized. How to become a trusted business strategistInformation technology is undergoing a dramatic transition from being a “service provider” to becoming an enabler of innovation and business model transformation. This transition requires efforts that proactively build new core competencies into the organization in order to enable strategic partnering within the business. Due to faster-moving markets and environments, CIOs must tune their radar and planning both for today and tomorrow without compromising the service delivery (run/grow/transform). IT must continue to bolster its internal credibility, channeling innovation, balancing capacity with demand and delivering agility across a more extended enterprise. Change leadership and management competencies are vital to IT’s strategic role as a change enabler for the business initiatives. Cultivating workforce development is key to building a more disciplined enterprise-centric organization. The CIO must ensure that teams can help identify, frame, communicate, execute and measure change on an end-to-end basis, not just within IT but across the tribal enterprise. Business orientation and market domain knowledge must be embedded in order for IT to be effective as a The Changing Role of the CIOBYIZELLA M. DORNELLSENIOR EXECUTIVE PARTNER, GARTNER, INC.Ms. Dornell works extensively in the public sector and specifically with tribal nations and enterprises as a strategic partner, enabling their ability to successfully unlock transformative solutions for mission-critical priorities and evolve into trusted business partners within their organizations. She is the former Deputy CIO for the U.S. Department of Commerce and a senior executive for NASA.ABOUT THE AUTHORfrom Service Provider to Business Strategiststrategic partner for the lines of business and program partners. IT should also leverage its core process and project management strengths to go beyond alignment and become a driver of accountability, adoption and effective business outcomes. Some key transitions that can provide a pathway of moving from a tactical IT organization to a strategic business partner are found in the table to the right. As IT’s role expands, allowing the department to become a strategic partner across the tribal enterprise, CIOs must balance greater involvement in business innovation with the continued push for operational excellence. This is achieved by driving the tilt of the organization toward innovation and emerging Emerging technologies and the continuous digital transformation of business are changing the role of the CIO/IT Director and IT Department. Delivering great technology solutions are table stakes now, and executives expect the CIO/IT Director to advise, educate and strategize with other departments on future success. Are we positioned for this broader role and responsibility? Are we leading change and driving results that the Executive Leadership Team and Tribal Council need to achieve strategic goals and objectives? This article explores what it really means to be a trusted business strategist and how to become a trusted ally CIO/IT Director.TRIBALNET MAGAZINE | FALL 2018FROM >>>>>>>>>>>>>>>>>>>>TOSERVICE PROVIDER >>>>>>>>>>>>>>>>>>>>>>>STRATEGIC BUSINESS PARTNERCOST REDUCTION MENTALITY >>>>>>>>>>>>>REVENUE AND PROFIT FOCUSSERVICING THE BUSINESS >>>>>>>>>>>>>>>>PROACTIVELY ANTICIPATING BUSINESS NEEDSINTERNAL FOCUS >>>>>>>>>>>>>>>>>>>>>>>>EXTERNAL FOCUSTECHNOLOGY FOCUS >>>>>>>>>>>>>>>>>>>>>BUSINESS FOCUSPROJECT CAPACITY >>>>>>>>>>>>>>>>>>>>>>END-TO-END ADOPTIONSUPPORTING OPERATIONS >>>>>>>>>>>>>>>>ENABLING INNOVATIONIT PROJECT OWNERSHIP >>>>>>>>>>>>>>>>>>BUSINESS OWNERSHIP OF IT INVESTMENTSEFFICIENCY >>>>>>>>>>>>>>>>>>>>>>>>>>>>>EFFECTIVENESSSHORT-TERM PLANS >>>>>>>>>>>>>>>>>>>>>AGILE PLANS technology without losing sight of running an effective IT organization. In summary, the CIO/IT Department must think holistically on many levels like a CEO. As tribal organizations grow, it is time for IT to step up and take its seat at the table as a key enabler of the business model strategy, while staying ahead of the transformation curve so it can drive change and most importantly, emerge as a trusted business strategist.| tribalnetonline.com26FEATURE | SECURITY AWARENESSBYSHEILA MANSOLILLOSENIOR TECHNICAL TRAINERCASINO ARIZONA & TALKING STICK RESORTSheila has been with Casino Arizona & Talking Stick Resort since September of 2015. She serves as Senior Technical Trainer on the IT Department’s Information Security team. Sheila oversees the Information Security Awareness program, which includes all facets of IT technical-related and IT compliance-related training.ABOUT THE AUTHORPhish Awareness Training – a hot topic amongst technical trainers and information security teams far and wide. It is the new best friend to password security training. Phishing is the act of deceiving an end-user for the gain of personal and/or company information. Teaching end users to identify safe vs. suspicious emails is the ultimate goal of a phish awareness training campaign. It requires a plan of attack, assessment of employee behavior and tactical follow-up – a strong and continuous cycle of Edward Deming’s Plan to Do, Check, Act. Let’s face it – you can have all the best network policies in place. It only takes one end user to act upon the email that looks too good to be true to bring it all down. End users hold a key to the network door. Did they just open the door for a delivery? Wait – we didn’t order anything! It happens; let’s see how we can reduce these incidents and the effects. Phishing attempts are categorized three main ways, although as attacks evolve additional categories ultimately surface.• PHISH ATTACK this email contains a request to click on a link. The link directs an end user to a malicious site.• CREDENTIAL HARVESTING this email contains a link to an external site and displays a mock login screen. This attack is used to obtain login credentials.• ATTACHMENT ATTACK this is common amongst office attacks, and may be the attack of which employees are most aware. The email includes a malicious attachment, and when opened, a virus runs. URGENT!A sense of urgency is a common tactic to getting end users to follow that link or open an attachment. Your account will be suspended. Your account has been breached – click here and follow instructions to save your data. Why does this work so well? End users don’t want IT to believe they’ve done something wrong, so they try to fix issues themselves. We’ve all done this – an attempt to work out an issue to avoid the embarrassment and shame of admitting such an error to IT. Haven’t we all been there? Yes, because it’s human nature and you can’t blame us for trying. Let’s take a look at a typical day in the life of your employee pool. They’re busy! Email inboxes are filling up at this very moment. As we scroll from email to email and get into a rhythm of clicking, deleting, opening attachments, repeat, repeat, repeat… it becomes an automatic process, and we let our guard down. Overcoming this requires something that honestly is hard to do in today’s work environment – slowing down. Slow down and read the email – not just the body, but the details – sender name, email address, grammar. Taking the time to validate emails and links doesn’t actually take very long to do, it’s just a habit to form. GETTING THIS DONEHow are we helping our teams form new habits, and take ownership of email security? Training and email drills together can provide employees with the knowledge and exercises needed to recognize suspicious emails. The email campaigns serve as reminders that employees with external-enabled email should be extra diligent when opening and acting on emails. The repetition of the campaign cycles provides employees with ongoing exposure to the topic, which raises awareness of email safety as part of their routine. Successful deployment of this phish awareness program relies on communication HOW TO NAVIGATE The Deep End of your InboxDoes something seem phishy?tribalnetonline.com |27TRIBALNET MAGAZINE | FALL 2018Confidence is a by-product of the phish campaigns we’re running. As employees report the phishing emails, and receive the “good job” email in return, confidence grows on the ability to detect these emails and other potentially hazardous items coming through their inbox. As the campaigns continue, employees are increasingly aware of the red flags we’ve trained them to identify. It’s a start, and it’s a powerful tool to place in their hands. Confidence can lead to better decisions and the ability to influence others to be diligent in the detection of threats. The champions of the phish campaigns are the security team’s partners in training. WHAT DID WE DISCOVER IN THIS PHISH TRAINING PROCESS? Well, we learned that our employees (maybe yours as well) like coupons. They like discounts for movie tickets, specifically. At the time, I was surprised to find out that some employees were legitimately disgruntled that the movie ticket discount was not real (where is their $5 off coupon — they clicked the link?!!). This movie coupon campaign led me to a realization: a coupon could be the reason a team member unlocks our network door and training must focus on the imperative that we block such deals, discounts and deductions. Seeing one of these emails in your inbox should be a HUGE RED FLAG. You can receive all the coupons you want through your home email, but not here at work.The assessment of such coupon-related campaign data helps to determine trends among team members and leads to targeted training for those that need an extra reminder of safe practices. This data is also considered when building the next phish campaign roadmap. We learned that offer-based campaigns will have a place on our roadmap for a while. We also learned that over the span of the first two quarters of the phish campaign program, our click rate decreased by 49%. While there is still plenty of room for improvement, this is a successful start to our navigation of the phish awareness waters. with our support systems. I have a test group consisting of members from varied business teams. When this process was new to us, this group was invaluable in helping to determine the behavior of the new tool, assess end user reactions, and compare actual data with anticipated results. I still utilize this group to provide feedback and assist with troubleshooting. Our communication continues with the IT support team. This group serves as our help desk and fields calls and emails associated with program inquiries. Our end users have been trained to contact our support team if an email seems out of the ordinary or suspicious in any way. Our support team is provided information about the campaign before it runs so they are aware of the details and can properly identify inquiries as an internal campaign or an external attempt. A script is provided to the team so they can answer incoming calls quickly and efficiently. Microsoft cloud solutions optimized for tribal organizationsMicrosoft Office 365 Utilize Microsoft Office, Exchange, SharePoint, OneDrive, Skype for Business, Power BI, etc. Employ software as a service—never patch or maintain on-premise servers Join 100 tribal organizations already successfully using Microsoft Office 365Compare Office 365 options here aka.ms/IndianCountryO365Microsoft Azure Meet business challenges with an always-expanding set of cloud services Build, manage, and deploy applications using your favorite tools and framework Ensure security and compliance of your data (FedRamp, FISMA, HIPAA) Hold your de-encryption keys on Sovereign Tribal LandLearn more about Azure here aka.ms/IndianCountryAzureFor more information from your dedicated Microsoft Tribal Account Team—contact Don Lionetti at donlion@microsoft.comFEATURE | TRIBALNETONLINE.COM| tribalnetonline.com28Due to recent broadband and Internet advancements, tribal communities have an opportunity to become safer, more secure, more efficient and more resilient by modernizing critical infrastructure. Tribal communities can then become “smart” communities — digitally enabled using the most up-to-date standards to keep services available in times of disruption. Information technology and communications innovations are driving advancements in smart infrastructure. The result is that government facilities, emergency services, energy, water, commercial facilities and healthcare are becoming increasingly automated. The Department of Homeland Security defines 16 national critical infrastructure sectors, which also apply to state, local, tribal, and territorial government interests and are a good starting point for identifying vital services for tribal communities. For example, tribal community concerns might include the availability of food, water and shelter during life safety events; continuity of government and businesses operations; or recovery from an IT disaster. Tribal stakeholders should identify critical services to be digitally enabled in order to achieve smart tribal communities and create a modernized infrastructure that aligns with tribal needs. Gaining expertise in these areas is a significant challenge, which underscores the value of partnership. A PATH FORWARDA risk management approach is best for secure design and implementation of new technologies, as well as protection of information. STEPS TO READINESS INCLUDE:1. Inform tribal leadership and gain leadership support2. Identify what critical systems and services are currently in place3. Identify how critical operations are done and gaps that need to be addressed4. Gather tribal and partnership stakeholders for collaborative exercises and planning5. Identify critical service dependencies such as workforce development pipeline, utilities, and supply chain6. Identify likely threats that may endanger public safety and health or disrupt operations7. Establish a smart tribal community roadmap STEPS TO IMPLEMENT INCLUDE:1. Partner for assistance and independent review2. Conduct technical and operational risk assessments3. Identify risk mitigations4. Update information and operational infrastructure to current standards5. Develop integrated information and operational technology security6. Require cybersecurity, physical security, and resilience in future design7. Continually conduct best risk management practices for the highest protection posture RESILIENCEResilience means communities are safely and securely able to withstand a disruption of critical systems and services. Independence is a key to increased resilience, where tribal resources, critical systems and services remain locally managed and operational when outside FEATURE | DIGITAL TRANSFORMATIONBYCURTIS KELIIAAPRINCIPAL INVESTIGATOR FOR SANDIA NATIONAL LABORATORIESCurtis Keliiaa is the principal investigator for the Sandia National Laboratories Tribal Cyber Critical Infrastructure effort as well as a Certified Information System Security Professional, Gold Certified IPv6 Engineer, and a professional member of AISES. He is a Washoe Tribal Citizen, Cherokee, and Native Hawaiian. The views expressed herein are his own and not necessarily those of his employer.ABOUT THE AUTHORA Clear Path ForwardTO SMART TRIBAL COMMUNITIEStribalnetonline.com |29TRIBALNET MAGAZINE | FALL 2018TRIBALNET MAGAZINE | FALL 2018resources are not available. For example, a microgrid increases community resiliency by locally managing distributed energy resources, such as solar and wind, when connected to a larger host grid or as an independent power system. That means even if the larger system goes down, the microgrid can stay up and running independently, making sure a hospital, for example, doesn’t lose electricity. These types of operational infrastructure are increasingly becoming digitally enabled and electronically dependent, therefore both operational and information system resilience should be considered together. Newer Internet protocol version 6 and wireless technologies such as 5G are necessary for resilience due to heavily increased Internet connectivity and the exhaustion of older versions. The deployment of these current and more capable technologies ensures a technological leap ahead and a return on investment. Additionally, partnering for shared resources with surrounding communities provides a strong foundation for resilience in times of need. SECURITYDespite the benefits of a more connected community, there are key risks to evaluate. If critical systems and services are modernized, what are the right technology choices? Are information and operational systems and communications at risk of cyber attack? Is tribally sensitive information exposed to threat? Cyber defense for smart tribal communities must include overall information and operational system security. Investments should protect against natural hazards, physical threats and cyber attacks. Partnership with industry, government or federally funded research and development centers, such as Sandia National Laboratories, can provide access to needed subject matter expertise. BENEFITThe modernization of both information and critical operational infrastructure services can increase the resilience, efficiency, safety, security and independence of tribal communities. There are significant risks to manage, but the benefits can be realized with careful planning and a risk management approach.Next >