land acquisition

Indigenous Land Acknowledgment

Producer
Native Governance Center
Year

Native Governance Center co-hosted an Indigenous land acknowledgment event with the Lower Phalen Creek Project on Indigenous Peoples’ Day 2019 (October 14). The event featured the following talented panelists:

  • Dr. Kate Beane (Flandreau Santee Dakota and Muskogee Creek)
  • Mary Lyons (Leech Lake Band of Ojibwe)
  • Rose Whipple (Isanti Dakota and Ho-Chunk)
  • Rhiana Yazzie (Diné)
  • Cantemaza (Neil) McKay (Spirit Lake Dakota)

A written guide to land acknowledgment is available on NGC's website, nativegov.org.

Citation

Transcripts for all videos are available by request. Please email us: nni@arizona.edu.

Considerations for Federal and State Landback

Year

This policy brief showcases how geographic information system (GIS) techniques can be used to identify public and/or protected land in relation to current and historic reservation boundaries, and presents maps showcasing the scope of landback opportunities.

These lands include federal- or state-owned or managed land within current external reservation boundaries; within former reservation boundaries; near or abutting current reservation land; and protected areas designated for conservation management (which can include land held in fee).

The sentiment to give all U.S. national park landback to the stewardship of Indigenous Peoples is gaining momentum. These areas indeed may provide a cohesive set of initial opportunities towards that aim, and can lean on management or co-management agreements in strategic areas that present win-win solutions for both public agencies and American Indian nations in expanding their footprint.

While historically the laws that diminished reservations were intended to create opportunities for private ownership and settlement by non-Indigenous people, it is in fact the case that, 140 years later, six federal agencies currently manage approximately one-third the land that had been within former reservation boundaries.

A quarter of land just outside of present-day reservation boundaries (within a 10-mile buffer) is managed by one of six federal agencies, largely made up of the Bureau of Land Management (11%) and the Forest Service (11%).

Identifying where these parcels are, especially in relation to current or former reservation land, is a powerful first step for tribes and government agencies to begin to develop strategies for landback. Making this information more accessible will help streamline the process.

Resource Type
Citation

Laura Taylor and Miriam Jorgensen. "Considerations for Federal and State Landback."  Harvard Project on American Indian Economic Development. Published October 22, 2022.

Indigenous Land Management in the United States: Context, Cases, Lessons

Year

The Assembly of First Nations (AFN) is seeking ways to support First Nations’ economic development. Among its concerns are the status and management of First Nations’ lands. The Indian Act, bureaucratic processes, the capacities of First Nations themselves, and other factors currently limit the ability of First Nations to add lands to reserves or to use their lands more effectively in productive and self-determined economic activity.

As it confronts these issues, AFN has been interested in how Indigenous land-management issues are being addressed by Native nations in the United States. What is the status of Indigenous lands in the U.S.? Do Native nations in the U.S. face similar challenges to those facing First Nations? Are Native nations in the U.S. engaged in practices that might offer ideas or lessons for First Nations?

There are substantial historical, legal, and political differences between the situations of Native nations in Canada and the U.S. But there also are substantial similarities. In both countries, land has been a pivotal issue–in many ways the pivotal issue–in the history of Indigenous-non-Indigenous relations. In both countries, despite massive land loss, Native nations retain remnant land bases with varying potential for economic development. In both countries, Native nations fiercely defend their remaining lands, seek to expand them, and are determined to exercise greater control over what happens on those lands.

This report addresses the status of Native lands in the U.S. It is divided into two parts. Part 1, “Overview of the U.S. Context,” reviews the history of Indigenous lands and provides an overview of current Indian land tenure and jurisdiction. Part 2, “Meeting the Land Management Challenge,” specifies the primary challenges facing Native nations in the U.S. as they attempt to manage their lands in ways that meet their own objectives and summarizes some of the innovative practices currently in use or being developed by American Indian nations. It identifies what we believe are key features of those practices. It also summarizes some of the relevant research on the relationship between control of Native lands and socioeconomic outcomes. Finally, it offers some recommendations based on the U.S. experience...

This report is featured on the Indigenous Governance Database with the permission of the Assembly of First Nations.

Native Nations
Resource Type
Citation

Cornell, Stephen and Miriam Jorgensen. "Indigenous Land Management in the United States: Context, Cases, Lessons." A Report to the Assembly of First Nations. Grogan|Cornell Consulting. Tucson, Arizona. December 2011. Report.

Yakama Nation Land Enterprise

Year

In an effort to consolidate, regulate, and control Indian land holdings, the financially self-sustaining Yakama Nation Land Enterprise has successfully acquired more than 90% of all the fee lands within the Nation’s closed area — lands which were previously highly "checker-boarded." The Enterprise’s land purchase program has allowed the Nation to expand industrial, business, and agricultural activities; tracts of land are used for housing, day care centers, ranger stations, longhouses, and for use by tribal education, foods, resource management, and cultural programs.

Resource Type
Citation

"Yakama Nation Land Enterprise." Honoring Nations: 2002 Honoree. Harvard Project on American Indian Economic Development, John F. Kennedy School of Government, Harvard University. Cambridge, Massachusetts. 2003. Report.

Permissions

This Honoring Nations report is featured on the Indigenous Governance Database with the permission of the Harvard Project on American Indian Economic Development. 

Chilkoot Tlingit "Nation Building"

Year

Excluded by the Alaska Native Claims Settlement Act, the Chilkoot Tlingit are engaged in a process of nation-building. The process began in 1990 with the revival of their dormant tribal government, the Chilkoot Indian Association (CIA). From this institutional foundation, the 480-member CIA successfully negotiated the acquisition of a land base and began developing self-determined programs and initiatives. Today, the CIA administers almost $1 million of programs and contracts in the areas of education, health, housing, and economic development and participates in government-to-government relationships with local, state, federal, and international governmental entities.

Resource Type
Topics
Citation

"'Nation Building' Among the Chilkoot Tlingit". Honoring Nations: 2002 Honoree. The Harvard Project on American Indian Economic Development, John F. Kennedy School of Government, Harvard University. Cambridge, Massachusetts. 2003. Report.

Permissions

This Honoring Nations report is featured on the Indigenous Governance Database with the permission of the Harvard Project on American Indian Economic Development. 

Grand Traverse Band's Land Claims Distribution Trust Fund

Year

After 26 years of negotiation with the US government over how monies from a land claims settlement would be distributed, the Band assumed financial control over the settlement by creating a Trust Fund system that provides annual payments in perpetuity to Band elders for supplementing their social security benefits. The Land Claims Distribution Fund was created to not only provide an additional permanent safety net for the Tribe's elders, but also to honor their lifetime contributions and sacrifices. The Fund also enables the Tribe to effectively manage its own settlement award rather than having it remain under the management of the US government.

Resource Type
Citation

"Land Claims Distribution Trust Fund". Honoring Nations: 1999 Honoree. The Harvard Project on American Indian Economic Development, John F. Kennedy School of Government, Harvard University. Cambridge, Massachusetts. 2000. Report.

Permissions

This Honoring Nations report is featured on the Indigenous Governance Database with the permission of the Harvard Project on American Indian Economic Development. 

Patricia Riggs: The Role of Citizen Engagement in Nation Building: The Ysleta del Sur Pueblo Story

Producer
National Congress of American Indians
Year

Patricia Riggs, Director of Economic Development for Ysleta del Sur Pueblo (YDSP), discusses how YDSP has spent the past decade developing and fine-tuning its comprehensive approach to engaging its citizens in order to identify and then achieve its nation-building priorities.

This video resource is featured on the Indigenous Governance Database with the permission of the National Congress of American IndiansThe "Rebuilding the Tigua Nation" film shown in this video resource is featured on the Indigenous Governance Database with the permission of Ysleta del Sur Pueblo.

Native Nations
Resource Type
Citation

Riggs, Patricia. "The Role of Citizen Engagement in Nation Building: The Ysleta del Sur Pueblo Story." 70th Annual Convention & Marketplace, National Congress of American Indians. Tulsa, Oklahoma. October 15, 2013. Presentation.

Ian Record:

"So I'll turn the floor over to Patricia Riggs. Again, she's the economic development director with the Ysleta del Sur Pueblo and as she told me today, she's sort of their de facto chief of citizen engagement for their pueblo. Anytime they face a challenge in this arena, they tend to turn to her because she's done so much wonderful work in this area. Did you want to start with the video or with your presentation?"

Patricia Riggs:

"It's a little long. If you want to start it and then kind of go through middle and then restart it again."

Ian Record:

"So again, this is a video that Pat was involved with putting together. It's called 'Rebuilding the Tigua Nation.' Tigua is another name that refers to her nation and this again I think...think of this not just in terms of what it shares with you, but think of this as a viable tool of citizen education and engagement. We're seeing more and more nations do things like this. These videos that instruct not just their own citizens, but outsiders about who the nation is and what they're doing and why."

[VIDEO]

Patricia Riggs:

"Good afternoon, everyone. Hello. As Ian stated, my name is Pat Riggs and I'm the Director of Economic Development at Ysleta del Sur [Pueblo]. We started community engagement back in 2006. Of course at the Pueblo, there's always been some form of community engagement, but we had a very significant event that took place. If you paid attention closely to the film, we talked about the casino being closed down. In 1987, we were federally restored and there was one little clause in our restoration act that said, "˜The tribe shall not have gaming that is illegal in Texas.' So when the State of Texas started bingo and lottery, we decided that there was gaming in Texas so we opened our casino and they sued us and the courts held that the Indian Gaming Regulatory Act didn't apply to the tribe, that the language in our restoration act superseded that. So we operated gaming from around 1992 to 2002. It was open for about 10 years and it first started as a bingo hall and then later on to Class 2 gaming. So when the casino actually did end up closed, we had invested quite a bit in infrastructure and the tribe had done a lot of good things with our funding or our revenues that we got for the tribe, but we were basically at a...we were in shock. There was this economic turmoil that was taking place that we didn't realize was actually going to take place. We thought that there was no way that we would lose the case, but we ended up losing the case.

So citizen engagement started out of the need to really find out what the community needed. What we started doing is really looking at different groups and seeing what their needs are and really trying to identify with the tribe and what they needed. This is just a picture of what we call "˜listening to our ancestors,' because everything that we do really does come from our history and who we are as a people and where we've been so just the fact that in spite of everything that's happened to us, it seems like...sometimes they call us the 'Bad Luck Tribe' because if something can go wrong, it happens to us. We got left out of the Treaty of Guadalupe in 1861 so we weren't recognized with the other pueblos. We ended up on the Confederate side of the line. Just things throughout history ended up happening.

Really a lot what was happening, too, was our own mindset and the way we thought as a community, so when the casino was closed we kind of stood at a standstill, we didn't know what to do, we were in shock. And I had been working at another location. I'd been working in the City of El Paso and the tribe asked me to come back and I was like, "˜Economic Development, hmm.' So I really didn't know anything about economic development, but I said, "˜I'll give it a try.' But when I came back, one of the things that I started doing is really listening and trying to figure out what was happening in the community. And so I heard in the video that Ian played before from Native Nations Institute, someone said that some of the challenges or the biggest challenges for the tribe come from within. So I'm really about training and trying to figure out what the community wants and so they started asking me to train different departments. And so I started paying attention to what the community was actually saying and to what some of our employees were saying and these are actual...their quotes, their statements that were actually said and they're things like, "˜Tiguas don't want to learn.' Everything was always blamed on tribal council and we all know that there's problems with councils sometimes, but sometimes I think we exaggerate those things because we don't want to move forward or we don't...we try to rationalize what we are or what we're not doing in our departments. So it was always about, "˜We can't do that because tribal council won't allow it,' "˜It doesn't matter.' Some of our non-tribal employees were saying that we couldn't do particular, they wouldn't do particular things because the tribal members would go tell council what they were doing and it was just, it was ridiculous, really. When you really sat down and listened to it and you put all the statements together, it was ridiculous.

So basically...so what we determined that we needed to do is really engage our community in education and try to really figure out who the community was because we know who we are as a people, we know our culture, we knew traditions, but we don't really know the community in terms of what needs do they...are out there, what are the poverty levels, what are the education levels, who's employed, who's not employed, what kind of skills do they have? And as far as doing a needs assessment we needed that, but we also needed to take an inventory of what we have or had in order to move forward. So we started doing different things to try and get the community engaged. And so this is what it looks like if you do the 'flyer method' and it just doesn't work. You send all these beautiful flyers out there and just get ready for everybody to come and they don't show up. So it was like, "˜Well, what am I doing wrong here?' And we were actually, at one point we even brought Native Nations Institute and we had a very small crowd there. So we thought about what we could actually do to get the community more involved.

So what we found is actually working with groups and even within the reservation there are special interest groups. We all have little things that...or subjects that we're interested in and what we found is to look for those core champions in your communities. And there's people who are really just very traditional and that's what they want to discuss and that's what they want to do in terms of who they are so we asked them, "˜Okay, how do you think that we can infuse tradition into the things that we're doing?' We also started working with youth. The thing about youth is if you work with youth and you train them and you honor them and you show their parents what they're doing, then the parents come, too. So we started figuring out how to get parents engaged as well. And then we did different things with leadership, with elders. One of the things that we did learn is that we really need to figure out how to work with each group and how to...and so through the little groups we got the whole.

The big thing here is you can't expect people to just come to you. As I showed the meetings with the flyers, it just didn't work. We had to find different ways to actually go out into community and to seek input. So we went to the elders. And I mentioned earlier that our casino had closed, but it's actually operating now as a sweepstakes center. So it's kind of we have... they look like terminals, but they're actually all hooked up into one network. So there are signs all over the place that say you're donating to the tribe and you're donating to our health, to our education. So we just got creative on ways to do things. It's not quite as revenue generating as it was before, but there's still funding coming in. One of the times I went to the elders and I wanted to do a survey with them and so they said, "˜Oh, no, we don't have time for your survey.' And I'm like, "˜But I have 'Free Play'.' And they, "˜Oh, Free Play, okay. Sit down.' So we started talking to them and then they found out some of the things that we're doing and they were engaged in that, actually came to where they actually wanted to participate in some of the events that we were having. And so they started making the food and sometimes we could pay them and sometimes we couldn't, but they were okay with that and they started assisting us in our events.

So then we also, one of the things that we did is in order to engage the community...there is no greater engagement than actually serving the community, so we started an AmeriCorp program and the AmeriCorp program, they work with the elders, they work in the cultural center, they work in emergency management, in environmental. So they're kind of our ambassadors for community engagement in different areas. The other thing is we do a lot of data collection and we do a lot of surveys, but when we do it we work with focus groups or we work with all the other little core groups and we educate them about why we're trying to collect the information. So we educate them first and then they are kind of our core champions or leaders so they go out into their groups and they tell either the other elders or youth or whoever it is that we're working with why it is important. So we educate them on how to educate the community on getting that information and we've been very successful in gathering information for our tribe in order to determine what it is that we're going to focus on, whether it's health or whether it's economic development. I'll show you a little bit more in a minute about the successes with data collection and also the projects that we're working on.

I know that one of the first times that Joe Kalt went to Ysleta del Sur Pueblo, I had been working in writing grants not just for the tribe, but also for the City of El Paso and I wanted a model, I wanted a matrix and I was like, "˜Well, do you have a matrix?' and it's like, "˜No.' So I realized, I think I really like to visualize what it is that we're trying to accomplish, but I kind of think very methodical. So I have to figure out what exactly it is that we're going to tackle, but I also realize that those kind of models and theories, they're for other communities, they're not really for us. We can't take somebody's methodology and use it at our tribe. So I started to look back and thinking like what is it exactly that we're doing, and this is what I came up with.

Well, one of the things is we have a purpose. No matter what it is that we're trying to tackle, whether it's constitutional reform or building entrepreneurs, there's a purpose there. So you find that purpose and there's also...but with that purpose, there's always passion and I'm so passionate about what I do. That's all I do. I have to have people drag me away from it sometimes, but there's other people in your communities with that passion. So look for the passionate people and then harvest the information. You really do have to harvest information and gather that input from your community, because that's who you're working for and that's who really is driving you to do what it is that you do.

The other thing is...so you visualize and then you assess and you plan. And I know it's kind of theory-like, but when it comes to your community, what is it that you're visualizing? Like for us, one of the things that we're working on is a land use plan and land acquisition. So when we're visualizing, I'm not doing this theory of visualizing, we're actually looking at the community and thinking about the things that we lost and the things that we need for ceremony and where...the places that it's going to come from, from the land and how are we going to be able to redevelop our lands and preserve our lands as they once were and then also rebuild our community as a village because we're used to living as a village and that was taken away from us. So when we're visualizing, that's...we're visualizing how we want to live. It's about how the entire...what the entire community sees. So then of course we can work, work, work, work, but at the end of the day we really do have to have something to show for it. So you do have to measure those impacts and the outcomes of what it is that you're doing because...and then you take it back to the community and show your successes and so you report the results.

And then here's basically the same thing with a little bigger snapshot, but in the end it really is about community, whether you're trying to figure out what the community wants, you start at the community; whether you're trying to figure out the data, you're getting it from community, you're trying to draw a picture of what your community really is, and then in the end you report those results back to the community and then you also try to determine what is driving the community and those are things such as the ceremonies and traditions and culture and just living together as a Tigua society for us. So we look at the core values and we reaffirm them by asking different people in the community and also about what is the best way to apply the things in a manner that...that will work in a manner that is fair to the entire tribe and to every sector of the tribal population.

So this is a little bit of our timeline and as far as our economy is concerned...so really what was happening to us, we had basically lost all our lands. We were living in a small part of El Paso in a little, basically it was a neighborhood. It really wasn't a reservation and we had, there were small adobe houses, most of them were one room. It was during the termination policy, so we really didn't have any hope of having a better life. We were just happy to be able to still be there and still be living as a community and still, even though we weren't federally recognized, we still held tribal elections, we still had our ceremonies every year, we still had people in charge of dong the things that...the doings that needed to be done for us to continue to survive as a Pueblo the best that we could. So of course the civil rights movement took place later and that's when people started to gain more confidence and to start asserting their rights.

So what happened in the 1960s is we were basically losing our few homes that we had left to tax foreclosure because it was the City of El Paso now and throughout there's a couple pictures that you'll see the entire, what our Pueblo used to look like, and because we weren't on federal trust land. And one of the important reasons that we start that film where we're crossing the highway and the tribal police are directing traffic for us is because that one spot is where our Pueblo used to be and we had stacked adobe homes. And the City of El Paso -- because we weren't federally recognized or had trust status -- they decided to have condemnation proceedings against our Pueblo because they needed that one spot that's a highway and they needed it to extend the highway. So they had condemnation proceedings and they condemned the Pueblo basically. So that is the center of our tribe and that's why we decided to start the film there.

So land acquisition and development and regaining and putting land into trust is very important for us so basically there was a lawyer by the name of Tom Diamond that helped us to get federally restored or federally recognized in 1969, but we were basically terminated on the same day because the State of Texas had a Texas Indian Commission, so they turned over the trust responsibility to the Texas Indian Commission. Well, there were some good things that happened out of that. We did get some new housing out of it and there was a few more jobs and some economic development took place. So in the "˜60s, basically our unemployment rate was 75 percent. By the "˜70s it went to about 50 percent and we went from a fifth-grade education to about a 10th-grade education. So then in '87 we were federally restored and the casino was thriving and our unemployment rate basically went down to three percent. We went from 68 acres of land that were transferred over during the time of restoration to 75,000 acres of land that we invested in with our casino revenues and then we also built a lot more housing. I think you saw in the film where the housing was. And then we...but then the casino closed because we were sued. So basically, we were really at odds, we didn't know what we were going to do.

So we started off by doing projections on our funding and what we had in reserves and we determined was that if we continued to operate in the same manner we would run out of money in seven years. So we had to decide what it is that we were going to do, so that's when we started this nation-building process and we started investing money in a development corporation, which is now doing federal contracting and we're located in probably at least five places throughout the country: Washington D.C., Virginia, California, Colorado Springs. And that also took forming a board and separation of business and politics and having a committee that turned into...later to the board. And so this education process, we're educating different people in the community.

One of the things we did is we educated the board on how to operate as a board, which started as an economic development committee and then they ended up the board. So now this... we reassigned the economic development committee and now they're being trained as how to operate as a nonprofit board so then we're going to replace them and they're going to become probably another board. So we just keep getting small groups and keep educating so that they can build the capacity to do other things. But in order to do this we really, really needed to know what our state was as far as a community is concerned. So we were able to really determine what our... who we were, where our people were located at, what the rates of unemployment were and poverty levels, household levels, individual household levels.

The other thing that happened to us in our restoration act is that the language in there said that the tribe shall consist of membership that is on the base roll and people descending from that base roll up to one-eighth blood quantum. They said that in 1987. So we quickly realized that in a few years we'd no longer exist as a tribe because we would lose that blood quantum. So the tribe decided that they were going...we went to Congress and it took us 10 years of introducing different bills, but we ended up just recently having the blood quantum bill passed. So in order to do this, we really needed to figure out who we were as a people because we needed to take that information to Congress. So this is what our community looks like now and we also studied the people that live outside the service area, our tribal members that live outside the service area as well, and what we're finding is really they left before economic opportunity because they're a little bit better off in terms of education and household income.

I talked a little bit about cooperative education and so what we're also doing in order to engage our citizens and get this information -- because we collect that information every single year from tribal members and we've been successful as far as getting the information -- but we also make sure that we give it back to them and that when we compile any sort of information that we give them the reports back, like whether it's health and if there's a diabetes report or whatever it is. But the other thing is we all come to these conferences because we work as professionals, but your average tribal citizen doesn't have that opportunity to learn the things like we're learning today, what's happening in the federal courts and what's happening as far as policy is concerned and even what happened with the Indian Child Welfare Act, and so we take that education to them. We make sure that there's money in the budget to educate our tribal members and we do everything from Indian law to nation building to...we have other people even come and do community engagement to let them know how important it is. We have financial literacy training, but we also do like board training. And so if there's a subject that we think is important for us to learn and what's on the agenda here and at other conferences, we make sure that we find a way to take it back to the community and to be able to train them so that they know. And even when we work with our departments who of course...there has to be some professional training there, a lot of times some of our tribal members don't have the capacity to be in those higher positions of directors, so we tell our directors, "˜We're going to put this training out for you, but you need to pick a tribal member and it doesn't matter if it's a secretary or a maintenance person or whatever it is, you need to bring them to this training also and you need to figure out how you're going to get that information back to your department as well.'

As far as community engagement and what it's done for us as far as impacts are concerned, these are some of the projects that we've worked on that have really made an impact in our community. One of the things is we did this huge comprehensive strategy and that's where we determined that we were going to do things like the Tigua, Inc. Development Corporation, we were going to do workforce development, land use plan, land acquisition plan. All those things were outlined in this strategy and there was focus groups and surveys that were on our website. And if you actually look at our website all the reports are on there as far as the information that the community provided to us and what we compiled and gave back to the community. So this comprehensive strategy, a lot of strategies and plans just end up on the bookshelf, but as you can see it didn't. We like to say that you need to plan your work and you need to work your plan.

The other thing is Tigua, Inc., the tribe provided the seed money for that and now they have really just taken off over the last couple years and getting significant contracts and they're doing a lot of building maintenance all over the country. They just recently got awarded the Wyler Building in California, which is the second largest government facility in the country to do maintenance. This is the Tigua Business Center that we just recently moved into about a year and a half ago and it also incubates Tigua, Inc., but it also serves as headquarters for our department, Economic Development, and we're also just now building another extension to it, which is going to be to incubate tribal member businesses, and we also have, because we really truly believe in educating the tribe and we're not quite there yet as far as having a college. We're building the Tigua Technology Center there, which is also going to help to provide the software that some of our tribal members need to get their business done like the costing and pricing for construction companies and for auto mechanics and CAD and those things that are really expensive that they can't afford as far as software is concerned.

And then also our tax code, this was one of the things that also came out of the comprehensive economic development strategy. For some reason, the tribe had decided that it was going to adopt the State of Texas tax code, which made no sense whatsoever. It was 200 pages long and we couldn't enforce it. And so what we did is we took a look at what would best serve our needs and we went from 200 pages to 20 pages and in less than a year we went from $58,000 a year to $1.2 million in tax collections. The allocation also is divided up for different programming. But I'm able to support our department because we get 30 percent of tax allocation and that's how I am able to turn that into some of the programming that we're doing.

Here's the feedback and it's really a snapshot of the feedback that we got back from the community and the things that they were concerned with in land use. So they were, the community of course was concerned with things like cultural preservation and being able to maintain our traditional practices, having land for residential use, commercial needs and agriculture, as well as transportation. So we determined what the best use of lands would be and through community engagement we also took an inventory of our lands and created a database that had all the criteria of our lands, as well as GIS mapping, whatever, if there were environmental assessments. And so we have a really defined database of all our lands and then we created a master plan and an acquisition plan. The acquisition plan isn't quite finished yet, but this timeline that we looked at started with the need to preserve our lands and we have these milestones where we want to have our master plan and do energy development and make sure that everybody has housing and those things. But then at the end it ends with cultural preservation, too, because it demonstrates 100 years from now that we're still here and our land is preserved.

And then also on one side we have all the modern and things we need to survive today, but we also have all the things that are important to us historically and culturally. When we started writing a master plan through community engagement, we had these and we had these maps of the land...of our land in big sheets and we had the community write what certain places of what they wanted the land to look like.

And also they put places like by the river, like for example, that is still important to us today but that...we have ceremonies at the river that we can't just go to the river anymore. We border Mexico, so everybody knows about the big fence at the river. So we actually have to go ask the Border Patrol to let us go to the river to do our ceremonies. So part of our master planning is to take over the acequias or the irrigation system or the canal system that we actually created 300 years ago. So we created this cultural life cycle that we would incorporate into our land use and master plan and it talks about where we are at birth and how we're being nurtured and the lessons we're learning and how we learn about our culture and then how as elders our roles change and that then we become teachers and we pass on this tradition and culture. So in our land use plan we...that bar that intersects across there talks about the different places that we're going to create to make sure those things happen. So we have things like a nation-building hub and also an elder center and places for teens to meet as well.

So these are...see those are pictures of maps that we used where the community actually drew what they wanted the community to look like, and these are statements that the community provided back. And then we also had different criteria as far as what the community wanted to see and graphed and charted what the community best wanted for our lands. So these are also places that we don't own yet, but they're what we used to own. And so in our land acquisition process, we want to buy these locations back and this is what we could do with them as far as economic development is concerned. And it seems like way out there, but in reality it really isn't. When you think about we just had 68 acres in 1987 and we have 75,000 acres now, it's attainable. And then so this is what our acquisition process is going to look like and how we mapped it. Everything that is in yellow is what we own and what's in the darker colors is our long-term acquisition. We know that we can't buy everything, but we do...those are the gaps that we want to fill in. I talked a little bit about our enrollment ordinance. Well, we're working on an enrollment ordinance, a new citizen engagement [process] because of the blood quantum bill that just passed last year. So I had thought that that was going to go to somebody else, but I just was told last week that that citizen engagement process would actually come to our department so that's something that we're working on now. This was just a little conversation that the team had last week and these are questions that we're really thinking about what we need to ask the community. It'll be much more comprehensive, but just basic things like what does citizenship mean to you and how did you learn how to be a good citizen from your parents and your community, and so that's the way we usually start with just the basic questions and then we move into real comprehensive model.

These are just a couple, I guess, pointers to just make sure that you try to identify what your tribe needs and also...and then as far as when you're working within your community just know that everything that you're doing is either going to impact your tribe either positively or negatively. And what the work [is] that you're doing, how is that going to actually help your tribe or not help your tribe because sometimes we're afraid to move forward and to change, but in order to change you really need to know what it is that your community wants and to respect what their thoughts are and what they want for the future. Thank you."

Honoring Nations: Cedric Kuwaninvaya: The Hopi Land Team

Producer
Harvard Project on American Indian Economic Development
Year

Former Chairman of the Hopi Land Team Cedric Kuwaninvaya presents an overview of the tribal subcommittee's work to the Honoring Nations Board of Governors in conjunction with the 2005 Honoring Nations Awards.

Native Nations
Resource Type
Citation

Kuwaninvaya, Cedric. "The Hopi Land Team." Honoring Nations Awards event. Harvard Project on American Indian Economic Development, John F. Kennedy School of Government, Harvard University. Tulsa, Oklahoma. November 1, 2005. Presentation.

Cedric Kuwaninvaya:

"[Hopi language]. Greetings from the Hopi Tribe to the Honoring Nations Advisory Board and honored guests. It is with great honor and privilege to deliver our final presentation to you. The Hopi Land Team is a subcommittee of the Hopi Tribal Council and has delegated authority to develop land policy, to explore and administer the best and most favorable uses of our natural and water resources and to seek and purchase viable business and land opportunities. I would like to recognize the current Hopi Land Team members: Ms. Marilyn Masayesva from the village of Bacavi who's our Vice Chair, Denny Humetewa from the upper village of Moenkopi, Jack Harding, Jr. from the village of Kykotsmovi, John Polela from the village of First Mesa, Leon Carew from the village of Mishongovi, and Wayne Taylor, Jr. who is the Chairman of the Hopi Tribe. My name is Cedric Kuwaninvaya. I am from the great village of Sipaulovi and the Chairman for the Land Team here.

A fundamental principle consistently exercised by the Hopi Tribal Council is our innate responsibility to preserving our homeland as an act of inherent sovereignty. As the original inhabitants of the isolated desert terrain of our aboriginal lands in the Southwest, the Hopi Land Team has focused its efforts on the restoration of our aboriginal lands, to restore free access to shrines, culture and religious sites balanced with contemporary goals of economic development and tribal self-sufficiency. The Hopi Tribe will soon be transferring up to 420,264 acres of acquired lands into trust. Since the passage of the Hopi-Navajo Land Settlement Act in 1996, much thought and planning has taken place to select fee, state and U.S. Forest, BLM lands that lie within our aboriginal lands. Although these lands do not encompass the original extent of our aboriginal lands, the acquisition of these lands symbolically replenish lost lands and more importantly regain our inherent land stewardship responsibility handed down since time immemorial. Moreover, these acts of the Hopi Tribe strategically lay the path to search new opportunities for economic development and to build a promising future for the Hopi people.

The purchase of lands is balanced with the purchases of business concerns such as commercial retail properties, a cattle-ranching business providing a product to the premium beef market, a bed-and-breakfast business, and a full truck stop serving the traveling public and commercial fleets off Interstate 40. Since the year 1998, these businesses have returned approximately three million dollars in profits to the general fund of the Hopi Tribe, which comprise approximately two percent of the annual general fund budget each year. The funds are then allocated to the Hopi villages for village projects such as elder and youth programs and to the Hopi tribal government for its operations. A comprehensive land management plan will govern the development of the newly acquired lands. The resources on these lands include hunting, fishing, boating, cattle grazing leases, recreation, power line rights of ways, management of cultural sites, a utility-scale wind energy farm and a potential utility-scale solar energy farm. These new economic development opportunities will generate revenue, create jobs, and enhance the portfolio of the Hopi Tribe.

The long-term goals of the Hopi Tribe and the plans to manage the development of the newly acquired lands and business concerns will be overseen by the Hopi Economic Development Corporation, a chartered corporation. In addition, our Wildlife Endowment Fund will provide the core funding for wildlife management on all Hopi lands. More importantly, as the picture shows, the most significant opportunity is the strengthening of the Hopi Tribe's ability to continue the practice of long-held religious, cultural and traditional practices. As the lands acquired formally aboriginal lands include eagle shrines, cultural sites, sacred trails, access to herbs, plants and wildlife used in our religious ceremonies. The future of the Hopi rests on its resources. Therefore the Land Team drives forward the concept that land is the foundation for Hopi beliefs and values and in the modern context an investment in the future. The growth and stability of the Hopi people rests on the proper activities of the Hopi tribal government and the Land Team serving as the enforcer for the tribe's responsibilities and vision. We remain committed to preserving our homeland and stand strong on the principle of preserving the good things of Hopi life and dealing with the modern problems with the United States government and with the outside world. [Hopi language]."

Alfreda Mitre:

"First of all, I want to say I'm very jealous of the Hopi Tribe's exclusive right to identify and select and purchase land and then have that land transferred into a trust status. Not many tribes have that opportunity. As a tribe, a small tribe in Nevada, we struggle very hard to acquire our traditional lands back so I want to first of all congratulate the Hopi Tribe and the team here for all of their work. Out in...throughout the United States you have tribes that are purchasing back their homelands and often are accused of ‘reservation shopping,' looking for convenient locations for economic development. Could you elaborate a little bit on how the selection of lands to be purchased or acquired are made?"

Cedric Kuwaninvaya:

"In Hopi, our elders have always told us where our lands had extended previously into the four western states and so with that knowledge when we were having a dispute with our neighboring tribe there, we had this dispute for over 100 years, and how we got acquisition of our lands back, we went to court and fought over this trying to get our aboriginal lands back. So through a congressional act we acquired...the Congress allowed us to get up to 500,000 acres that we could put into trust. So through the congressional mandate, that's what happened with our tribe. And once when we were given the authority to go out buying land, we looked at the land, what was on the land -- including water rights -- because we needed water to survive and look at that in terms of putting an investment into the future for our young people."

Alfreda Mitre:

"The next part of the question is, given that there aren't too many tribes that have the same opportunity that the Hopi's have, what advice would you have to tribes in terms, should this opportunity become available to them, what advice do you have for them?"

Cedric Kuwaninvaya:

"I guess the advice I have for them is make sure you know your culture, your traditions because everything hinges on that and the places where you're going to identify that maybe once identified to your people. Be aggressive, pursue it because we all know that the federal government took our lands away and because of treaties or other tribes that are under the IRS or IRA [Indian Reorganization Act], they owe us a lot so I would advise that the people in the tribes pursue it aggressively."

Elsie Meeks:

"I have a question for you. Congratulations on being one of the finalists and for the work you've done. What do you see as the next phase in this process? What are your next goals? Is it more land purchase, is it trying to get businesses profitable or what..."

Cedric Kuwaninvaya:

"Right now, we have a limit of acquiring up to 500,000 acres to put into trust so we're still going to be looking for lands cause it's still available to us. The other part is also looking at economic opportunities. Right now we have established an economic development corporation and all of the purchases that we've made will transition into that corporation, so they're the experts at doing business so that part will be transitioned. The other part is, yes, a lot of education needs to be done at our local level because all of these years we've had our lands taken away and the Hopi people have been stretched out, put a lot of money into trying to get our lands back, a lot of time and effort has been put into that. Now they need to feel relaxed and there needs to be a lot of educating at the local village level whereby we tell them, ‘Yes, we are gaining our aboriginal lands back and you can make use of it of how you made uses of them before, a long time ago.' There's still a lot of challenges and opportunities out there for the Hopi people."

Oren Lyons:

"The land dispute between Navajo and Hopi is an old one. What was it that made the breakthrough to work together? How did you do that?"

Cedric Kuwaninvaya:

"There's one that's called the 1882 Land Case. That one we went to Congress to settle. Then there's another one that's called the 1934 Case. That one has been in court for a lot of years, but I think what the tribes decided to do was rather than having the court settle it because the courts don't know how we live on Hopi, how the Navajos live their lives. We came together with the Navajo Tribe and said, ‘This is our land, these are our people, we know what's going on with our lives. We don't want the federal government or the courts to settle this.' So we came together and we...what happened from that was we had a compact on the different areas where the tribe goes into the other tribe's lands to get herbs or do religious activities there. So that's how this one came about and right now the Hopi Tribe has approved the 1934 compact and it's before the Navajo tribal council. So if they approve it then that's the end of our land disputes that we have."

David Gipp:

"Where is the bed-and-breakfast ranch that John Wayne used to own?"

Cedric Kuwaninvaya:

"That's located in Eager, by Springerville in Arizona. I understand John Wayne turned several times in his grave when he heard that the Indians had conquered his ranch."

Honoring Nations: Pat Cornelius: Oneida Nation Farms

Producer
Harvard Project on American Indian Economic Development
Year

Manager of the Oneida Nation Farms Pat Cornelius presents an overview of the organization's work to the Honoring Nations Board of Governors in conjunction with the 2005 Honoring Nations Awards.

People
Resource Type
Citation

Cornelius, Pat. "Oneida Nation Farms." Honoring Nations Awards event. Harvard Project on American Indian Economic Development, John F. Kennedy School of Government, Harvard University. Tulsa, Oklahoma. November 1, 2005. Presentation.

Pat Cornelius:

"Well, good afternoon everyone and to the Board of Governors. Thank you for inviting us. What I heard this morning with the presenters are really impressive.

Just to let the people know here that the Oneida Farm is one of the biggest farms in northeast Wisconsin. Total acres approximately 9,000 acres. We're tilling approximately 4,700 and some acres. Fifteen years ago we started with 300 acres and 30 head of cattle. It was our general tribal council that said to our council that we should go ahead and purchase our land back, so that's what we're doing. They gave the land commission nine million [dollars] every year to repurchase our land base back.

The Oneida Nation Farms: the Native American Agriculture in America Midwest Heartland

Difficulties and obstacles: the many difficulties and obstacles the Native Americans have seen during the past three centuries must be addressed. We were America's first farmers and we were good stewards of the land and many Native Americans lost their homelands and were displaced to unfamiliar areas with little or no resources to make their living at all. While most farmers and ranchers in America flourished, Indians lacked the modern agricultural know-how and until recently could not get capital, technical support in making agriculture work on the reservations. But we have begun to grow through learning and practical application and this is done through the Kellogg Foundation, First Nations [Development] Institute, Intertribal Bison Cooperative, IAC, USDA Technical Assistance, progressive leadership by our Oneida tribal chairman Gerald Danforth.

Two hundred years ago: history is replete with the early agricultural success of the Oneida Tribe. In the 1500s, the Oneida community in New York were visited by traders [who] reported millions of bushels of corn in storage, 500 acres of land in production. In the early 1900s with a diminished land base, the Haudenosaunee Oneida agriculturalists continued to operate self-sufficient homesteads throughout the territory. We raised white corn, beans, squash, fruits, orchards, domesticated animals. Our cellars were lined with home grown and home canned foods and their corn cribs were full of white corn and they sold food and economics and crafts for a living, although some had already joined the labor force. The cultural, agriculture and social diminished of the Haudenosaunee society were intricately interconnected and intertwined. Well, times have changed.

The Oneida Tribe began settling in what would become Wisconsin in the 1820s. The Oneida Tribe had a treaty agreement with the Menominee Nation for eight million acres. The treaty was for the use and occupancy of the land and the land agreement was then reduced to 500,000 acres. The Oneida Treaty of 1838 gave the Oneida Tribe 65,000 acres and under the Dawes Allotment Act the land base dwindled down to 200. In a hundred years we went from that to approximately 100 acres or 200 acres of land. Traditional tribal culture makes no distinction or separation between spiritual worldviews, values and cultural practices. As Euro-American contact progresses, tribal cultures were devastated.

The allotment and assimilation eras promoted by the Dawes Allotment Act of 1887 and the boarding school era. The boarding school era took infants and children who were ripped from their mothers' arms and placed them in a school far away from their families and literally beat the Indian out of these youths to assimilate them to take the savage out of them. However, they did not understand the deep-seated nature of our cultures, our values, and many of our Native people at that time literally took their culture and tradition and values to the underground to preserve them and preserve their cultural identity. They would not be broken people.

Land and reacquiring our land base back

For the Oneida Tribe everything today is about land and reacquiring our land base. Today, Mother Earth remains the basis of our life for the Oneida people, giving our people subsistence, healing and identity. It connects the past and the present and drives decisions about the future. The Tribe is trying to buy back its full original reservation in northeast Wisconsin. It has laid legal claim to Native land in New York, in upstate New York, and it continues to invest in agriculture and environmental protection programs. Land also goes back to our ceremonies. Land is important in terms of where our ancestors are buried, where the medicines grow, where the trees grow on our Nation. The Oneida Tribe is in the process of reacquiring the original boundaries and has reacquired 17,800 acres, plans to purchase 1,000 acres a year and will have reacquired 51 percent of the 65,000 acres by the year 2020.

The Oneida Nation Farm was started in 1978 and was known as the Iroquois Farm. It had 150 acres and primarily grew vegetables and had a herd of about 25 head of cattle. The Oneida Tribe in their 1979 comprehensive plan proposed using acquired agricultural land to diversify the economy, provide food for the people and to provide employment for our people. We had a meager beginning. In 1989 the farm operation where I began was 350 acres of land and 35 head of cattle. In 1990, the business committee issued a list of objectives. One of these was for the tribe to produce its own vegetables and meat by the year 2000. [In] 1992, the farm land base tripled in size. In 1993, investments in equipment and upgrades to the livestock feed lots were accomplished. These improvements resulted in a workable and efficient farm operation today. At this time, a vertically integrated Oneida agricultural operation became the focus and study to determine the potential for developing a new cannery facility and would process our own meat and our own crops grown on the Oneida fields and could market, distribute, sell the products to our own citizens and other consumers. In 1994, the farm's land base consisted of 1,981 acres of which 1,429 were suitable for crops. So we fast-forward to the year 2004 and we find that the Oneida Farm and the Oneida Agricultural Center grew significantly and responsibly while managing the current...it says 9,000 acres, and diversifying a sustainable farming operation with nine employees.

Consider the following: the farm currently produces 4,750 acres of cash crops, fields of corn, soy beans, wheat, oats and alfalfa. They are either consumed by the farm livestock or we sell it to our neighbors or to outside buyers. We generated nearly two million in revenues in 1995 by placing 2,000 acres sub-marginally acres into federal conservation programs and then we manage 450-550 a year nearly natural Black Angus beef in our feeding operation. We established a hundred head cow/calf rotational grazing project through the federal and with the assistance of the EQUIP program. So we do rotational grazing and now we have a hundred head of calves as well by their side. We established 115 head of bison with the help of ITBC [Intertribal Bison Cooperative] including fencing, water wells and corrals.

We produce traditional white corn, sweet corn for our tribal members and we have a 30-acre apple orchard and we provide healthy harvest in 2004 with sales to our regional orchards that had a poor production year. The orchard store sells squash, pumpkin, pick your own apples, fresh apples, apple pie filling, apple cider, apple butter, applesauce and we sell beef and buffalo and other Native American products. We began studying the creation expansion of a unique Oneida orchard agricultural market with greater country appeal than the large box stores, established new marketing with billboards -- State of Wisconsin, Something from Wisconsin -- and working with the radio stations and newspaper.

It is important that I work with the Oneida Nation school system to begin teaching agricultural business and agricultural bison programs within the schools. We entered the world of high tech. We do our farming with global positioning, high-tech equipment for our plants, our crops, our fertilizer base, and our production. The Oneida Farm works closely with outside funding sources. We worked with again the Intertribal Bison Cooperative, Kellogg Foundation, First Nations [Development Institute], Native American Social Economic Development Strategies, and all USDA programs. Thank you."

Amy Besaw:

"Questions from the board?"

David Gipp:

"You've got a remarkable amount of diversity just within all of your programs that you operate here and I think you're to be commended for it, really some very historical and cultural work that you're doing within your nation. Agriculture and nutrition are I think two critical issues to many of our tribal nations across the land and I guess one of the key questions I always ask is, how do you look at transferability and how does this kind of model that you use work, how could it work for other tribal nations? And what are some of your key ingredients -- if you were to give that advice to another tribal nation -- about how to apply both agricultural and nutritional issues, because as you know diabetes and all of those kinds of issues are real, real problems for most of our population out there throughout Indian Country?

Pat Cornelius:

"Well, working a farm or agriculture or any business with an intertribal government can be...test your strength and your job. What it needs is you need the backing of your tribal...the business committee that we have back home. We need all the players to be involved to support the project to say that health is important, food is important, food security is important and it has to come from the top down. If they support you, that makes my job easier. And then to address the health issues, I am now contacting our diabetes program and working in the schools. We just got our foot in the door so to speak and I think it's critical that we work with our youth and get them to understand -- not only youth as far as health -- but youth to get them involved in coming out and working in the area of agriculture. I worked with youth for 12 years prior to taking this job. I was a home school coordinator at one time and our youth and elders are just...they're our future. They're the future. And who said that we couldn't do farming? Tribal people can do farming and go back and take it back and do it."

Elsie Meeks:

"I just want to make a really quick comment. I would like to commend the Oneida Tribe for hiring a woman as their farm manager."

Pat Cornelius:

"Well, here's my Chair, here's the tribal chairman Gerry Danforth."

Gerry [Gerald] Danforth:

"If I can just comment briefly. I'm the Chairman for Oneida, just recently elected, but I would remiss extremely in my responsibilities as the tribal leader and from the previous tribal leaders who have saw in their past has the wisdom to see this come to a reality but none of this vision would have ever occurred or come to place today with the form of recognition that this Harvard Project has introduced and it certainly would not have become a reality without the steadfast dedication of this woman standing here today, Pat Cornelius."

Pat Cornelius:

"Thank you. Thank you, Gerry."

Oren Lyons:

"I'd like to ask you, what's been the reaction of your non-Indian neighbors to the development of your farm and also to the buffalo herd?"

Pat Cornelius:

"Well, it started like this, is that when we slowly started...I started with the 300 acres, that's how I started my management position to where it is today and I'd go to these feed programs and these programs. My mother's full-blooded Oneida, my father is full-blooded Polish so I kind of look like the Polish side. So I'd go into these meetings and I'd listen to them because like this around, the Oneidas are farming now and they'd say, 'Now what are those Indians doing?' And they'd want to know what the Indians were doing. And they said, 'Oh, the federal government must have bought them a tractor and a combine.' Well, I let them talk and talk and then I'd go over and I'd say, introduce myself, and I'd say, 'I'm Pat, manager of the Oneida Nation Farms.' Well, either they'd turn so red and walk away or they would sit down and talk to me. It has made a big turnaround in our community that we're now very well-respected as far as doing agriculture and they watch us and even some of the new modern machinery that we get to put soil and residue first in how we operate and manage the soils that one day I bought a piece of machinery and within a month there was three farmers that bought the same piece of machinery once they seen us use it. So they do watch us and it's really turned around to being respectful now."

Oren Lyons:

"Are they buying your produce?"

Pat Cornelius:

"Yes, they did. I just sold, right there the corn off that field and we were 230 bushel to the acre on that field and we were...we sold it to one of the big dairies nearby. The first check came in was $78,000 and the next check was $197,000."

David Gipp:

"So it won't be long before you'll be replacing this Land O'Lakes stuff then, huh?"

Pat Cornelius:

"Yes. Oneida Tribal stuff."

David Gipp:

"Very good. One of the other questions I had is that we understand that the effort that you lead really has led to reacquiring about 27 and a half percent of the former reservation or reservation lands or territory I guess. Is that also a part of your long term idea or plan to reacquire even more acreage that benefits agricultural and the citizens of your nation?"

Pat Cornelius:

"I would say yes because most of the acres, the large acres tracts that we have within our area is coming from dairy farmers that are either elder and they don't want to farm anymore. We don't even have to go out and ask to buy land, they come to us. But the land runs anywhere from $5,000 to $9,000 an acre right now and that's what they're charging and if you want it back, that's what we have to pay. I've been on the land commission for 20 years also. I wear about 10 different hats but I just do my job. I just do my job. I work with youth, work with the elder. Sovereignty, the land is important. When I started with the land commission, we had less than 2,000 acres."

Erma Vizenor: Engaging the Nation's Citizens and Effecting Change: The White Earth Nation Story

Producer
Native Nations Institute
Year

White Earth Nation Chairwoman Erma Vizenor discusses some of the historical factors that eventually compelled her and her nation to undertake constitutional reform, and the issues her nation has encountered as they work to ratify a new constitution and governance system.

People
Native Nations
Resource Type
Citation

Vizenor, Erma. "Engaging the Nation's Citizens: The White Earth Nation Story." Emerging Leaders seminar. Native Nations Institute for Leadership, Management, and Policy, University of Arizona. Tucson, Arizona. March 25, 2010. Presentation.

"Good morning. At home we say, '[Anishinaabe language].' Good morning. I want to thank everyone for being here, and to come to such a beautiful place. I came in late last night, so all I saw as the cab was driving me in was this huge place with all kinds of lights. And I was so anxious to see it this morning and it's gorgeous. Your home, your beautiful home, yes. I'm just sorry I can't stay very long today, but I want to thank my dear friend Manley Begay for inviting me to this seminar. He contacted me at least two-and-a-half, three months ago, and of course I checked off the date and made sure that I had this time open. So Manley and I, way, way back we started our doctoral program together at Harvard. This is kind of funny because this is how things happen but we were just overwhelmed with everything and we were also changing Harvard at the same time, because I know that we worked hard to get the Harvard [University] Native American Program as it is today. So we were overwhelmed with all of our doctoral studies and Manley and I said, we were sitting there and he said, ‘Yeah, we're going to go home in three years. We're going to go back where we belong.' Well, Manley stayed on at Harvard for 12 or 13 years doing good work at the Kennedy School of Government. I went home after three years and I got into a reform movement to oust corruption in my tribe and I did that for five years. All good work, necessary work. We didn't leave as we should. The day that I...or a week after the indictments came against three council members for bid rigging, election fraud, embezzlement theft, all kinds of crimes, a week after that I received a letter from Harvard. The letter said, ‘You come back and finish your dissertation or else by the end of...by the spring of 2006 we're going to drop you.' So I jumped on the plane and went back to Harvard and worked very hard, had to do everything over again, and I didn't write a masterpiece but I finished my dissertation and graduated that spring.

We as Indian people, I just want to say and commend all of you because most of us have to run twice as hard, work twice as hard, run twice as fast to keep up and that's the way it is. I don't think anything comes easy for us. I want to say that I am...say a little bit about the White Earth tribe. We are called; the federal government calls us the White Earth Band of Ojibwe Indians. I have gotten, I have worked hard to get our people -- although when we sign our documents with the federal government I have to use that name -- but amongst ourselves we call ourselves a nation because that's what we are. We always have to remember that we are what we call ourselves. I say to our people back home, ‘A band? My goodness, we're a nation of many bands and we think about a band -- loose, disorganized, small. We're more than that, we're a nation.' And so the White Earth Nation is located in northern Minnesota. We're one of 11 tribes, seven Ojibwe tribes and four Dakota Sioux tribes in the southern half of the state. White Earth is the largest tribe. We have 20,000 members and we're part of the Minnesota Chippewa Tribe, which is White Earth, Leech Lake, Fond du Lac -- and I know Chairwoman Diver was here yesterday -- Grand Portage, Bois Forte and Mille Lacs. We comprise the Minnesota Chippewa Tribe, which is an IRA [Indian Reorganization Act] structure created in 1936. The Red Lake Nation is not a part of the Minnesota Chippewa Tribe. The Red Lake Nation is Ojibwe -- and we have a good relationship with Red Lake -- but Red Lake is unique. It's a closed reservation because they didn't participate in the Allotment Act, the Dawes Act. They kept all their land in common and didn't allow...didn't participate so the land was not allotted and consequently lost. Wise chiefs in those days.

That did not happen to White Earth. White Earth was allotted all out and White Earth...and Red Lake by the way was the federal government's solution to the Indian problem in Minnesota and created these two large reservations to move all the Indians in Minnesota to the Ojibwe Indians, Chippewa Indians to these two reservations. Relocate the Indians again and get them all together where we can oversee and control them, but that didn't work because our Indian people did not leave their homelands and so we still have our reservations up of Fond du Lac and Mille Lacs and Leech Lake and Bois Forte. People went home again, even if some of them did come to White Earth. So that didn't work, but White Earth is the largest tribe because many of the different Ojibwe people came to White Earth. And the land was allotted out at White Earth and consequently because of that allotment process the land was lost, it was swindled, it was theft, it was lumber companies and farmers and people who were homesteading. So our land was lost. We had...our reservation was established in 1867 and comprised approximately 850,000 acres of land. By the 1900s, we had 50,000 acres of land left. The rest was lost. So land acquisition is a huge priority, large priority for us. Today, when the federal government organized the Minnesota Chippewa Tribe, the six reservations together, it put all of our land in common. We have approximately 60,000 acres of land at White Earth out of the 850,000 acres. That's in tribal trust land and it's under the ownership of the Minnesota Chippewa Tribe in common. I worked hard to get that back and some of the tribal leaders want to be paid out within the Minnesota Chippewa Tribe and I tell them, ‘I don't see your tribe in our treaty.' But that's the federal government creating these problems for us as Indian people.

The governance of the Minnesota Chippewa Tribe is an IRA constitution adopted in 1936 and is a very...since 1987...Vernon Bellecourt was a White Earth secretary/treasurer and was a very progressive man. He initiated a resolution that the Minnesota Chippewa Tribe conduct a constitutional convention. I admire Vernon because he was a visionary person. And in 1987, the Minnesota Chippewa Tribe passed that resolution but it never to this day has not held a constitutional convention. Well, we have an IRA constitution and it's very, very difficult for our people -- how many of us read our state constitutions or our United States Constitution and figure out what our rights...how many of us do that? We know it is taught in our schools, but our constitutions are not taught. And so when I came back from Harvard after I finished my classes, we had corruption in our tribe at White Earth, huge corruption. Our elections were fraudulent, we had bid rigging, and so I worked with elders on a grassroots reform movement and I spent the entire summer of 1991 in jail because we had all of this corruption. By 1995, and with the help of the late Senator Paul Wellstone, an investigation was done and indictments were issued and consequently a federal court trial. This grassroots movement really involved a lot of people at home and got them engaged.

When I was at Harvard, I studied the...Manley and I and Colleen Larimore, we did a paper together on community organizing. And so I learned some good skills there and so we engaged, I engaged the community, the reservation, which is a large area. It's a square that's 36 miles on each side and a lot of our people live in Minneapolis/St. Paul and they came up to help. So we had this huge momentum and change had to come and the people were, the people were empowered to make that change. We had to have open meetings every night, every night we had open meetings and it was spiritual because we had our spiritual people there and we always gathered around to pray first and we always said that we need the Creator to help us.

So in 1996 I was appointed the secretary/treasurer, which is the second role in government and I was elected to that position and re-elected in 1998. I lost my election in 2002. I lost it. But I ran on the platform of constitutional reform. Other tribal leaders run on it but don't do anything about it. But I did. I put together a committee and in 1997, '99 the committee drafted a constitution, I took it out to the reservation, to the Minneapolis area, and very few people showed up. It was a very, very difficult constitution to understand because it was...it talked about grand councils and it talked about language that we had never experienced before. And so when I lost the election in 2002, the constitution went off the radar screen, many things went off, went to the bottom of the drawer. I ran for election for the tribal chair in 2004 in the primary and I won the primary, beat the incumbent and constitutional reform was back on the radar screen again. And so we have, I facilitated, I organized and I facilitated all of the constitutional convention process from delegates, kept the entire process totally transparent and we drafted a constitution and we ratified it by the delegates about a year ago.

And then because...I say we're part of the Minnesota Chippewa Tribe with this IRA constitution, I've gone to the...now I'm at the Minnesota Chippewa Tribe level and I'm getting stalled. Some tribes don't want to change, and I think it's because of the colonization and the institutional oppression that people haven't come out of yet. I really do. Don't see the need to change, don't see the need to. There are some issues that are huge. The blood quantum issue is a huge issue, very controversial. Well, that's one of the most controversial ones is the blood quantum and in our new constitution we...our delegates voted on lineal descent. We are terminating ourselves, people, if we cooperate with the federal government on one-fourth blood quantum. We just need to do the math and pretty soon within...we think of seven generations, by seven generations most of us will be gone. That's a controversial issue and even our tribal members in our constitutional conventions get to the point where they say...they get into ethnic cleansing. We have African...our tribal members have married to African-Americans and look like African-Americans and they don't want them there because they're black. I say, ‘My goodness, ethnic cleansing? I can't believe that.' But that's where we're at sometimes. I want to just...I know I don't have a lot of time, but I want to just stop right now and turn it over. Thank you very much.