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J U LY 2016 7.95 Rolling the Dice with a Korean Casino THE 21ST-CENTURY VOICE FOR BUSINESS INVESTMENT AND PROFITABLE ECONOMIC DEVELOPMENT OPPORTUNITIES IN INDIAN COUNTRY Kevin Brown 1 9 0 0 A T T O R N E Y S 3 8 L O C A T I O N S W O R L D W I D E Greenberg Traurig s American Indian Law Practice Group is a multidisciplinary legal and governmental affairs team. We strive to provide wide-ranging legal representation for litigation transactional and public policy matters concerning Native Americans Alaska Natives and Native Hawaiians. Our Proven Track Record The GT American Indian Law Practice Group is equipped to provide a wide range of legal services to our clients. We deliver targeted legal and public policy counsel to Tribal governments associated business enterprises and other entities and to companies governments and non-profit organizations working with Tribes or investing in related commercial opportunities. GT s practice encompasses the full diversity of Tribes as self-governing sovereigns engaged in wide-ranging business endeavors nationally and internationally embracing virtually the entire range of litigation and transactional matters. Jennifer H. Weddle (co-chair) 303.572.6565 weddlej Robert S. Thompson III 303.685.7448 thompsoniii Clair Pena 602.445.8478 penac Troy A. Eid (co-chair) 303.572.6521 eidt Kevin Morris 602.445.8235 morriskj Brian Schulman 602.445.8407 schulmanb G R E E N B E R G T R A U R I G L L P Loretta A. Tuell 202.331.3141 tuelll Heather Dawn Thompson 303.572.6500 thompsonhd Laura E. Jones 303.685.7481 jonesla Robert S. Thompson IV 303.572.6572 thompsonro Harriet McConnell 303.685.7486 mcconnellh A T T O R N E Y S A T L A W W W W . G T L A W . C O M Greenberg Traurig is a service mark and trade name of Greenberg Traurig LLP and Greenberg Traurig P.A. 2015 Greenberg Traurig LLP. Attorneys at Law. All rights reserved. These numbers are subject to fluctuation. 27436 Window of Opportunity The Navajo Nation Projects Bids & Contracts Job Vacancies Tourism Scholarships visit http TABLE OF CONTENTS JULY 2016 VOL.1 NO.5 38 Cover Story 14 Financial Business Partner Mohegan Tribe to Roll Dice with Korean Casino Due Diligence for Tribal Leaders Finding the Right 48 Corporate Indian Country Business Partners American Indian Foods and Products are Getting International Attention 18 Entrepreneurial Spirit Profile Brianne Arviso NextGeneration Builder 52 Federal Procurement Tools of the Trade Knife or Screwdriver 22 Financial Planning Finding the Right Financial Partner in Indian Country 24 Tribalnomics Two Birds One Stone Tribes Look to Improve Food Access through Economic Development 54 Native Scene 55 Communications So It s an Indian Product... So What 56 Education Refine Your Business Skills at Dartmouth 28 Board Development What American Indian Business Enterprise Boards Need Now 58 In the News 63 Trade Association Partners National Indian Gaming Association Protecting Tribal Sovereignty 32 Tourism Beat the Drum and They will Come The 18th Annual American Indian Tourism Conference 64 Tribal Business Ethics Ethics Infrastructure 36 Tribal Gaming Mystic Lake Casino Hotel Expanding 44 Tribalnomics Mille Lacs Band Embraces Its Strengths Mohegan Tribal Gaming Authority s Mohegan Sun Casino in Uncasville Connecticut 4 JULY 2016 Focusing on Innovative Tribal Economic Development and Corporate Governance Creation of Long Lasting Corporate Structures and Entities Sound Business Acumen and Finance Expertise Proven Negotiation Skills that Emphasize and Respect Tribal Sovereignty Financial Services and Tribal Lending Creative Solutions to Complex Problems Successful Litigation Strategy Development 193 Blue Ravine Road Suite 255 Folsom CA 95630 (916) 353-1084 (916) 353-1085 ghash nstgermain 565 W. Chandler Blvd. Suite 212 Chandler AZ 85225 (480) 889-8990 (480) 889-8997 rosette 25344 Red Arrow Highway Suite B Mattawan MI 49071 (269) 283-5005 (517) 913-6443 kwichtman 1100 H St. N.W. Suite 400 Washington D.C. 20005 (202) 652-0579 (202 525- 5261 sbazzazieh PUBLISHER S LETTER E Publisher Sandy Lechner veryone here at TBJ continues to be humbled and thrilled at the response our publication has be receiving from readers and advertisers alike. It is gratifying to see the commitment and hard work from all involved resonating with Indian Country. Please call email text or extend a hand in person to our advertisers writers staff and advisors and let them know you appreciate their collective efforts to bring you TBJ every month. Our mission is clear to be The 21st Century Voice of Economic Development and Business in Indian Country. Almost unanimously the Indian Country community has responded positively letting us know that a media like TBJ is long overdue and is representative of where Indian Country is going. We are proud to be part of the evolution of Indian Country and in that vein are thrilled to announce our newly formalized partnership with NCAIED and the RES Conferences. We want to thank CEO Gary Davis and the Board of Directors of the Center for welcoming TBJ and for all they continually do for Indian Country. We look forward to being part of all the good work that NCAIED does for many years to come. Additionally we want to welcome NACA (Native American Contractors Association) and OIGA (Oklahoma Indian Gaming Association) as the newest Indian Country Associations to join the TBJ family. We thank and look forward to long and productive relationships with all of the Indian Country National and Regional Associations who have partnered with TBJ. As we go about our days and lives taking care of our families friends and businesses I find myself feeling extremely lucky and Friends E extremely sad at the same time. I am lucky to have such a strong family great friends and a professional life that allows me to grow and learn every day. I am sad because of the events in Orlando and throughout the world of late. The culture of hate and extremism that exists throughout the world continues to confuse and infuriate me. Regardless of your political or religious views please love and respect one another. Please be inclusive tolerant and open to all opportunities and opinions. Our thought and prayers are with all those affected by the recent events and we wish peace for everyone. With warm regards Sandy Lechner Publisher Sandy Lechner may be reached at slechner or 954.377.9691. 6 JULY 2016 G Editor-in-Chief Levi Rickert (Prairie Band Potawatomi Nation) EDITOR S LETTER Exporting as a Means of Survival rowing up in Michigan I learned how my ancestors traded with European settlers as a means of survival. The state has been home to the Three Fires Confederacy the Ojibwa Odawa and Potawatomi for centuries. The Three Fires people traded items such as animal skins baskets and beadwork. During the time I served as president of the Grand Rapids Historical Commission our city historian made a trip to Europe to present a white paper at a university in Bulgaria. Upon his return he told me of his visit to a museum that had more Great Lakes Indian art made by Three Fire artisans from the 1800s than he d ever seen in Michigan. The story goes that there was a demand for American Indian art and other items in Europe back then. In recent years there has been a renewed commitment by tribes and organizations to let the world know about American Indian goods and services which come in different industry segments. In February 2016 three American Indian groups attended the ICE (International Casino Exhibition) in London in order to seek business opportunities between European and American Indian enterprises. And this past May Gary Davis president of the National Center for American Indian Enterprise Development agreed to be part of the U.S. Department of Commerce Minority Business Development Agency s delegation at the Hannover Messe the world s largest industrial technology trade fair in Hannover Germany. For its ambitious work in exporting the American Indian Alaska Native Tourism Association (AIANTA) was presented with the with the President s E Award for Export Service at a ceremony this spring in Washington D.C. AIANTA received this award for its ambitious growth in international tourism to American Indian Alaska Native and Hawaiian lands. One exciting new international business venture underway is the new partnership between the Mohegan Tribal Gaming Authority Korean chemicals maker KCC Corporation and Incheon International Airport Corporation (IIAC) to build a casino in Korea. The casino set to open in 2019 is the first international expansion for the tribal gaming authority which is based in Uncasville Connecticut. Leading the helm for the Mohegan Tribe and tribal gaming authority is Kevin Red Eagle Brown who helped negotiate the deal that was awarded to partnership by the South Korean government. TBJ is pleased to feature Chairman Brown on its July cover to speak about reaching overseas to build his tribe s economy. Given what I know about the history of the Three Fires Confederacy it is not surprising to me to see that American Indian exporting and international trade is on the rise. The positive news is there is money that can be turned into revenue to build tribal economies. Levi Rickert (Prairie Band Potawatomi Nation) Editor-in-Chief Levi Rickert may be reached at 616.299.7542 or lrickert 8 JULY 2016 Washington Bureaucrats Turned Their Backs on Indian Country CFPB bureaucrats disregarded our constitutionally-affirmed sovereignty with an ill-conceived proposed rule on short-term lending. They flagrantly violated their statuary obligation to co-regulate with Native American tribal regulators as explicitly mandated under the Dodd-Frank Act. With this action the CFPB believes Native Americans are acceptable collateral damage. Once again we must fight for our sovereign rights. The CFPB turned their backs on you. It is time to take action together. Native Americans across the country are signing the petition to save our sovereign rights. Don t be left out. Take a moment NOW to sign the petition at VOICES NATIVE AMERICAN FINANCIAL SERVICES ASSOCIATION PUBLISHER Sandy Lechner slechner EDITOR-IN-CHIEF Levi Rickert lrickert (Prairie Band Potawatomi Nation) COPY EDITOR Sherri Balefsky Business Development Managers Jessi Lorenzo jlorenzo Rob Jacobs rjacobs (Lumbee Tuscarora) Writers Cory M. Blankenship (Cherokee) Rachel Cromer Howard Janee Doxtator-Andrews (Oneida Nation of Wisconsin) Lenzy Krehbiel-Burton (Cherokee) Joshua Lavar Butler (Navajo) Weldon Grover (Din ) Joseph Lilly Randall Slikkers Katherine Spilde Ph.D. Adolfo E. Vasquez Monica Whitepigeon (Potawatomi) Glenn C. Zaring (Cherokee) Don Zillioux Ph.D. Creative CREATIVE DIRECTOR Melanie Smit ART DIRECTOR Frank Papandrea Marketing and Events Jennifer Barb jbarb Estefania Marin emarin Administration Circulation Manager Deb Curtis dcurits Accounting Monica Bridgewater-Wilson monica Chairman Gary Press gpress Directors Devon Cohen Brent McFarland TBJ Magazine 3511 W. COMMERCIAL BLVD. SUITE 200 FORT LAUDERDALE FL 33309 954.377.9470 FAX 954.617.9418 WWW.TRIBALBUSINESSJOURNAL.COM 2016 TBJ magazine is published by Tribal Media Holdings LLC all rights reserved. Tribal Business Journal is a publication of Tribal Media Holdings LLC which has teamed with LDF Business Development Corp. a wholly owned entity of the Lac du Flambeau Band of Lake Superior Chippewa Indian Tribe and Lifestyle Media Group. 10 JULY 2016 Let Us Help Solve Your Tribal Housing Needs Juel Burnette Manager 1ST Tribal Lending the nation s number one Section 184 lender has the expertise and experience to address that need. 1ST Tribal Lending is the only nationwide lender solely dedicated to Indian Country housing. We provide Tribes TDHE s and Tribal Members with the nancing to build or purchase new homes. Tribes and TDHE s can nance up to 20 simultaneous new home builds or acquisitions and there is no pre-determined limit to the total number of homes a tribe can own. Some tribes have hundreds of Section 184 nanced homes. Juel Burnette brings an unprecedented level of customer service experience and dedication to serving our Native American population. ALSO rates have dropped again to historically low levels. It is a great time to refinance your existing Section 184 loans. Call 605.610.0106 or Email juel.burnette CALL TODAY 1st Tribal Lending a dba of Mid America Mortgage Inc. NMLS 150009 ( Arizona Lic BK 091759 licensed by the Department of Business Oversight under the California Residential Mortgage Lending Act Lic 4131103 and Finance Lenders Law Lic 603J732 regulated by the Colorado Division of Real Estate Illinois Residential Mortgage Licensee MB.6850057 Kansas Licensed Mortgage Company MC.0025093 Massachusetts Lic ML150009 Oregon ML-5045 Washington Lic CL-150009. Helping you make the right decision at the right time Information is a powerful thing. And the right information--analyzed by experienced people-- can help all of us learn from the past navigate the present and predict the future. That s why we go beyond credit data-- to offer the insights businesses and consumers need to make informed decisions and do great things. Our diverse sets of data and analytic solutions deliver meaningful insights to help you spot opportunities and manage risk. LEARN MORE Visit for more information TBJ ADVISORY BOARD Barry Brandon (Muscogee Creek Nation) Executive Director Federal Native American Law and Policy and Named of Counsel NAFSA (Native American Financial Services Association) Kip Ritchie (Forest County Potawatomi) CEO Greenfire Management Services LLC Vernelle Taylor (Gros Ventre Tribe) Director of Tribal Relations Flintco Constructive Solutions Gary Davis (Cherokee) President National Center for American Indian Enterprise Development Roxie Schescke (Rosebud Sioux) President Indian Eyes LLC Heather Dawn Thompson (Cheyenne River Sioux Tribe) Practice Group Attorney Greenberg Traurig LLP Mark Harding (Mashpee Wampanoag Tribe) Owner WampWorx Pamala Silas (Menominee) Executive Director National American Indian Housing Council S.R. Tommie (Seminole Tribe of Florida) President Redline Media Group Dylan Jenkins Vice President of Portfolio Development Finite Carbon Katherine Spilde Ph.D. Chair Sycuan Institute on Tribal Gaming at San Diego State University Robert Weaver (Quapaw Tribe of Oklahoma) President RWI Benefits LLC Robert Joe (Navajo) Chief Operating Officer for the Office of the President and Vice President Navajo Nation APRIL 2016 7.95 Ernie Stevens Jr. (Oneida) Chairman National Indian Gaming Association Karrie Wichtman (Sault Ste. Marie Tribe of Chippewa Indians) Managing Partner Rosette Law Transforming the Navajo Nation Robert Joe 12 JULY 2016 THE 21ST-CENTURY VOICE FOR BUSINESS INVESTMENT AND PROFITABLE ECONOMIC DEVELOPMENT OPPORTUNITIES IN INDIAN COUNTRY Making a difference in Indian Country is the best reward. Telly Awards Hermes Creative Award Summit Creative Award for Guerrilla Marketing JoAnn Kauffman President Kauffman & Associates Inc. Blue Pencil Award from the National Association of Government Communicators We re honored to do work that matters reconnecting people to the land Strengthening Native Nations and Expanding Tribal Sovereignty Through Land Acquisition Indian Land Capital Company is a Native-owned certified Community Development Financial Institution (CDFI) providing financing to Native nations for economic development and land acquisition. JULY 2016 13 ONE KEY FACTOR TO TRIBAL BUSINESS SUCCESS IS SELECTING THE RIGHT BUSINESS PARTNERS MANAGEMENT TEAM AND VENDORS 14 JULY 2016 FINANCIAL Finding the Right Business Partner BY KATHERINE SPILDE AND JOSEPH LILLY DUE DILIGENCE FOR TRIBAL LEADERS ustainable business development in Indian Country relies on numerous important factors ranging from a tribe s geographic access (or lack of access) to markets their overall economic development strategy and the institutions in place to support their business development strategy. In addition one key factor to tribal business success is selecting the right business partners management team and vendors. JULY 2016 ILLUSTRATION BY ALPHASPIRIT 15 FINANCIAL AS MORE TRIBES DIVERSIFY THEIR ECONOMIES AND EMBRACE TECHNOLOGY THESE SUCCESSFUL STRATEGIES CAN BE REPLICATED IN WAYS THAT... Examples from gaming and financial services highlight the most important questions tribes need to consider when making these decisions 1) How do you thoroughly vet a partner 2) How do you determine what is the best deal 3) How do you ensure appropriate advocacy For tribal governments opening casinos requires multiple iterations of this crucial decision-making process. In the early days of tribal gaming tribal governments hired regulators signed management agreements and entered into lease and purchase agreements with multiple vendors for everything from slot machines and table games to retail establishments restaurants and golf courses. The 1988 Indian Gaming Regulatory Act (IGRA) provided specific guidance (and required formal approval) for many tribal partnerships including gaming management contracts through the National Indian Gaming Commission (NIGC). The NIGC also approved tribal gaming ordinances and made suggestions about how (and why) to separate gaming commissions from elected tribal government bodies. This federal oversight of gaming regulation and management agreements reflected society s view of gambling as a privileged industry with a checkered past. Popular opinion at the time held that tribal gaming must be heavily regulated and managed in order to avoid negative impacts on society. Additionally this level of oversight reflected the federal government s view that tribes needed support in protecting tribal assets derived from gaming whether through a strong tribal gaming commission a fair tribalstate gaming compact or an approved gaming management contract. The NIGC s checklist for new management contracts in gaming reflects the parameters outlined in IGRA as well as the commission s related goals of directing tribal gaming revenues toward tribal economic recovery while also creating employment and management opportunities for tribal members. For example the checklist requires that the term limit of the management contract not exceed seven years (25 CFR 531.1) and solicits the percentage fee for the services provided to ensure it does not exceed 40 percent (25 CFR 531.1). The checklist also requests information regarding hiring firing training and promoting employees (25 CFR 531.1 (b)(4)) with the goal of transitioning from a management team to tribal leadership over time. As expected management contracts for tribal gaming were more common when tribes first entered gaming and lacked experience in the complexities of the casino business. After more than 25 years of tribal gaming under IGRA tribal governments have cultivated their own workforce and taken over management of their gaming properties across the United States. While some tribes maintain management partnerships in order to leverage gaming brands (Harrah s) others have purchased brands (Hard Rock) or transformed themselves into gaming managers in their own right (Mohegan Gaming). The pace of management contract approval has diminished significantly from the early days. Of the 61 approved management contracts provided by the NIGC 56 of them were signed in the first 15 years of tribal gaming. In the past seven years only five new management contracts have been signed by tribal governments and management companies and approved by the NIGC. KATHERINE SPILDE PH.D. HAS WORKED ON TRIBAL ECONOMIC Tribal governments invest heavily in DEVELOPMENT FOR OVER 20 YEARS. SHE IS AN ASSOCIATE PROFESSOR education and training in casino operations IN THE SCHOOL OF HOSPITALITY AND TOURISM MANAGEMENT AT and management in order to reduce their SAN DIEGO STATE UNIVERSITY (SDSU) WHERE SHE ALSO SERVES AS reliance on outside management. In ENDOWED CHAIR OF THE SYCUAN INSTITUTE ON TRIBAL GAMING. 2005 the Sycuan Band of the Kumeyaay Nation created the Sycuan Institute on JOSEPH LILLY IS VICE PRESIDENT OF COMMUNICATION FOR THE Tribal Gaming within San Diego State MCFARLANE GROUP. JULY 2016 University s School of Hospitality and Tourism Management. (Co-author Katherine Spilde chairs the institute.) The institute was tasked with creating a curriculum that would lead to a Bachelor of Science in tribal casino operations management. The long-term goal of the program is to create a marketplace of highly qualified talented professionals who understand the unique goals and purpose of tribal government gaming and ultimately replace outside managers who possess domain expertise in gaming and hospitality but frequently lack an understanding of (or interest in) tribal sovereignty economic development or tribal communities in general. Gaming regulation in Indian Country followed a similar path. In the early days of gaming tribal governments often hired retired law enforcement officers lawyers or other professionals from the community to establish and sometimes work with less experienced tribal gaming commissions. Tribal governments developed such depth of regulatory expertise that they formed a working group to assist the NIGC with drafting the Minimum Internal Control Standards (MICS) for the tribal gaming industry. Once the MICS were adopted the National Indian Gaming Association (NIGA) began to offer gaming commissioner training at several levels. Today tribal gaming commissions are considered among the most effective 16 ...EMPOWER TRIBAL GOVERNMENTS TO PURSUE ANY LEGAL BUSINESS NO MATTER HOW WELLREGULATED OR COMPLEX. is tourism. Many tribal governments build and manage golf courses museums outlet malls water parks convention centers and other businesses that attract visitors to the reservation. These ancillary businesses help diversify the tribe s employment options and expand their resume beyond those that are subject to strict regulations. Tribal governments without gaming are pursuing business development that does not rely on the local market or on attracting tourists to the reservation. In many cases these businesses include offering the tribe s natural resources for export to national or international markets often accessed and managed online. Additionally many tribal governments are pursuing online gaming and social gaming or offering financial services online in order to create on-reservation jobs while serving off-reservation consumers. Tribal e-commerce offers a unique opportunity for tribal economies but tribes must continue to improve their technology infrastructure and operational know-how through strategic partnerships just as they did in the early days of gaming. As with gaming tribal e-commerce has a steep learning curve. Online gaming and social gaming require robust legal and technical knowledge along with expertise in payment processing cybersecurity affiliate marketing and other areas. Online lending requires knowledge of federal lending laws banking regulations licensing and data protection antimoney laundering protections online marketing customer service credit decisions and more. Tribal governments have spent years cultivating relationships with lawyers and bank regulators in order to create their tribal lending entities and their lending regulatory bodies. Additionally they have vetted partners for vendors ranging from payment processing to mobile application development to call center outsourcing and many more. As with gaming most tribal governments who engage in lending are starting to manage these services in-house by replacing managers with their own employees and tribal members. Still others are acquiring their vendors as was the case this spring when the Lac Vieux Desert Band of Lake Superior Chippewa Indians completed their historic purchase of vendor Bellicose Capital. In addition to managing these businesses in-house tribal governments are strengthening their regulatory bodies for e-commerce. For example the Native American Financial Services Association (NAFSA) an association of tribal governments with lending businesses partners with the Online Lenders Alliance (OLA) to offer a Compliance University for tribal lending regulators to strengthen their own regulatory structures and stay up-to-date on federal lending laws and regulations. Just as the NIGC was created by the Indian Gaming Regulatory Act the Consumer Financial Protection Bureau (CFPB) was created by the 2010 Dodd-Frank Act. Unlike the NIGC the CFPB is not a tribal regulatory agency. Through multiple rounds of negotiation tribal governments that participate in fintech have educated the CFPB about tribal sovereignty and tribal consultation in ways that demonstrate tribal capacity to self-regulate and operate tribal lending businesses that comply with federal law. Ultimately selecting the proper business partners requires a long-term strategy. Is the goal to eventually hire individuals from the partner business To acquire the company Or to transition the relationship from a management agreement to a consulting or vendor relationship where the tribal government is the owner manager There are many examples of successful partnerships across Indian Country including examples of effective legal and political advocacy by those who support tribes in businesses that are (or have been) considered controversial. As more tribes diversify their economies and embrace technology these successful strategies can be replicated in ways that empower tribal governments to pursue any legal business no matter how well-regulated or complex. JULY 2016 regulatory bodies in the casino gaming industry. While it is difficult to generalize business development in Indian Country there is an identifiable pattern among many tribes in the United States In order to broaden their core competencies in hospitality and gaming many tribal governments have begun business development in gaming-related ventures like hotels restaurants spas RV parks convention centers and gas stations. These amenities directly enhance the gaming experience while creating additional (and often significant) employment opportunities and revenue streams for tribal governments. Another business development trend in Indian Country 17 18 JULY 2016 ENTREPRENEURIAL SPIRIT PROFILE Next-Generation Builder B R I A N N E A R V I S O A History of Mentorship at Arviso Construction BY JOSHUA LAVAR BUTLER rom an early age Brianne Arviso knew she would one day be groomed to help manage Arviso Construction Inc. a company her grandfather Olsen Arviso Sr. started more than 30 years ago. Today the 31-year-old Navajo from Iyanbito New Mexico (her clans are T bh born to Kinyaa a nii her maternal grandfather is Haltsoo and her paternal grandfather is Ts ah Yisk idnii) is a third-generation member of Arviso Construction dedicated to continuing the legacy of her grandfather whose dream was to build a company deep-rooted with family values and embedded with a motto to treat your clients as friends. Growing up Arviso says she attentively observed her grandfather JULY 2016 F 19 ENTREPRENEURIAL SPIRIT PROFILE along with her grandmother Ernestine her father Olsen Jr. and her uncles and her aunt as they worked hard every day to provide for their families. I started working when I was 16 Arviso says. My grandma told me Just work one day get one eight-hour paycheck and tell me how you feel. And so I did everything she said. I worked the front desk answered phone calls and filed papers. I was young and didn t really think about the company or business. I was just thinking Cool I have some money I can go to town Arviso eventually realized it was mentorship not money that was the key to the company s success and longevity. Her grandfather had high expectations and a strong work ethic and he was a believer in working hard for what you have. Arviso shares this same work ethic. The concept and ideals of hard work were displayed by all of her family members who promoted the spirit of entrepreneurship a desire to finish what you started and a desire to complete projects no matter the complications. Our family is really close and we have a lot of values instilled by our grandparents Arviso says. They taught us a lot and I appreciate having them in my life and appreciate what we have as a family and a business. She recalls always being encouraged to learn about the industry and to get an education and she did just that. Arviso earned her undergraduate degree in construction management and later a master s in the same field from Arizona State University. I really reflect back on my family and I want to be a good role model to not just my siblings but my younger cousins as well. I want to show them that as Natives as Navajos we can get an education we can get good jobs we can learn the Western ways learn different ways of doing things to help build our communities Arviso says. I want the younger generation to continue building themselves up to continue learning to keep working on themselves and to do something with their lives and not just be another statistic. Arviso has a desire to make positive changes throughout the Navajo Nation and Indian Country through encouragement and being a positive role model. As Native communities we are continuously learning we are continuously growing she says. We leave the reservations to get an education and to gain experience with a plan to come back and help our communities build economic development. Arviso s satisfaction comes from seeing projects her family built like justice and public safety facilities across the Navajo Nation. It s nice when I can drive by the justice center in Crownpoint New Mexico and think Wow I built that Or I drive by the justice center in Chinle [Arizona] and say I was part of that project she says. Being able to drive through communities see these awesome buildings and to be part of a growing nation is rewarding that s my drive. Arviso says she wants the business to expand beyond the Four Corners area to other tribal communities across the country and eventually internationally. Arviso Construction was recently awarded the Large-Scale Construction Company Award at the Navajo Nation Economic Summit. Arviso says it was a great honor for her family and she wishes her grandfather were still alive to accept the award and to see the success of the company today. We have a lot to be proud of especially for being in business this long as a family she says. It just shows the hard work and commitment on behalf of everyone. I remember my grandfather telling us that he built the JOSHUA LAVAR BUTLER company for his children. Arviso is confident moving (NAVAJO) IS OWNER OF into the future and knows Arviso SANDSTONE PUBLIC Construction will be here for RELATIONS BASED IN many years to come. There s FLAGSTAFF ARIZONA. always going to be construction HE IS A JOURNALIST no matter what she says. A PUBLIC RELATIONS Whether it s renovating or EXECUTIVE AND A building something new there s FORMER COUNCILMAN always going to be a need for FOR THE NAVAJO NATION. HE IS ALSO construction. OWNER OF REZ MEDIA GROUP AND A CONTRIBUTOR TO NATIVE NEWS ONLINE. HE CAN BE REACHED AT JOSHUALAVARBUTLER YAHOO.COM. 20 JULY 2016 COMMITTED TO PROGRESSIVE ECONOMIC DEVELOPMENT IN INDIAN COUNTRY BY OFFERING FACILITY SUPPORT SERVICES THIRD-PARTY INDEPENDENT ENGINEERING OWNER REPRESENTATION EQUIPMENT LOGISTICS STAFFING AND RESOURCE LOGISTICS For The Underbanked Portfolio Management Marketing Consumer Acquisition and Retention Customer Service w w w. M a c F a r l a n e G P. c o m Building A Bridge Indian Eyes LLC 2815 St. Andrews Loop Suite B Pasco WA 99301 Office 509-542-1114 FAX 509-542-1793 Roxie Schescke President Leads. Calls. Quality. We ve got you covered from Have the leads call you with DIRECT CALL Payday Loan Leads Installment Loan Leads Personal Loan Leads JULY 2016 21 A GREAT FINANCIAL PARTNER WILL QUICKLY RECOGNIZE AND HAVE EXPERIENCE IN MANAGING AND OVERCOMING COMPLEXITIES. 22 JULY 2016 FINANCIAL PLANNING he world of tribal finance has evolved quickly for many tribes and tribal entities across the country. As such the complexities of managing essential services to tribal members gaming operations and business enterprises continue to grow. Couple those functions with tribal efforts at cultural revitalization and preservation and you have a small glimpse into the priorities of Indian nations. Finding the right financial partner to assist in managing through these complexities can be a challenge in and of itself. There are many options when seeking a financial partner but in my experience there are a few key qualities that separate a good partner from a great partner. A great financial partner will quickly recognize and have experience in managing and overcoming complexities. They will take the time necessary to understand your tribe operations and priorities as they relate to the success you wish to achieve. A great partner will come prepared with questions on the topics stated above but also about your tribe itself leadership structures levels of authority decision-making processes time frames and risk tolerances. In addition to questions a great financial partner will demonstrate the ability and experience in implementing timely and efficient solutions. A great financial partner will not approach your tribe or tribal entity with cookie-cutter solutions but rather will take the time necessary to understand the specific needs of your tribe or tribal entity. They will apply their knowledge from working with other tribes and tribal entities but not assume that the same approach will work for you. There are many qualities traits and structures that our tribal nations share however we can (and do) take vastly different approaches to how and when we conduct business. After understanding your needs a great partner will develop a tailored approach for your tribe or tribal entity pulling together the very best of their available resources to build a solution that works best for you. Along those lines a great partner will also exercise patience. Relationship building doesn t happen overnight and a strong partner will recognize the opportunity to work with a tribe and exercise patience as the relationship grows. A great financial partner will demonstrate expertise in an array of financial fields or at least have the capacity to bring that expertise together for the benefit of the tribe or tribal entity. They should also be well-versed in the unique interplay between tribal state and federal law applicable regulations and most importantly opportunities to protect and promote tribal sovereignty. A great financial partner will place emphasis on the diversity of a service team building a team with expertise in financial matters as well as tribal policy. Essential to a strong ongoing partnership is the rapport between your financial partner and your tribe or tribal entity. A great partner will recognize and appreciate the unique dynamic of Indian Country and develop a strong relationship with key stakeholders. It is essential that your partner is able to engage and hold the attention of their tribal audience whether that be Finding the Right Financial Partner in Indian Country a committee a tribal council or your citizens. Building mutual respect and trust is critical when discussing the current financial status and future of our tribal operations. More often than not a financial partner will be involved in the most critical of tribal financial processes such as investments capital development projects business and economic development and minors and elders trust funds thus having a partner that acts with integrity and can communicate effectively is a must. Finally find a partner that shares your passion for community and the rich cultural and social diversity of Indian Country. The overarching goals of our tribal nations include the protection of our sovereignty and developing the capacity to continue to meet the needs of our tribal members socially politically financially and culturally with a multigenerational focus. A great partner will be respectful of the rich history and culture of our tribal nations and our ability to overcome and prosper. ILLUSTRATION BY WILDPIXEL CORY M. BLANKENSHIP IS AN ENROLLED MEMBER OF THE EASTERN BAND OF CHEROKEE INDIANS RESIDING ON THE QUALLA BOUNDARY NORTH CAROLINA. HE IS ASSOCIATE VICE PRESIDENT AND RELATIONSHIP MANAGER WITH USI CONSULTING GROUP IN KNOXVILLE TENNESSEE A CENTER OF EXCELLENCE FOR TRIBAL PLAN SOLUTIONS. JULY 2016 23 24 JULY 2016 TRIBALNOMICS TribesLook to Improve Food Access Through Economic Development TWO BIRDS ONE STONE BY LENZY KREHBIEL-BURTON roceries do not come cheaply. According to the U.S. Department of Agriculture s Center for Nutrition Policy and Promotion the average weekly cost of food for a two-parent two-child family is anywhere from 131 to 300 depending on the age of the children and how tight the family s budget is. JULY 2016 25 PHOTO BY VALENTINRUSSANOV TRIBALNOMICS For the 27 percent of Native families who are living at or below the federal poverty line even 131 per week for food is a challenge without some form of assistance. With American Indians and Alaska Natives disproportionately qualifying for federal nutrition assistance programs several tribes are trying to improve food access on their own while providing an economic stimulus for their communities. Some have opened food-focused businesses including grocery stores and an organic produce wholesaler while another has amended its tax code to make it less expensive to buy produce and bottled water. ATTENTION CPN SHOPPERS... Pottawatomie County in central Oklahoma is within the jurisdictional area of four tribes Absentee Shawnee Citizen Potawatomi Nation Kickapoo and Sac and Fox. According to a 2015 report issued by the Oklahoma Policy Institute almost one-third of its residents receive SNAP (Supplemental Nutrition Assistance Program) benefits and 27 percent of children countywide live at or below the poverty line. For the last 15 years the largest of the county s four tribes the Citizen Potawatomi Nation has attempted to address some of those issues through one of its non-gaming entities FireLake Discount Foods. Despite the industry s typically tight profit margin of 3 percent or less per store the tribe sees value in operating three grocery stores within its jurisdictional area an 84 000-square-foot full-service store on the south side of Shawnee Oklahoma and smaller locations in Tecumseh and McLoud Oklahoma. Additional expansion plans are in place for a fourth store. Between its three grocery stores alone the tribe employs almost 400 people. The most important quality any local economy can create is turnover of its payroll and vendor-purchase dollars says Chairman John Rocky Barrett. If an employee of the Citizen Potawatomi Nation purchases his or her groceries and gasoline at a tribally owned store that dollar has generated both a profit from operations and a profit from taxation. Grocery stores are great traffic builders for other retail businesses. Even if we don t own them the community benefits. With local SNAP participation rates exceeding the state average the three stores see a substantial surge in business on the first fifth and 10th of each month when FireLake Discount Foods flagship store in Shawnee Oklahoma benefits are distributed. SNAP benefits account for up to 30 percent of the total business on distribution days prompting Richard Driskell the general manager for FireLake Discount Foods flagship store in Shawnee to bring in extra employees and tweak the store s weekly sales to focus more on items covered by SNAP benefits. We make sure we have more staff on hand [on distribution days] he says. Our perishable department s staffed pretty heavily plus we have more people on the floor to answer questions. Two other Oklahoma tribes have also waded into the grocery business. In late 2014 the Osage Nation s legislature appropriated 300 000 for equipment and structural improvements to facilitate the reopening of a grocery store in Fairfax Oklahoma the site of one of the tribe s annual ceremonial dances. Prior to the investment local residents had to drive 30 minutes or more each way to access fresh produce and other perishables. More recently in early 2016 the Choctaw Nation opened Choctaw Country Marketplace in Clayton Oklahoma a community that had previously gone more than two years without a grocery store. In 2014 the Choctaw Nation became the first tribe to be named a federal Promise Zone in part because more than half of 26 JULY 2016 its jurisdictional area including Clayton and other communities in Pushmataha County meets the USDA s definition of a food desert. ONE BELL PEPPER AT A TIME Eight hours east-southeast of Clayton another federally recognized Choctaw tribe is attempting to make fresh fruits and vegetables more readily available. In 2012 the Mississippi Band of Choctaw Indians launched Choctaw Fresh Produce which grows and sells organically raised fruits and vegetables in and around the tribe s 35 000-acre reservation. According to the USDA Mississippi has one of the highest statewide rates of food insecurity in the country with almost one-quarter of its residents not having consistent dependable access to food. The impetus for Choctaw Fresh Produce came in part from a series of community meetings but also from a request from the food and beverage director of the tribe s casino. Our tribe runs a vocational rehabilitation program and for the last 10 years or so it s been raising the flowers for our resort says John Hendrix the Mississippi Band of Choctaw Indians director of economic development. The casino s food and beverage director came to me pointed out that we were shipping in tons of fruits and vegetables and asked if there was any way we could grow some of those crops here instead. Fast-forward four years and Choctaw Fresh Produce s crops are found at a few more sites than just the casino salad bar. Along with selling to an area Whole Foods and a local co-op Choctaw Fresh Produce has wholesale agreements with some of the tribe s programs including its diabetes prevention program and elementary schools. The kids get to come out pick some vegetables get reconnected with what they eat and hopefully start eating healthier Hendrix says. Its crops are also sold at a tribally run farmers market during the summer and through a mobile market run by the tribe s Department of Natural Resources that makes the rounds each week to some of the reservation s communities. The business operates farm sites in the Mississippi cities of Bogue Chitto Conehatta Pearl River Red Water and Tucker. Along with produce for Choctaw Fresh Produce s clientele each site has a local component based on the community s needs. Several of those towns are very rural Hendrix says. We wanted to bring in some economic development and this was meant to create some work opportunities in those outlying areas. In previous years the business offered a subscription service with participants receiving a weekly box full of organic zucchini kale bell peppers bok choy and other in-season produce. However with the December death of Choctaw Fresh Produce s lead farmer and general manager Dick Hoy the subscription service is suspended at least temporarily as Hendrix and the farmers regroup. It s so hard and it is such a commitment that we just didn t feel right taking people s money for subscriptions in advance Hendrix says. For now we re focusing on our wholesale and retail pieces instead. HOLD THE SALES TAX With 10 grocery stories scattered across an area roughly the size of West Virginia the Navajo Nation is considered a food desert by the U.S. Department of Agriculture. Although some reservation residents without a nearby grocery store are able to be self-sufficient far more are relying on convenience stores and trading posts as their main source of food. In response to the high rates of diabetes obesity and poverty among its citizens the tribe adopted the Healthy Din Nation Act of 2014 which removes a 5 percent sales tax on fruits vegetables and bottled water purchased on reservation-based stores. It also imposes a 2 percent junk food tax on sodas chips candy pastries and other foods deemed to have little to no redeeming nutritional value. Under the terms of the law which CHOCTAW FRESH PRODUCE HAS WHOLESALE AGREEMENTS WITH SOME OF THE TRIBE S PROGRAMS INCLUDING ITS DIABETES PREVENTION PROGRAM AND ELEMENTARY SCHOOLS. LENZY KREHBIELBURTON (CHEROKEE) IS A FREELANCE WRITER WHO REGULARLY CONTRIBUTES TO THE NATIVE HEALTH NEWS ALLIANCE. took effect on April 1 2015 any revenue generated by the additional 2 percent junk food tax is automatically earmarked for community wellness projects overseen by the tribe s 110 chapters such as gardens greenhouses exercise equipment and classes on nutrition food preparation or traditional Navajo crafts. The tax is slated to expire in 2020 but can be extended by a vote of the Navajo Nation s legislature. However implementation has been slow going with the community distribution guidelines still being finalized as of April 1. Until those guidelines are in place no checks from the tax s revenue stream will be cut. Retired teacher Gloria Begay is a spokeswoman for the Din Community Advocacy Alliance a grass-roots organization that helped draft the bill and get it through the tribe s legislature. Over the course of two years Begay put more than 30 000 miles on her pickup truck just by driving to chapter meetings across the Navajo Nation s reservation to talk up the bill. She will be racking up even more miles this spring as she and other DCAA members go back to those community meetings to train chapter officials on what projects can be funded by junk food tax revenue. For DCAA members the tax change is a step toward improving the food system within the tribe s reservation. It has also been a bit of a reality check as not everyone on the reservation shared their enthusiasm for making it a little more expensive to buy a can of Mountain Dew or a bag of Flamin Hot Cheetos. When we were presenting this to the chapters and the legislature more than one grandma told us that the only way she could show love for her grandkids was by buying them a candy bar or a soda Begay says. It s been a wake-up call not only for the Navajo Nation but for us too as [the Healthy Din Nation Act] was a tough sell. We ve had to remind people that we re not asking them to go cold turkey. We just want them to cut back on their sugar salt and fat. JULY 2016 27 28 JULY 2016 BOARD DEVELOPMENT What American Indian Business Enterprise Boards Need Now BY DON ZILLIOUX PH.D. Governance now means leadership not just over-the-shoulder monitoring and passive approvals. The meltdown in the global financial system in 20072008 followed by a deep and painfully long economic downturn sent a wake-up call to corporate boards public private and American Indian. Directors and American Indian business enterprise board members are energized to roll up their sleeves and get to work yet they have more questions and anxiety than ever. JULY 2016 ILLUSTRATION BY LIGHTWISE 29 BOARD DEVELOPMENT Their companies public and tribal are facing unprecedented challenges. Cash vulnerabilities at many enterprises are revealed daily and a lack of liquidity is in some cases turning into insolvency. In many industries demand has fallen off a cliff. For example casinos that were unprepared for a crisis experienced (and many still do) a serious drop-off of customers spending cash in the casino. As recently as two years ago analysts and investors were recommending that companies should use cash to buy back shares and some directors wholeheartedly DON ZILLIOUX PH.D. IS agreed even encouraging THE CEO OF STRATEGIC management to do so more DEVELOPMENT aggressively. One director WORLDWIDE (SDW) BASED IN SAN DIEGO. chairman of his board s SDW CLIENTS INCLUDE finance committee recently AMERICAN INDIAN remarked Why didn t I BUSINESS ENTERPRISES move faster to suggest that AND CASINOS. management ignore the analysts and reverse that decision Urgency has taken hold. In September and October 2008 some boards met more than six times on very short notice and with full attendance. The business landscape has changed. The game has changed. And boards need to change as well. Boards need to own up to their accountability for the performance of their corporations. In the past employees stakeholders and owners looked to the CEO or GM to ensure that the enterprise performed well. Now they have also begun to look to you the board to be the leader. You need to own up to this accountability for the business. As one director recently put it Boards can make a company or break a company. The financial meltdown revealed how boards have failed in their accountability. Boards are institutions with public and private constituencies. The stakeholders and the watchdogs can differentiate a legitimate explanation (no one could have seen the financial tsunami coming and besides everyone is in the same boat) from poor performance. Most directors care about their reputation. It is no fun to be forced to resign from a board through the pressure of public exposure even though you did nothing illegal. The role of the board has changed forever. Governance now means leadership not just over-the-shoulder monitoring and passive approvals. Boards must fiercely guard their enterprises against threats of rapid decline and sudden demise while at the same time helping management seize the opportunities that tumultuous change presents but are hard to see in the daily fray of running the BOARDS NEED TO OWN UP TO THEIR ACCOUNTABILITY FOR THE PERFORMANCE OF THEIR CORPORATIONS. business. The board that does both turns governance into a competitive advantage. In our research and our extensive investment in board effectiveness I talked one-on-one with many directors and closely observed almost 50 in the boardroom. I found a very positive and increasingly healthy dose of realism. They have begun to search for what works and what does not work. They want to do what is right but they know they cannot sustain the pace of six short-notice meetings in 60 days and expect full attendance. Directors need to reinvent the content of their work and their modus operandi. They need answers to their many questions. My observation of boards and interviews with many of you inspired our work with boards in general. We have designed it to directly and concisely address the burning contemporary issues with which directors and their boards are wrestling. The 14 questions addressed in our Board Development Training are the ones that I hear from directors most often. My responses to them draw on my 30 years of experience advising boards and senior managers as well as from observations of best practices I have seen emerging in recent months and even weeks. The multiple boards on which we in our firm serve have also allowed us to see what works and what does not work. The recommendations in this article are meant to be practical and to get to the heart of the unique issues boards are facing now. I recommend that every director particularly new directors read the literature ours and others extensively to fully grasp how boards can own up. It s my hope that you and your colleagues will use the content of this issue to help your board truly own up to the new role society is demanding of you. As the business environment continues to be volatile the specific challenges may shift but there will be no return to board seats as comfortable prestigious positions to which to retire. Directors must face the challenges head on and see to it that their managements do the same. What is here is a work in progress it will never be complete. I welcome the chance to learn from you as we continue to gather the messy reallife data that is the foundation of our observational research. Your reading may stimulate more questions. I d be honored to hear them from you. I ll do my best to return an email from every director and CEO who contacts me at donz JULY 2016 31 32 JULY 2016 TOURISM Beat the Drum and They Will Come Learn from industry experts and network with top leaders at the only national conference on Indian Country tourism. Overseas travelers are visiting Indian Country more than ever before. BY RACHEL CROMER HOWARD ith tribal tourism on the rise and the potential for tribes to increase their share of this multibillion-dollar national industry there is no better time than now to jump into the tourism sector. The 18th annual American Indian Tourism Conference (AITC) presented by the American Indian Alaska Native Tourism Association (AIANTA) offers an ideal opportunity to meet others in the field to learn more about tourism development and marketing and to get involved. JULY 2016 PHOTO BY ENVIROMANTIC 33 TOURISM AITC billed as the only national conference on Indian Country tourism will be held Sept. 12-14 2016 at the Tulalip Resort Casino in Tulalip Washington. Its purpose is to provide attendees with a quality educational forum that can help tribes and tribal businesses with their travel and tourism initiatives. AITC is designed to share knowledge experiences and best practices from tourism programs around the U.S. An impressive lineup of expert speakers will provide resources and training fit for both tribes just entering the tourism industry to those who have experienced tourism programs. This year s conference includes invited keynote speakers that no tourism or tribal business would want to miss including Roger Dow president and CEO of the U.S. Travel Association and Bill Anoatubby governor of the Chickasaw Nation. With nationally and internationally renowned tourism experts like these AITC is sure to spark the interest of tribes at all levels of tourism development. Cultural tourism can contribute to economic development of tribal communities while allowing tribes to keep their culture alive and tell their story in their own way says Rowena Yeahquo AIANTA Pacific region board member and director of the Northwest Tribal Technical Assistance RACHEL CROMER Program. We are excited HOWARD IS THE PUBLIC to bring the 18th annual RELATIONS AND MEDIA American Indian Tourism SPECIALIST AT THE Conference back to AMERICAN INDIAN showcase the Pacific region ALASKA NATIVE TOURISM this year. Attending AITC ASSOCIATION. is a valuable opportunity to expand the network of resources available to tribal communities here and all over the country through cultural tourism. Through AIANTA s extensive support of tribal tourism the end goal is to make Native communities stronger. AITC helps to give tribes the tools and knowledge they need to develop outstanding destinations that benefit their people. It also gives participants a chance to meet one-on-one with tourism destinations service providers and artists in the exhibition area. In this year s sessions attendees will learn more about tour packaging attracting tour operators creating itineraries positioning tribes for the international tourism market tourism assessment and inventory development new technologies and strategies for marketing and media protecting intellectual and cultural property working with state and federal agencies and more. AIANTA will also be assisting tribes and tribal businesses with free on-site registration on the first-ever destinations website dedicated to all of Indian Country. Sponsorship trade show booths and artisan opportunities are available and offer extensive networking and exposure within a group of tribal and tourism leaders from across the country. To learn more about the 18th annual AITC and to register visit ENOUGH GOOD PEOPLE SILENT AUCTION AND AWARDS CEREMONY AIANTA s annual Enough Good People Silent Auction and Awards Ceremony will be held on Tuesday Sept. 13 at 7 p.m. This special event gives AIANTA an opportunity to recognize the best of the tribal hospitality and tourism industry accompanied by dinner and a silent auction featuring items such as Native artwork and overnight stays at tribal destinations throughout Indian Country. Guests will also enjoy entertainment from Darren Thompson (Ojibwe Tohono O odham) an awardwinning flute player from the Lac du Flambeau Ojibwe Reservation in northern Wisconsin. All proceeds from the silent auction and the event benefit AIANTA s scholarship fund. A History of TrAdiTion. A Culture of QuAliTy. EXPLORE THE PACIFIC NORTHWEST DURING MOBILE WORKSHOPS There is no better way to learn about cultural tourism than to experience it. Each year AITC kicks off with exciting and unique mobile workshops that highlight the culture of the region and host tribes. Mobile workshops in the Tulalip area will include either a day at the Hibulb Cultural Center and Natural History Preserve or an exclusive tour of the Tulalip Reservation with a traditional sweat lodge experience. During both mobile workshops participants will spend the day learning about the Tulalip history through storytelling exhibits and hands-on activities. AIANTA AND GEORGE WASHINGTON UNIVERSITY UNVEIL CULTURAL TOURISM CERTIFICATE PROGRAM AIANTA and George Washington University have been working together on creating a cultural tourism certificate program accredited by the university and specifically designed to familiarize tribes and rural communities with the tools they need for the development of a successful tourism program. The program will introduce participants to the best practices and current trends in cultural tourism development. Designed as an online course the program will be available throughout Indian Country. AIANTA is excited to announce that the first course in the six-course program will be offered for the first time in-person at AITC on Monday Sept. 12. Gila River Ambulatory Center AZ Every company has a culture. Ours was forged from a Native American legacy that shapes our dedication to our people and yours. Groundbreaking since 1908. A Strong Heritage That s Shaping the Future. NACA 2016 B2B Conference & Expo Oct. 31 - Nov. 3 2016 Hard Rock Hotel & Casino Tulsa -- Tulsa OK Register Online Today Boats at Tulalip Resort JULY 2016 35 A 36 BY LEVI RICKERT Expanding 70 000-square-foot convention center will feature two large ballrooms and numerous meeting rooms with a threestory atrium and executive boardroom overlooking The Meadows at Mystic Lake golf course. The new hotel tower and Mystic Lake Center will meet a growing demand from our guests for additional accommodations and space for groups of all sizes says Edward Stevenson president CEO of the SMSC Gaming Enterprise which operates Mystic Lake and Little Six Casino. The grand opening of the hotel tower and Mystic Lake Center could not be better timed as we reflect on our mission to give our guests the best possible fullservice entertainment experience in the Midwest. When the expansion is complete Mystic Lake Casino Hotel will have a total of 766 guest rooms making it the fourth-largest hotel conferencing center in the Minneapolis-St. Paul area. Mystic Lake Casino opened in May 1992 the first hotel and convention center followed four years later. All existing 586 hotel rooms are being remodeled this summer and the completion date will coincide with Mystic Lake s 25th anniversary. The Shakopee Mdewakanton Sioux Community maintains a good neighbor good steward of the earth and good employer business approach. The tribe MYSTIC LAKE CASINO HOTEL lready touted as one of Indian Country s premier gaming facilities Mystic Lake Casino Hotel is now expanding to become even bigger and better. The groundbreaking for the expansion which includes a new hotel tower and convention space called Mystic Lake Center took place in early May the project is expected be completed by late 2017. Located in Prior Lake Minnesota 25 miles southwest of Minneapolis Mystic Lake Casino Hotel is owned by the Shakopee Mdewakanton Sioux Community a federally recognized American Indian tribe. The new nine-story hotel tower will have 180 rooms while the new JULY 2016 TRIBAL GAMING Above Rendering of Mystic Lake Casino Hotel expansion Left Groundbreaking for the project is committed to charitable donations community partnerships a healthy environment and a strong economy. It is the largest employer in Scott County. The expansion designed by Worth Group Architects & Designers of Denver will bring 400 construction jobs and about 100 permanent jobs to the area. Out of a Dakota tradition to help others the Shakopee Mdewakanton Sioux Community has donated more than 325 million to organizations and causes and has contributed millions more to regional governments and infrastructure such as roads water and sewer systems and emergency services. It is the largest philanthropic benefactor for Indian Country nationally. MYSTIC LAKE CENTER FEATURES One of the largest ballrooms in the Minneapolis-St. Paul area with nearly 18 000 square feet of meeting space 13 000-square-foot junior ballroom that can be divided into many flexible combinations Separate entrance from the casino and a dedicated parking area Several options for loading and unloading from the building Natural light accessible from almost every meeting space Advanced technology setup incorporated into the overall design An executive boardroom with a balcony overlooking the golf course. HOTEL ADDITION New nine-story hotel tower with 180 rooms most capturing a western view of The Meadows at Mystic Lake With the additional hotel rooms Mystic Lake Casino Hotel will be second-largest hotel in the Twin Cities region and the third-largest in the state In addition to the new tower all existing hotel rooms are being remodeled to reflect a more upscale and modern experience JULY 2016 37 38 JULY 2016 COVER STORY S Kevin Red Eagle Brown chairman of the Mohegan Tribe Mohegan Tribe to Roll Dice with Korean Casino BY LEVI RICKERT So when the Mohegan Tribe s economic arm won the award with some Korean partners to build a casino there the news reverberated throughout Indian Country. When completed in 2019 it will be the first time an American Indian tribe will have rolled the dice to operate a casino in Asia. In the forefront of the effort has been Kevin Red Eagle Brown who has served as chairman of the Mohegan Tribe since 2013. Prior to assuming his role as tribal chairman Brown served 25 years in the United States Army with extensive leadership and organizational management experience in deployed combat environments. During that time Brown also held stateside management of a large Army base at Fort Riley Kansas. At Fort Riley he was the garrison which is the equivalent of being city manager for a city of 55 000. Additionally he served as an analyst at the Pentagon after he attained his Master of Science in operational research and systems analysis at the Naval Postgraduate School in Monterey California. JULY 2016 ome 7 000 miles separate the tribal headquarters of the Mohegan Tribe in Uncasville Connecticut and Incheon International Airport in South Korea near the capital city of Seoul. 39 This vast military leadership skill set contributes to Brown s leadership of the Mohegan Tribe and its economic development arm the Mohegan Tribal Gaming Authority (MTGA) which he chairs in a dual role. The gaming authority owns and operates several tribal casinos including its flagship Mohegan Sun Casino in Uncasville Connecticut and Mohegan Sun Pocono in WilkesBarre Pennsylvania. Additionally MTGA operates the Resorts Casino Hotel in Atlantic City and the Tunica-Biloxi Tribe s Paragon Casino Resort in Louisiana. Next year MTGA will manage the Cowlitz Tribe casino that is now under construction. Brown discussed his military experience the new Korean casino and more in an interview with Tribal Business Journal You have a long career in the U.S. Army. How have you transferred what you learned there to tribal governance I get asked this question quite often and I think at the root of the question is a misunderstanding about the extent and nature of the opportunities I had to lead at various levels of command in a wide variety of environments. From a leadership standpoint the Army is the ultimate people business. You are taught as a young leader that the main components of successful leadership are accomplishing the mission efficiently using available resources and addressing the welfare of your subordinates. These principles transcend the type of organization you lead military or civilian and I ve been incredibly fortunate to fall into an environment here at the tribe and at our flagship Mohegan Sun property where those principles are explicitly reflected in the organization s mission and philosophy. It s made for a seamless transition. From a management standpoint the fact is my service as a garrison commander at Fort Riley (a base that supported the daily work and home life for nearly 50 000 soldiers family members civilian employees and local retirees) was great preparation for the role of chairman of our Mohegan Tribe. Our tribal government and its directorates are organized very similarly to those I had under my command in that last assignment. From human resources to law enforcement fire and safety to public works and legal support even the existence of a day care that we have a peripheral involvement with as a service provider to our Mohegan Sun employees and tribal members it is all very similar. And the skills both management and leadership and decision-making were wholly transferable. As it regards our role in managing our business ventures I think sometimes there s a misperception that there must be an enormous adjustment from the stereotypical straightforward and very regimented world of being in the service to the type of fast-paced business environment that surrounds gaming. In fact our Army over the past decade has become extremely agile 40 JULY 2016 COVER STORY Rendering of the integrated resort at Incheon International Airport in South Korea on the important role of generating revenues for self-sufficiency. The Mohegan Tribe s approach to governing is guided by the Mohegan Constitution which empowers an elected nine-member tribal council to serve as both the legislative and executive branch overseeing administrative branches of the tribal government while simultaneously serving as the management board of MTGA overseeing all gaming business matters for the tribe. In addition to the oversight provided by the tribal council we are extremely proud that we ve achieved a strategic milestone for MTGA with the ascension of Mohegan tribal member Bobby Soper to the position of president and CEO of all of our gaming pursuits. That evolution has also produced other tribal members in positions of authority including Ray Pineault as president and general manager of our flagship Mohegan Sun property with tribal member Jeff Hamilton as his assistant general manager. Additionally tribal members Kara Fox-LaRose and Michael Hamilton will serve as general managers for properties for which we ve established management agreements in support of our Native brothers and sisters at the Cowlitz Tribe s Ilani Casino and Tunica-Biloxi Tribe s Paragon Casino. The point here is that we not only have oversight but inherent management by tribal members to oversee our ventures. Additionally a business diversification arm of our government led by Mohegan tribal member Jeanette Ziegler and overseen by the Tribal Chief Operating Officer Phil Cahill was established a little over three years ago before I took over as chairman. Jeanette s role was to help the tribe establish non-gaming business pursuits to both diversify our portfolio and also hedge against increasing competition in the gaming realm. Over the last three years that government arm has evolved into Mohegan Holding Company LLC a multimillion-dollar startup that employs over 600 people in a wide variety of franchise and stand-alone business ventures. We are proud once again to have a tribal member involved in the day-to-day operations of our business and are excited about the possibility of bringing interested tribes into the fold much like we ve done on the gaming side. By 2020 we will have built out nearly 50 franchise restaurants of the Smashburger Jersey Mike s and Arooga s brands we expect to put over 2 000 office machines into operation in small and large businesses in southern New England with our KOTA business solutions arm and to produce over 250 000 tons of wood pellets at plants throughout the United States under our Northeast Pellets brand. What measures have you taken to expand economic development for the Mohegan Tribe Besides the Mohegan Sun casino what other business enterprises is the Mohegan Tribe involved in Any time a new business opportunity is presented we look at the long-term impacts it will have for all present and future generations. That is why we have been very conscience of our economic development. Back in 1995 we formed MTGA to conduct and regulate gaming activities. Under MTGA we own and operate our flagship property Mohegan Sun on the reservation in Connecticut. It is JULY 2016 and capable in very ambiguous environments and the process of risk management as you can imagine permeates everyday operations whether you are training a private to throw a hand grenade or flying 400 soldiers into the heart of the Euphrates River Valley in the dark of night. It s all about assessing risk implementing controls and finding the margin of acceptable risk where necessary to achieve the reward that comes from it. These are all very familiar concepts in the gaming and business world. So again from this standpoint the transition has been less difficult than some might think. The only difficulty that comes in the transition is one I think our country is slowly growing to understand and that is the transition from leaving an extremely close-knit band of brothers bound by the danger of their mission and the higher calling of their cause. That said I d like to think that our recognition of the importance of thinking and making decisions with a 13 generations approach is an adaptation of the higher cause a soldier feels in serving country first except now I serve my tribal nation past present and future generations first. Does the tribe have its own economic development commission that oversees the building of the tribe s economy I recognize that there are tribal nations that have established a separate and distinct Economic Development Authority to focus 41 COVER STORY the highest-grossing casino facility in the Western Hemisphere and has roughly 12 million annual visitors. MTGA also owns and operates a commercial gaming and resort destination Mohegan Sun Pocono in Wilkes-Barre Pennsylvania. In 2012 we entered into a joint venture and management arrangement with the owner of Resorts Casino Hotel in Atlantic City and ownership of 10 percent of the facility and affiliated online gaming businesses. This marked the first American Indian-owned casino in Atlantic City and the first time an American Indian tribe has taken ownership of a commercial property in the U.S. In addition we have management contracts with two fellow tribes to help oversee operations for resort destinations including the Cowlitz Tribe in Washington state which is set to open the West Coast s premier gaming dining entertainment and meeting destination in late spring 2017. In May we also signed a contract with the Tunica-Biloxi Tribe to help manage their current property Paragon Casino Resort in Louisiana. Back in February of this year we had a major game changer as we along with partners KCC Corporation and Incheon International Airport Corporation (IIAC) were awarded a license from the Korean government to develop and build a firstof-its-kind integrated resort at Incheon International Airport in South Korea. Marking our first international venture this project will be unlike anything anyone has seen before. But as the gaming industry continues to grow we have looked for alternative ways of sustaining our independence including the development of Mohegan Holding Company which was established to identity business diversification opportunities in non-gaming areas to maintain self-sufficiency and sovereignty amid growing competition within the gaming industry. Business diversification allows the Mohegan Tribe to contribute to the economy in alternate ways while maintaining the tribe s reputation for bringing the best-quality products and services to the region. Currently Mohegan Holding Company owns interests in sustainable energy resources franchise restaurants manufacturing and of course digital technologies. Tell TBJ readers how you embarked on the Korea casino project We were contacted via a business associate we previously worked with regarding our interest in the project. From that point we spent significant time on due diligence understanding the market the specific location regulatory framework as well as getting to know potential business partners. As evident from our pursuit of the license we concluded that this is a great opportunity and a perfect fit for the tribe. What have been the obstacles in an international business venture How has MTGA been received Like any large-scale project there will be bumps in the road but frankly it has been fairly smooth thus far. Doing business in foreign jurisdictions does have unique challenges such as language barriers cultural differences and different legal and regulatory rules and processes for development and operating but again I believe we have navigated the waters effectively thus far. It all comes down to establishing trust and respect on both sides of the joint venture and we are all in to insure that each and every step we take going forward keeps that top of mind. Our grand sachem Uncas was the penultimate diplomat and understood the importance of this when dealing with the first to arrive from Europe. There is a famous quote from Uncas during those times Yo mutah mutu nutah wipi kutah meaning This heart is not mine it is yours signifying his willingness to find a path of cooperation. We want to sustain this philosophy as part of our heritage. MTGA has been received warmly by the Korean community and our project and its potential to boost tourism have been viewed very positively in the Korean media. How have tribal members responded to the Mohegan Tribe expanding into Korea Overwhelmingly I think there is a since of pride and excitement upon the citizens of our tribe. The awarding of this license by the Korean government was a game changer for the Mohegan people marking our first venture into the international market. There is a famous quote within our tribe from the late Chief Ralph Sturges. Shortly after receiving federal recognition he said We are no longer the little old tribe that lives upon the hill. Those words could not be truer today. We ve always had a world at play in our company it s in our portfolio. What do you perceive as the risks of establishing a casino in Korea As our first venture in Asia this will be a significant undertaking especially since Korea itself is a new jurisdiction launching large-scale integrated resorts for the first time. While the South Korean government is stable especially relative to other foreign governments in Asia there are various political and regulatory risks that operators do not have to necessarily face in the United States. What is occurring in Macau is a great illustration of that. But as I said earlier you have to assess the risks control them where you can and determine the margin of acceptable risk weighed against the potential reward which in this case is substantial and can be a game changer for our tribe. What mechanisms will be in place for tribal (or MTGA) oversight in an economic development venture almost 7 000 miles away First and foremost we have a stable leadership team that does a great job of communicating to the management board of which I am also chairman. In fact we meet twice a week and have daily communication. Accordingly we always feel we have a pulse on any situation that may arise. In addition we have a significant team on the ground in Korea led by our former senior vice president of business development Gary Luderitz to ensure the project is properly executed. As a majority shareholder of the project we also have a majority presence on the board including myself again serving as chairman of the board for our Project Inspire in Korea. As such I am able to represent the MTGA management board in all material decisions made by the Korean entity as well as do everything I can to sustain the level of trust between us and our Korean partners. 42 JULY 2016 P R E S E N TING T H E F IRS T ANNUAL 2 0 16 ENTER TODAY Tribal & Native Owned Businesses in Indian Country The TBJ 100 will be broken down into four groups of top 25 businesses Top 25 Tribal-Owned Businesses Ranked by 2015 gross revenue companies must be at least 51% owned by a recognized tribe. Top 25 Fastest-Growing Tribal-Owned Businesses Ranked by 2015 gross revenue over 2014 gross revenue must be at least 51% owned by a recognized tribe and at least 3 years old. Top 25 Native-Owned Businesses Ranked by 2015 gross revenue must be at least 51% owned by a recognized member of a recognized tribe and at least 3 years old. Top 25 Fastest-Growing Native-Owned Businesses Ranked by 2015 gross revenue over 2014 gross revenue must be at least 51% owned by a recognized member of a recognized tribe and at least 3 years old. Recognizing the Largest and Fastest Growing AN ENTRY MUST BE SUBMITTED TO BE INCLUDED. To apply fill out the registration form no later than August 15 2016 at Sponsorship opportunities available call Sandy Lechner 954.377.9691 or 954.465.9889 JULY 2016 43 InterContinental St. Paul Riverfront 44 JULY 2016 TRIBALNOMICS LEARNING FROM ITS FAILURES Mille Lacs Band Embraces its Strengths for Success BY LEVI RICKERT AND WELDON GROVER hen Joseph Nayquonabe commissioner of corporate affairs for the Mille Lacs Band of Ojibwe discusses his tribe s economic development successes he first likes to talk about the lessons the band encountered along the way. JULY 2016 45 TRIBALNOMICS Big Sandy Lodge & Resort in McGregor Minnesota We actually tried a bottled water company and invested in a wind energy company. They failed he says. I ask What do we know about bottled water and What do we know about wind energy Coca-Cola and Pepsi are the kings of that industry we weren t. We did not know enough about wind energy to run a wind energy business. We decided to deal with our real strengths. We decided to add value to our own expertise. The band also owned a grocery store a movie theater and convenience stores which helped to provide jobs and local services for tribal members which is part of the band s community development approach. However A tribe will not get ahead based solely on that approach says Nayquonabe. You need a good mix of capital development and community development. We were losing money while we provided jobs and local services. We had to find balance. Determining the tribe s expertise was part of the situational analysis Nayquonabe conducted with his team four years ago when he became the chief operating officer of Mille Lacs Corporate Ventures which operates the band s business enterprises. The assessment was part of the process to move away from gaming as the tribe s primary source of revenue. When I was hired I was given a directive from Mille Lacs Band of Ojibwe s Chief Executive Melanie Benjamin who shared the need to diversify our economy beyond gaming says Nayquonabe adding that tribal leaders were aware that as the tribe was growing by 2.6 percent the growth of gaming industry in the St. Paul region after 20 years had begun to fall by over 1 percent for two consecutive years according to the National Indian Gaming Commission. Maintaining a strong tribal economy was essential for Mille Lacs Corporate Ventures because its revenue contributed to essential services provided to band members such as education language cultural health and elders services and more. After a thorough analysis Nayquonabe concluded that the tribe s main expertise was in hotel and restaurant management. The band opened its Grand Casino Mille Lacs property in 1991 closely followed by the Grand Casino Hinckley in 1992 and is today celebrating 25 years of success. Between the two casinos there are more than 1 300 rooms seven restaurants and convention facilities. Nayquonabe and his team knew they could operate hotels and restaurants successfully. So in 2013 Mille Lacs Corporate Ventures purchased the Crowne Plaza now the InterContinental St. Paul Riverfront and DoubleTree by Hilton hotel in downtown St. Paul. With the purchase of these two hotels Mille Lacs Corporate Ventures owns more than half of the hotel rooms in Minnesota s capital. The city was an attractive location because of its proximity to the band s reservation located an hour and half away in east-central Minnesota. Buying these two hotels was a bold and cool statement by the tribe says Nayquonabe. It was a nice splash for the tribal economy. The entry into the hospitality sector has already shown substantial growth for Mille Lacs Corporate Ventures. Prior to the hotel purchases non-gaming revenue for the band was around 10 million annually which barely met expenses. Being part of the hospitality sector allows the tribe to assist its members in finding employment. The band has developed a hospitality program with St. Cloud State University so that prospective employees can get a crash course in business. The course has attracted interns for both band members and nonNatives to gain work experience as the need for employees increases. Nayquonabe says making any investment in business is risky which is why his team took extra steps to ensure the purchase of the hotels was the right step toward selfsufficiency. Our community members are our shareholders he says. It was important to us to educate our band members about our plan to diversify our non-gaming business portfolio. We did it in short order and we were pretty calculated in our approach. Moving beyond relying solely on gaming the band now owns the Embassy Suites in Oklahoma LEVI RICKERT City the DoubleTree by Hilton Minneapolis (POTAWATOMI) IS THE Park Place in St. Louis Park Minnesota and EDITOR-IN-CHIEF OF TBJ. Eddy s Resort on Lake Mille Lacs and this year it purchased the Big Sandy Lodge & Resort in WELDON GROVER McGregor Minnesota which is one of the premier (DIN ) IS A SUMMER resorts in the state. INTERN FOR TBJ. HE IS A For 2016 the band s non-gaming business SENIOR AT THE WALTER enterprises will bring in over 100 million which CRONKITE SCHOOL contributes real money to help with cash flow. OF JOURNALISM AND Learning from past business failures was important MASS COMMUNICATION for the band. Concentrating on its strengths and AT ARIZONA STATE expertise is paying off in big dividends. UNIVERSITY. 46 JULY 2016 NATIVE NEWS ONLINE THE NATIONS LEADING SOURCE FOR NEWS AND INFORMATION ON INDIAN COUNTRY. FOR INFORMATION ON ADVERTISING AND SUBSCRIBING CALL 954-377-9691 OR EMAIL SLECHNER TRIBALBUSINESSJOURNAL.COM JULY 2016 47 48 JULY 2016 CORPORATE INDIAN COUNTRY BUSINESS PARTNERS W American Indian Foods and Products Are Getting International Attention BY MONICA WHITEPIGEON ith the rise in consumers demanding that food companies avoid GMOs and return to organic ingredients now is an ideal time for indigenous and Native foods to gain popularity. For the past 18 years American Indian Foods (AIF) has provided accessibility of indigenous foods throughout Indian Country and to nations around the world. This program was established through the Intertribal Agriculture Council (IAC) and the USDA Foreign Agricultural Service (FAS) to promote American Indian food businesses and their products in foreign countries. Funding from PHOTO BY TOMWANG JULY 2016 49 CORPORATE INDIAN COUNTRY BUSINESS PARTNERS Native populations says Nathan Notah (Navajo) program director of AIF. Other tribes want to do more and get more premium prices for their products. Some over-saturate the markets in their regions. The seafood market can sell in Asia for better prices than in the United States. This past winter AIF exhibited several businesses for the first time at the Gulfood expo in Dubai. One of the featured Native foods was bison jerky by KivaSun Foods owned by former PGA Tour player Notah Begay III. AIF has an initiative to continue working with Middle Eastern buyers and establish relationships between Native harvesters. With Native wild seafood products being the most popular Northwest coastal tribes and Alaskan Native businesses are encouraged to attend these expositions especially in Asia. In September AIF plans on expanding into the Southeast Asian market by attending Seafood Expo Asia in Hong Kong one of the largest seafood expos. This will be its fourth year attending despite difficulties from China s trade regulations. The limitations of us going directly to China has caused some barriers says Notah. We ve had some people buy directly from us then they bring it into the country indirectly through Hong Kong. While most of AIF focuses on international exposure it is consistently involved in two U.S. food shows the National Restaurant Association expo in Chicago and Seafood Expo North America in Boston which bring in a tremendous amount of international buyers each year. The long-term benefit [is that] they would be able to establish relationships with buyers for the next 10 years or so to get better prices whether it be in Asia or the Middle East claims Notah. The benefits really are premium prices for their products. Notah says that AIF has worked with many tribes that have utilized casino revenues to buy back traditional homelands many of which have already been established from an agricultural standpoint. Non-Native farmers have grown crops like olives and wheat on these lands and tribes are able to encourage their own economic development through food sovereignty. From a tribal perspective if tribes were able to produce food products things they harvested years ago go back to the natural products and produce enough to feed their people that would be food sovereignty he explains. By building international relationships AIF is able to take tribal sellers to meet overseas buyers and vice versa. AIF has a reverse trade mission where it brings in overseas buyers to reservations to meet tribal leaders and processing plants so buyers will know who they are buying from and how products are harvested and packaged. AIF is committed to promoting the sustainability of Native-owned businesses and their natural products in international markets. the Market Access Program (MAP) a FAS program designed to help build markets for U.S. farms and food products has allowed tribal businesses to meet with international buyers at conferences and food events. MAP has helped fund over 700 000 to IAC for this fiscal year. IAC located in Billings Montana was established to advance the development conservation and use of agricultural resources in tribal communities. It emphasizes its trademark Made Produced by American Indians with all of its products. To ensure this claim businesses (both tribal and individual) must be at least 51 percent Native-owned to participate in AIF. Tribal businesses and entrepreneurs must also attend a seminar where specialists are brought in to teach better business practices when dealing with international buyers and they must recertify every three years. Over 20 tribal organizations around the country are affiliated with AIF including Arctic Circle Wild Salmon (Inupiat Eskimo Village Alaska) Shoshone Bannock Tribal Farms (Fort Hall Idaho) Leech Lake Band of Ojibwe (Cass Lake Minnesota) Premier Harvest (Bellingham Washington) and Native Vine Winery (Lexington North Carolina). The variety of food products from these organizations MONICA WHITEPIGEON and businesses includes (PRAIRIE BAND chocolates seafood wild rice POTAWATOMI NATION) fruits and vegetables wine IS A RESEARCHER AT and bison jerky. UPWORTHY AND A We work with tribes that REGULAR CONTRIBUTOR have excess food products TO TBJ. that they sell back to their American Indian Foods exhibit in Japan MARCH 2016 7.95 APRIL 2016 7.95 MAY 2016 7.95 THE 21ST -CENTUR Y VOICE FO R BUSINES S INVESTM ENT AND PROFITABL E ECONOM IC DEVELO Gary Davis PMENT OP PORTUNITI Tr think Be ibal Leaders yond Gam ing ES IN IND IAN COUN TRY THE 21ST-CENTUR Y VOICE FOR BUS INES S INVESTMENT AND PROFITABLE Transforming the Navajo ECONOMIC DEVE LOPMENT OPPORT UNITIES IN INDI Robert Joe Nation AN COUNTRY JUNE 2016 7.95 S.R. Tommie THE 21ST-CENTURY VOICE FOR BUSINESS INVESTMENT AND PROFITABLE The Wings of Success COUNTRY ECONOMIC DEVELOPMENT OPPORTUNITIES IN INDIAN JUL Y 201 6 7.9 5 Sherry Treppa ICE FOR BU ENTURY VO THE 21ST-C SINESS INV ESTMENT AND PR ECONOM OFITABLE PMENT IC DEVELO OPPORTUN ITIES IN IND IAN COUN ne Lending n of Onli Champio TRY It Starts Here JULY 2016 Advertise in the only publication distributed to over 15 000 of the most influential leaders in Indian Country. For information on advertising and subscribing call 954-377-9691 or email slechner g the Rollin n evin Brow K NITIE ORTU S IN IN DIAN COUN o Casin rean a Ko with Dice TRY VESTM EN PRO T AND FITAB LE EC ONOM IC T OPP OPMEN DEVEL 51 Knife or Screwdriver TOOLS OF THE TRADE 52 JULY 2016 H BY ADOLFO E. VASQUEZ FEDERAL PROCUREMENT ow many households have a drawer full of knives with bent tips More than you think And 99 percent of the time there is a screwdriver in a toolbox in the garage or even in another kitchen drawer. So why does this happen I don t know but it was alive in my childhood in my adult life and I see it in my golden years when I visit my grandkids. What does this have to do with federal procurement In my career as a federal contracting officer and now as a PTAC (Procurement Technical Assistance Center) advisor I see myriad business marketing tools that are either way too 10 Tools Essential to Success in Federal Procurement 1 Complete registration in SAM (System for Acquisition Management). 2 Complete SBA DSBS registration for small businesses. 3 Complete and update certification application (WOSB EDWOSB SDVOSB 8(a) DBE etc.). 4 Create your statement of qualifications (aka your capabilities statement) a one-page business resume that answers all the questions a procurement person needs. This is not a history of what you have performed. 5 Update your business plan with complete financials to include any teaming partner information that will support your proposals. 6 Get proof of bonding and or performance insurance options. 7 Find NAICS PSC and FSC codes that identify what you do that the feds are buying. 8 Have teaming agreements in place with all potential teaming partners along with business resumes for each. 9 Set up a Quality Assurance Surveillance Plan (QASP). q Have a current capture plan and processes in place to keep it updated. If any of these are familiar you need to visit with NC PTAC to either find them in your toolbox or help you get them. Time to put down that butter knife LT. COL. ADOLFO VASQUEZ U.S. ARMY RETIRED IS A PROCUREMENT TECHNICAL ADVISOR FOR THE NATIONAL CENTER FOR AMERICAN INDIAN ENTERPRISE DEVELOPMENT PROCUREMENT TECHNICAL ASSISTANCE CENTER (NCAIED PTAC). complex and congested for any federal contracting officer to consider or they are so off track that it convinces the procurement folks that the business has no clue what the feds are buying and instead are in slot machine marketing mode (i.e. Let s bet one and push play ). So what is a small Native American business to do Where does one find the right marketing tools How many varieties are there And how much are they going to set me back Well let s take the knife metaphor. The right tool is usually right under your nose. You just need to know what it looks like. For example is a large successful company s System for Acquisition Management (SAM) registration different from a four-employee janitorial services SAM registration (The answer No ) But I can assure you that the large successful business is maximizing all of SAM s features to their advantage. You are using a butter knife they are using a screwdriver. So where can you find the right tool YouTube has some great videos that can help you set up your registration correctly and maximize its effectiveness for your business. (Just search for SAM registration on Now you have the right tool Another marketing tool that is automatically set up for small businesses is the SBA Dynamic Small Business Search (DSBS). All small businesses have a profile and procurement officers small business reps prime federal contractors and commercial large businesses use it to find WOSB SDVOSB HubZone DBE 8(a) certified small businesses or potential subcontractors daily to meet the government s small business set-aside mandates. More importantly this is where small businesses can find teaming partners or small businesses in other localities where they want to pursue both federal and commercial contracts. Another important use of this tool is to check out other small business profiles locally and nationally to see what they have in their toolbox that you can add to yours. And the best part is This is all free So why are you using an ax to cut down a tree when you have a chainsaw in your shed Start looking for the tools you already have. Below is a list of 10 tools you need for marketing your small business to the feds. You probably have some of these for your commercial business but you need to tweak them for the feds. For example does your website have a government section or page Does your business plan show that you can sustain operations for 90-120 days while you wait for your first government payment Tweaking these is not hard it just means you have to find the information and update it. NC PTAC is a great place to start. JULY 2016 53 NATIVE SCENE Native Americans in Philanthropy held its 11th annual Philanthropy Institute conference at the Catamaran Resort Hotel and Spa in San Diego California May 25-27 2016. Raising Impact with Native Voices 11TH ANNUAL PHILANTHROPY INSTITUTE 54 JULY 2016 COMMUNICATIONS SO IT S AN INDIAN PRODUCT... W So What BY GLENN C. ZARING hatever your product chances are that someone else can make a comparable product to be bought for less money. So why should people buy products from American Indians Consider this If I reach out to my left there is a hand drum sitting next to me in my office. When I look at it I smile and have warm memories and not because of the construction of the drum or memories of its voice. Those feelings are because of my connotation of that drum with the dear Ottawa lady who made it for me. Her face and presence come with that drum. If I reach out to my right there is a beautifully beaded padded turtle on deerskin. When I touch it I am reminded of the Nishnaabe friend who made it for me following many delightful conversations about being Indian and what it meant to us. She is a member of the Turtle Clan. To be successful the products or services that we sell should be more than just well-made and functional. They should also bring precious memories to those who purchase them. While this is obviously true for American Indian art and crafts consider that the philosophy of increasing the value of our products with a human face is actually a unique selling proposition for any successful tribal business. Customers have myriad choices when it comes to buying things. From Dollar Tree to Walgreens items are for sale everywhere. What makes any of them different from or better than their competitors Is it just the battle between the one that can provide the best discount Or is it something more In my small town we have a new big-box store that is top-of-the-line very nice clean well-stocked and all that. We also have a health food store that is small crowded and not inexpensive by any stretch. Consider the purchase of a jar of honey. The box store has a number of different brands and sizes (including the little plastic honey bear container ones). The health food store has a single supplier from a farm near town. There are two sizes of jars and for variety you can get them either strained or know with bits of wax and bee parts floating around. Guess where I buy mine Why When I reach for the honey jar in the mornings I am doing more than just getting some sweetener for my tea the face of the health food store owner and memories of our conversations come to mind as I bring that jar down from the shelf. These memories make my morning cup more pleasant by far. Add to it that by purchasing this particular product I am supporting a local farmer and a local merchant. When you and your tribe are contemplating producing a product or service for sale to the outside world consider how you can make your product more valuable to the consumer. How can your THE PHILOSOPHY OF INCREASING THE VALUE OF INDIAN PRODUCTS WITH A HUMAN FACE IS ACTUALLY A UNIQUE SELLING PROPOSITION FOR ANY SUCCESSFUL TRIBAL BUSINESS. product bring a warm memory to your customers whenever they use it Consider adding a tribal element to the product for that added bit of pizazz which will make the product meaningful. Maybe it can have a bit of history or culture printed on the label. For example if your tribe is into wild rice harvest as a product could you have a picture of a traditional harvest scene Maybe it will link to a website or podcast showing videos of the actual process along with a bit of history of your tribe and rice. It could be as simple as having something of tribal significance as part of the packaging. A small card (or one of those folding labels) that could share a teaching about the Seven Grandfathers Adding this cultural element will increase the value and thus the cost of the product in most cases. But think about the benefits Customers will be able to learn more about the tribe or indigenous people who produced it you will be able to improve public relations with associated marketing opportunities based upon your tribal product and you will build improved brand awareness by expanding upon the tribal-ness of the product. When customers reach for your product they will have the warm GLENN C. ZARING (CHEROKEE) thoughts of those IS THE FORMER PUBLIC AFFAIRS who produced it. DIRECTOR OF THE LITTLE RIVER That will transBAND OF OTTAWA INDIANS BASED IN late into higher MANISTEE MICHIGAN AND OWNER sales volume and OF TRIBAL PUBLIC AFFAIRS ADVISOR success for what (TPA2). HE MAY BE REACHED AT you do. PUBLICAFFAIRSADVISOR GMAIL.COM. C 56 JULY 2016 BY LEVI RICKERT Refine Your Business Skills at Dartmouth College the highest levels if diverse suppliers are going to provide real value to corporations. The Tuck School of Business has been developing diverse businesses around the country since 1980. Over the last 36 years it has run outreach programs in 39 states and has given program certificates to more than 7 000 minority Native American and women business owners. In addition the school provides thought leadership that shapes public policy as well as corporate and public sector best practices. From the beginning we have had a few Native participants and the faculty director Dr. Leonard Greenhalgh has provided dozens of on-reservation ompeting in the ever-changing business world can be daunting especially if you ve been away from college for several years and are then elected to your tribal council appointed to a tribal business enterprise board or have risen in the ranks of a Native-owned business. To equip those who want to increase their core business skills and aptitudes the Tuck School of Business at Dartmouth College offers several programs designed specifically for minority business leaders. The school operates on the philosophy that Minority Business Enterprise (MBE) leaders need to master business skills at EDUCATION TUCK S MINORITY PROGRAMS Supplier Diversity Professional Excellence Program Designed for those new to supplier diversity as well as experienced supplier diversity professionals. Building a High-Performing Minority Business Focuses on strategy and strategy implementation to drive results marketing strategy to improve the bottom line operations strategy to leverage the value chain to full advantage and financial statement analysis to improve cash flow and increase profits. The program is for business leaders with at least three to five years of ownership management experience whose companies range from 300 000 to 150 million in sales and who are committed to improving their business. Digital Excellence Program for Minority Entrepreneurs Tuck has teamed up with Google to offer this program which aims to provide entrepreneurs from minority and underrepresented communities with the skills and knowledge they need to leverage digital technologies to grow their businesses. The emergence of these technologies has created unprecedented access to data and consumer information and offers new growth opportunities for businesses of all sizes. Growing the Minority Business to Scale Program Focuses on three methods to achieve growth organic growth acquisitions and strategic alliances joint ventures. Topics include growth strategy and strategy implementation to achieve profitable growth finance essentials (business valuation sources of capital) acquisition strategy to improve outcomes aligning with the right customer to drive results using innovation to expand growth opportunities lean operations to reduce costs while maintaining quality and strategic alliances to extend the customer base. The program is for business leaders with at least five to 10 years of ownership management experience whose companies range in sales from 400 000 to 400 million and are poised for serious growth. UPCOMING PROGRAMS Supplier Diversity Professional Excellence Program Aug. 2-4 2016 Digital Excellence Program for Minority Entrepreneurs Oct. 21-23 2016 (Chicago) Building a High-Performing Minority Business Nov. 13-18 2016 Growing the Minority Business to Scale Dec. 4-9 2016 All programs are held at Dartmouth College in Hanover New Hampshire except the Digital Excellence Program for Minority Entrepreneurs Back row Earl Evans Stephen Mills Barrie Hamp and Lance Gumbs Front Row Dr. Leonard Greenhalgh Cheryl Cardinal Jade Melvin and Dr. Fred McKinney programs for Native tribes across the country says Dr. Fred McKinney managing director of Minority Business Programs at Tuck and newly appointed member of TBJ s advisory board. But now we are attempting to attract larger numbers of Native entrepreneurs to our main on-campus programs. Several American Indians have participated in Tuck s Building a HighPerforming Minority Business program including Luis Ali (Grand Traverse Band of Ottawa and Chippewa Indians) president and CEO of AGI Construction in Dearborn Michigan who attended the in April. I have gained so much invaluable knowledge from the amazing professors from every aspect of business operations he says. I ve never experienced such academic excellence and passion. I ve gained a deeper understanding of the importance of my impact and role as an MBE in the community including Indian Country and the rippling effects that has on the economy. Another past participant is Cheryl Cardinal (Cree Coast Salish) president and CEO of Indigenous Center of Energy. The Tuck School of Business provided an invaluable experience that brought together minority businesses from around the world where we were able to learn from one another through discussion selfreflection and group work she says. JULY 2016 57 IN THE NEWS AMERICAN INDIAN TOURISM CONFERENCE THE 18TH ANNUAL SEPTEMBER 1 2 - 1 4 TULALIP RESORT CASINO TULALIP WASHINGTON 2016 WASHOE TRIBE OF NEVADA AND CALIFORNIA OPEN TRAVEL PLAZA Travelers to Carson Valley Nevada can now enjoy the new Wa She Shu Casino & Travel Plaza thanks to the Washoe Tribe of Nevada and California. Wa She Shu means The People s Place in the Washoe language. The plaza is situated on U.S. Highway 395 in Gardnerville Nevada just north of the Washoe Tribe s headquarters and south of Reno and Carson City. It is a welltraveled route with some 10 500 vehicles passing the location daily. The plaza is expected to generate up to 1 million annually in additional revenue for the tribe benefiting over 1 550 tribal members and individuals in surrounding communities. The development created 40 direct jobs and 16 indirect jobs 41 percent of which are filled by tribal members. The Washoe Travel Plaza was financed by Clearinghouse Community Development Financial Institution (CDFI). Financing for its construction was a combination of state and federal New Markets Tax Credits (NMTCs) 2 million of Nevada state NMTC allocation 10 million of federal NMTC allocation and a 5.6 million loan to the Washoe Tribe. The loan marks the first use of funds from the United Wa She Shu Casino & Travel Plaza States Treasury Department s CDFI Bond Guarantee Program (BGP) for sovereign nation lending. The Nevada state and federal NMTC allocations combined with Clearinghouse CDFI s financing have made it possible for the Washoe Tribe to maintain a steady revenue stream for years to come says Gordon T Forrester a . representative of the Washoe Tribe. The Washoe Tribe s debut of the new travel plaza is part of its ongoing business initiative to revitalize the reservation and its surrounding communities. Development of additional businesses on tribal land is already underway. Tribal leaders anticipate that the resulting increase in employment opportunities and resources will help tribal members achieve long-term economic selfsufficiency. Presented by Learn More Online 58 JULY 2016 AIANTA IS FIRST NATIVE ORGANIZATION TO RECEIVE PRESIDENTIAL E AWARD On May 16 U.S. Secretary of Commerce Penny Pritzker presented the American Indian Alaska Native Tourism Association (AIANTA) with the President s E Award at a ceremony in Washington D.C. The award is the highest recognition any United States entity can receive for making a significant contribution to the expansion of U.S. exports. AIANTA received the award for its dedicated commitment to export expansion. The E Awards committee was very impressed with AIANTA s demonstrated growth in international tourism to American Indian Alaska Native and Native Hawaiian lands. The organization s extensive preparations to assist travel and tourism operators in realizing increased business as a result of trade show participation was also particularly notable. AIANTA s achievements have undoubtedly contributed to national export expansion efforts that support the U.S. economy and create American jobs said Pritzker in her congratulatory letter to the organization announcing its selection as an award recipient. AIANTA is the only organization specifically dedicated to advancing Indian Country tourism across the United States and serves as the voice and resource for tribes and tribal organizations engaged in cultural tourism. AIANTA helps tribes develop sustain and grow tourism destinations through technical assistance training and educational resources. At AIANTA we feel there is no better way for tribes to share their stories than to tell them The Indian Legal Program at Arizona State University s Sandra Day O Connor College of Law Earn a JD JD MBA or a Masters of Legal Studies Certificate in Indian Law Indian Legal Clinic Rosette Tribal Economic Development Program National Conferences Outstanding Faculty Great Selection of Indian Law Classes Learn more at ILP or ILP Santa Fe Indian Market SOUTHWESTERN ASSOCIATION FOR INDIAN ARTS Sherry and Camille accept the award August 20-21 2016 JULY 2016 Kathleen Wall (Jemez Pueblo) Native Art. Inspired. 59 IN THE NEWS what we do. It s not really a traditional business setup where there s hierarchy and levels of management. Jackalope emphasizes community-focused projects and strives to give a voice to people and communities that do not necessarily have one. Some examples include the Special Olympics homeless initiatives in Rapid City and the Lakota Voice Project a suicide awareness project based in Pine Ridge South Dakota. We take on projects beyond client work Alley says. We really try to focus on communityoriented issues things that we can bring to the forefront and doing unexpected and compelling [stories] in an interesting way. Throughout North America hundreds of indigenous languages are spoken but only a dozen of them are viable enough to survive. Of the 6 000 languages spoken around the world 43 percent are considered endangered. Lakota is one of these languages. With a decline of 66 percent of first-language Lakota speakers in the past 10 years only 2 000 remain. According to the Lakota Language Consortium at these current rates Lakota and other endangered languages will be extinct in the next century. Alley says he hopes the Jackalope language project will create a ripple effect that will impact the community in a positive way. For example showing the Lakota commercial will spark up conversation between the youth and elders about language and culture which in the end could start a resurgence and help preserve the Lakota language and culture. With good ties to the Lakota Language Consortium Alley teamed up with a group of Lakota people to make the translation from English to Lakota possible. People like Karen Eagle and Reuben Fast Horse are the linguistic transformers that made the ad possible making the right Lakota words fit with obscure words like Paul Moorehead Ed Hall (BIA) Camille Ferguson (AIANTA executive director) Sherry L. Rupert (AIANTA president) and a representative from the Department of Commerce themselves says AIANTA Executive Director Camille Ferguson. In 2014 the U.S. travel and tourism industry generated 2.1 trillion in economic output. Indian Country tourism plays a significant role in those numbers and AIANTA is the only national organization out there today dedicated to ensuring Native America is an integral and growing part of this industry. In 1961 President John F Kennedy signed . an executive order reviving the World War II E symbol of excellence to honor and provide recognition to America s exporters. This year AIANTA was among 123 domestic companies or organizations to receive the President s E Award for their outstanding work to reduce barriers to foreign markets and to open the door to more trade around the world. JACKALOPE S INNOVATIVE AD TELEVISES IN LAKOTA By Weldon Grover Communications and advertising agency Jackalope televised its very first Lakota-voiced commercial for the Black Hills Federal Credit Union (BHFCU) that s now broadcasting across South Dakota. Tiospaya Wicasa and Tiospaya Winyan are the two Lakota commercials that revolve around the spirit of family. The commercials emphasize indigenous culture and reflect on the movement to preserve the Lakota language. Jason Alley the farm kid from Iowa and great admirer of Lakota people is the frontman and head creative of Jackalope. It s more of a freelance collective he says of the firm. We re just a group of people that do a lot of freelance work then we come together and work on various projects and kind of bring a team together...a strength we need for that project and that s how we accomplish Lakota translators (Belva Janis Karin Eagle Maya Baca and Rueben Fast Horse). 60 JULY 2016 money loans savings and interest rates. The featured ad has won multiple American Advertising Federation (AAF)-Black Hills American Advertising Awards. Jackalope has won five national American Advertising Awards in the past six years alongside major companies like Coca-Cola and Nike. Alley was featured in Graphic Design USA magazine as one of the People to Watch in 2016. In addition Jackalope has offered to provide free Lakota translation services to any business or organization that wants to translate its advertising. We-Ko-Pa Resort & Conference Center WE-KO-PA RESORT & CONFERENCE CENTER EARNS 2016 TRIPADVISOR CERTIFICATE OF EXCELLENCE The We-Ko-Pa Resort & Conference Center near Scottsdale Arizona recently received a TripAdvisor Certificate of Excellence an achievement that celebrates hospitality businesses that have earned consistently great traveler reviews on TripAdvisor over the course of a year. Created by the Fort McDowell Yavapai Nation through its Fort McDowell Destination entity the We-Ko-Pa Resort features 246 contemporary rooms and suites designed with American Indian traditions. We ve got an extremely dedicated customer-centric team that takes exceptional care of our guests WHETHER YOU ARE STARTING OR EVOLVING PARTNER WITH A PROVEN LEADER Innovative Loan Solutions for the Enterprise Lender Aggregate Compliance Tracking Payment and Banking Management Unmatched Portfolio Analysis Secure and Scalable Cloud based SaaS Solution Analysis Capability 1-877-305-EPIC JULY 2016 61 IN THE NEWS IN THE NEWS from the moment they make their reservation until the time they check out says Craig Benell acting general manager of the We-KoPa Resort & Conference Center. We re thrilled that our associates focus on guest satisfaction has been recognized in such an exciting way and we are also grateful to the Yavapai Nation for establishing such a beautiful resort in the spectacular Sonoran Desert. With the Certificate of Excellence TripAdvisor honors hospitality businesses that have consistently received strong praise and ratings from travelers says Heather Leisman vice president of industry marketing at TripAdvisor. This recognition helps travelers identify and book properties that regularly deliver great service. TripAdvisor is proud to play this integral role in helping travelers feel more confident in their booking decisions. Certificate of Excellence recipients include accommodations eateries and attractions around the world that continually deliver a quality customer experience. The designation accounts for the quality quantity and recency of reviews submitted by travelers on TripAdvisor over a one-year period. To qualify a business must maintain an overall TripAdvisor bubble rating of at least 4 out of 5 have a minimum number of reviews and must have been listed on TripAdvisor for at least 12 months. The We-Ko-Pa Resort & Conference Center has a AAA Four Diamond distinction. The numerous outdoor activities at Fort McDowell Adventures make it the ideal destination for a vacation a business function or a special event. So what do you think about the Tribal Business Journal Help us add value to your business world. Go to readership-survey and fill out the form. Thank you AMERIND RISK DONATES 200 000 TO NATIONAL AMERICAN INDIAN HOUSING COUNCIL AMERIND Risk presented the National American Indian Housing Council (NAIHC) with a 200 000 check to assist the council with its mission to promote and support Native housing in Indian Country. NAIHC has been a great partner not only to us but to all of Indian Country said AMERIND CEO Derek Valdo who presented the check during the organizations joint meeting May 8-11 in Hawaii. Supporting the organization is supporting AMERIND. Over the last few years AMERIND and NAIHC have held their annual collaborative convention to aid both organizations in offering extensive training opportunities. 62 JULY 2016 TRADE ASSOCIATION PARTNERS National Indian Gaming Association T Protecting Tribal Sovereignty BY JANEE DOXTATOR-ANDREWS inaugural Summer Legislative Summit and the official grand opening of the conference center. The original NIGA office is a Revolutionary War building built in 1794 as the quarters for the first librarian of Congress which NIGA purchased in 1994 said NIGA Executive Director Jason Giles who went on to explain how in 2009 the Shakopee Mdewakanton Sioux Tribe kicked off the initial fundraising drive for the new building pledging 500 000 as a matching grant for Indian Country donations. That drive raised National Indian over 1.9 million to help Gaming Association cover the then-expected 224 Second St. SE construction costs of 4 Washington DC million. The new multistory Jason Giles connection between the 1985 historic main house and To protect and preserve the Revolutionary-era carriage general welfare of tribes striving house will transform for self-sufficiency through NIGA s headquarters from gaming enterprises in Indian primarily an office space Country. To fulfill its mission into a prime conference and NIGA works with the federal meeting center for Indian government and Congress to Country legislative activities develop sound policies and on Capitol Hill. practices and to provide technical NIGA was formed in the assistance and advocacy on 1980s to educate people gaming-related issues. In about the gaming industry addition NIGA seeks to maintain while ensuring that tribal and protect Indian sovereign governmental gaming was governmental authority in Indian done with integrity. The Country. nonprofit trade association which is comprised of 184 Indian Gaming Tradeshow American Indian nations and & Convention other associate members April 10-13 2017 advocates to advance the San Diego Convention Center lives of Indian people San Diego California economically socially and politically. Dedicated to its mission NIGA and its member tribes operate as a clearinghouse and educational legislative and public policy resource for tribes policymakers and the public on Indian gaming issues and tribal community development. Indian gaming has helped to uphold and strengthen tribal sovereignty and has delivered the resources necessary to provide for our tribal citizens. Currently NIGA is focused on legislative issues geared toward advancing Indian Country. At the forefront is the passing of the Tribal Labor Sovereignty Act which would restore parity to tribal governments under the National Labor Relations Act. The misguided 2004 San Manuel Indian Bingo and Casino ruling that Indian gaming operations are commercial and not purely governmental enterprises has undone decades of recognizing tribal governments on equal terms with federal and state governments. Equating Indian gaming to commercial gaming ignores the intent of the Indian Gaming Regulatory Act (IGRA) which acknowledges Indian gaming is a means of strengthening tribal governments and fostering economic self-sufficiency. Today there are over 460 gaming enterprises operated by our sovereign tribal nations from coast to coast which has afforded economic development opportunities throughout Indian Country. JANEE DOXTATOR-ANDREWS IS AN ENROLLED MEMBER OF THE ONEIDA NATION OF WISCONSIN. SHE IS THE OWNER OF DOXTATOR MARKETING & COMMUNICATIONS HELPING YOU TELL YOUR STORY YOUR WAY. SHE CAN BE REACHED AT JANEE DOXTATORMARKETING.COM. he National Indian Gaming Association s D.C. headquarters has undergone a major face-lift a 10 500-square-foot expansion to be exact which includes the brand-new Stanley R. Crooks Tribal Leaders Conference Center offering seating capacity for 147 people and an open link to a landscaped terrace for indoor outdoor events. From June 14-15 tribal leaders gathered for NIGA s Organization The Facts Location Executive Director Established Mission Convention JULY 2016 63 TRIBAL BUSINESS ETHICS M Ethics Infrastructure BY RANDALL SLIKKERS y column is focused on creating an ethics infrastructure. This month we will talk about the heart of that infrastructure strategic planning. Developing a long-term strategy is critical for your tribal enterprise. It is your road map for leadership to follow. You can imagine that without a map it is easy to get lost. The side roads of the business community are littered with companies whose ethical behavior has caused catastrophe. They either had no map or the map was not deeply ingrained into the culture of the company. Think of it as an execution issue Strategic plans look great hanging on the wall or in the annual report however if they are not operationalized they are very difficult to implement. I find it fascinating that American Indian tribes were really the first strategic planners. Their seventh-generation principle remains to this day the longest time frame considered for strategic planning. The concept states that in every decision be it personal governmental or corporate you must consider how it will affect seven generations into the future. It looks past the next quarter s results past the tenure of the current management team even past the current term of the tribal council. In addition to developing a strategy that looks deep into the future you must also bring focus to your enterprise s vision. When I am facilitating strategic planning I ask the organization What is your B-HAG What is a B-HAG Your Big Hairy Audacious Goal It is the most important thing your enterprise is trying to accomplish. A few examples of B-HAGs from the corporate world are To inspire and nurture the human spirit one person one cup and one neighborhood at a time (Starbucks). To bring inspiration and innovation to every athlete in the world (Nike). To be the most successful and respected car company in America (Toyota). It is also important to point out that you don t just sit down like wise men on the mountaintop to think up this vision. The very first step of strategic planning is to conduct a community needs assessment. You need to know what your community is thinking before you start making decisions that will affect them for generations to come. This is generally done through surveys focus groups and one-on-one conversations. Armed with this information leadership can then conduct a retreat to establish the vision mission and company values. This becomes the heart of the strategic plan. The next step is to operationalize your vision or in corporate language develop your business plan (or what I like to call your execution plan ). During this time three to four primary goals are developed. These goals are long term I like to think of them as 30-year goals. Once these are established short-term goals and milestones can be developed. These are reviewed and updated annually to ensure that current factors are taken into consideration. However even in times of great political or economic turmoil they are always aligned with the primary goals and the vision and mission. In other words they are always aligned with your seventh-generation principle. Hopefully you are beginning to see how having a comprehensive strategic plan with a long-term outlook can help guide the leadership of your tribal enterprise in an ethical manner. Simply stating that you will all act ethically won t cut it. Every part of the organization has to be totally focused on the vision and how you are carrying it out. If that is woven into the very DNA of your employees leadership and tribal government then you will lead the industry in RANDALL SLIKKERS ethical activity and behavior. MBA IS THE EXECUTIVE More importantly you will DIRECTOR OF THE help achieve the Big Hairy CONSORTIA OF Audacious Goal you have set ADMINISTRATORS FOR for the citizens of your tribal NATIVE AMERICAN community. REHABILITATION. 64 JULY 2016 CALENDAR Agua Caliente Resort RES OKLAHOMA 2016 Hard Rock Hotel & Casino Catoosa Oklahoma res-oklahoma July 11 - 14 TRIBAL INTERIOR BUDGET COUNCIL Best Western Ramkota Hotel & Conference Center Rapid City South Dakota July 12 - 14 OKLAHOMA INDIAN GAMING ASSOCIATION CONFERENCE Hyatt Regency Tulsa Tulsa Oklahoma conference July 25 - 27 EXECUTIVE DIRECTOR S REFRESHER WORKSHOP HUD ONAP NATIONAL AMERICAN INDIAN HOUSING COUNCIL The Whitney Peak Hotel Reno Nevada Tribal Business Journal compiles a monthly calendar of economic development events in Indian Country. If you have an event you would like to have published please send information eight weeks in advance of the event to Levi Rickert editor-inchief at lrickert tribalbusinessjournal. com. July 20 & 21 EXPO 16 AMERICAN INDIAN CHAMBER OF COMMERCE OF CALIFORNIA Agua Caliente Resort Ranch Mirage California July 31 - Aug. 2 2016 MIDWEST ALLIANCE OF SOVEREIGN TRIBES (MAST) SUMMER MEETING Four Winds Casino Resort New Buffalo Michigan July 20 & 21 July JULY 2016 The Whitney Peak Hotel 65 LAST LOOK Horse Running through the Lighting and Rain by Nancy Youngblood. Photo by Daniel Nadelbach N 66 Crafted to Perfection ancy Youngblood is the daughter of Mela Youngblood and granddaughter of Margaret Tafoya. When she first began making pottery she started with miniatures focusing on creating very intricate forms and tightly carved designs. Nancy has won Best of Pottery and Best of Show at Santa Fe Indian Market and been featured in numerous books on Pueblo pottery including Art of Clay Timeless Pottery of the Southwest and Born of Fire The Life and Pottery of Margaret Tafoya. 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