2023 – 2025
Published by Sisseton-Wahpeton Oyate
Copyright © 2023 Sisseton-Wahpeton Oyate
All rights reserved.
No part of this book may be reproduced, distributed or transmitted in any form including posting to the internet, photocopying, or other electronic or mechanical methods, without the written permission of the publisher.
Printed in the United States of America.
The Sisseton-Wahpeton Oyate (SWO) of the Lake Traverse Reservation is governed by a Council consisting of seven Council members, one elected from each of the seven Districts which possess the voting strength according to each District population and the Executive Committee that is elected in a general election. The Executive Committee, in formal session, shall have the powers to speak and act for the Tribe when Council is not in session and to carry into effect all properly enacted resolutions and ordinances of the Council and to appoint any boards, committees, or associations necessary to the transaction of tribal business. The Council shall review any action taken by the Executive Committee not delegated to it either in this Revised Constitution or in the enactments of Council. The review shall be limited only to the next meeting of the Council following notification of the action of the Executive Committee.
ENEMY SWIM COUNCIL REPRESENTATIVE
NEWLY ELECTED TRIBAL COUNCIL MEMBERS, AS OF JANUARY 2023, RESPONSIBLE FOR ASSURING THE SWO CEDS PLAN IS EXECUTED
TRIBAL CHAIRMAN
J. Garret Renville
LONG HOLLOW COUNCIL REPRESENTATIVE
Janell Cook
TRIBAL VICE-CHAIRWOMAN
Alexandria Fancher
LAKE TRAVERSE COUNCIL REPRESENTATIVE
Joan White
TRIBAL SECRETARY
Curtis Bissonette
BIG COULEE COUNCIL REPRESENTATIVE
A. Lydia Amos
BUFFALO LAKE COUNCIL REPRESENTATIVE
Kenneth Johnson Sr.
The Sisseton-Wahpeton Oyate (SWO) Reservation Planning Commission (RPC) serves as the Lake Traverse Reservation strategic planning committee and serves as the CEDS Committee, along with SWO Planning Department staff. The Commission was established in 1971 and restructured through the 1980’s and 1990’s and reaffirmed in 2006 as the reservation planning authority for the Lake Traverse Reservation with a special charge to promote sustainable development. The Commission is made up of eight members representing the seven reservation districts and one designated Tribal Council representative (Ex-Officio). The Sisseton-Wahpeton Oyate Community Economic Development Strategy (CEDS) Commission represents multiple sectors within its designated service area/planning district which is defined as the geographic area located within the external boundaries of the Lake Traverse Reservation. There are overlapping “planning districts” located on non-reservation lands within the Lake Traverse Reservation boundaries. These Planning Districts include: First District, Watertown, SD; Northeast Council of Governments (NECOG), Aberdeen, SD; Lake Agassiz Development Group (LADG), Fargo, ND; and Grow South Dakota (Sisseton, SD).
SISSETON-WAHPETON OYATE PLANNING DEPARTMENT
PLANNING DEPARTMENT
EDA PLANNER
William Fish
COMMUNITY PLANNER
Barbara Joseph
SISSETON-WAHPETON OYATE RESERVATION PLANNING COMMISSION
The Lake Traverse Reservation spans approximately 1,450 square miles. Located in northeast South Dakota and a small portion of southeastern North Dakota, the lands of the Sisseton-Wahpeton Oyate touch five counties in northeast South Dakota (Codington, Day, Grants, Marshall, and Roberts) and two counties in southeastern North Dakota (Sargent and Richland). The region spans across the South Dakota Glacial Lakes area, creating bountiful opportunities for fishing in the pristine glacial waters.
The reservation economy is supported by a regional population of approximately 76,184 residents. The tribal government is located in the Old Agency District, approximately seven miles from the town of Sisseton. Sisseton, with a population of 2,430, is the Roberts County seat. Watertown, South Dakota is located at the southern edge of the reservation and Fargo, North Dakota is located 85 miles north. The state line of Minnesota runs parallel to the eastern reservation boundary, and I-29, a major interstate highway system originating at the Canadian border runs directly through the Lake Traverse Reservation. Two major highway systems, SD Highway 10 and US Highway 12, run through the reservation in an east-west direction.
SWO has a current enrollment of approximately 14,000 Tribal members, and just over 6,000 reside on the tribal lands. The US Census Bureau’s My Tribal Area feature shows that the population is 50% male and 50% female, with 8% under the age of 5, 23% ages 5-19, 50% over the age of 19, and 19% over the age of 65. Native American individuals living on the Lake Traverse Reservation have a poverty rate of 40.8%. This is nearly triple the U.S. poverty rate of 13.7%. The reservation’s economy relies on farming, ranching, casinos and small industry. Individuals raise cattle, sheep, horses, and hogs, while the Tribe leases land to others for crop production and grazing. The Tribe owns and operates three casinos, which employ 800 people. State and federal agencies, organizations, and schools are located within reservation boundaries and serve as major employers for Indian and nonIndian communities alike. Despite these businesses there are few other available jobs, and one quarter of Lake Traverse tribal residents are unemployed. (Source: North Dakota: Lake Traverse Reservation | PWNA Resources — Partnership With Native Americans nativepartnership.org)
It is important to note that opportunities to earn even limited amounts of income will drastically increase the quality of life for Lake Traverse Reservation residents. Guided entrepreneurship ventures could represent greater financial stability for individuals and families and capture additional income that could be used to purchase local foods, goods, and services – ultimately bolstering the local economy and benefiting all Tribal members.
Although progress continues on the Lake Traverse Reservation, basic economic development functions must be undertaken to support other social advancements. As the Native American population increases on the reservation and employment levels increase, the needs of the working population also increase. Housing and home ownership, land use planning and development, infrastructure development, and management training are critical needs pervasive among tribal economic development.
SWO AT-A-GLANCE
14,000
TRIBAL MEMBERS
6,000 ON TRIBAL LANDS
50 | 50 MALE/FEMALE
35.8
MEDIAN AGE
“…opportunities to earn even limited amounts of income will drastically increase the quality of life for Lake Traverse Reservation residents.”
Long saddled with deep poverty and an unemployment rate exceeding 50%, SWO has come a long way economically in recent decades, operating two successful manufacturing companies and three casinos which – along with SWO government and the local Tribal Colleges and Universities (TCU) – now provide nearly 1,300 jobs to SWO members and other local residents. While SWO is among the largest employers in its region, in the early years of its economic resurgence it encountered an unexpected problem – many tribal members were struggling to keep their jobs, leading to a 70% turnover rate. In response, key SWO government and business players came together to analyze the issue, leading to SWO’s establishment of a holistic solution called the “Developing Productive Employees” (DPE) program.
DPE equips SWO members who have lost their jobs – or are in danger of doing so – with the soft skills and related resources they need to succeed in and sustain employment. Offered every three weeks, DPE’s intensive two-day training helps participants build a “toolbox” of healthy coping skills that they can use in the workplace, including “emotional intelligence,” managing stress, and “communicating for success.” The award-winning program has led to a decreased employment turnover rate among participants, and their decreased reliance on tribal social service programs like Temporary Assistance for Needy Families (TANF).
High levels of unemployment are exacerbated due to the lack of manufacturers, diminishing retail businesses, and few employment opportunities within the existing private sector. The low level of pay for existing jobs adds to the high percentage of the unemployed labor force. Small family-owned farming operations provide a stable economic base in this area; however, technology, more efficient farm equipment, and modern farming practices have served to diminish the labor requirements of the past. The effect of fewer farms in this agricultural area has been illustrated in every economic sector of this area.
Progress to alleviate poverty and reduce unemployment on the reservation is evident in the decrease in the unemployment rate over the past thirty years. However, careful, and methodological planning must take place to ensure a continuation of improved conditions. The tribe must take steps to foster its small business sector to capture the
flow of money on the reservation that is being generated by those currently employed in order to create more jobs and more opportunities for the Native population.
Presently, the SWO Tribe is the largest employer in the area, with employment fluctuating between 1,550 and 2,000 people depending on the season and current employment needs. Career opportunities are available in Indian Health Services, BIA, and Tribal positions, Sisseton Wahpeton Housing Authority, Sisseton Wahpeton Community College, Tiospa Zina Tribal School (K-12), Enemy Swim Day School (K-8), Old Agency C-Store, Dakota Crossing Grocery Store, Dakota Western Corporation, Dakota Sioux Casino, Dakota Connection & C-Store, Dakota Magic Casino & C-Store, Fuel Inc., and others.
Just prior to the COVID-19 pandemic, the South Dakota Game, Fish, and Parks commissioned a study to estimate the regional and statewide economic activity generated by fish, wildlife, and boating resources statewide. The report, Economic Impact of Hunting, Fishing, Trapping, Boating, and Wildlife Viewing in South Dakota showed that SWO’s current absence from this type of tourist revenue represents a tremendous opportunity for future economic growth. Results reported a statewide 8.9 million days of fish, wildlife, and boating-related activities annually, with over $1 billion in retail sales annually related to this sector. Non-residents contribute over $294 million of these dollars, indicating the tourism sector is viable for focused expansion.
The SWO Tribe is the largest employer in the area, with employment fluctuating between 1,550 and 2,000 people.
HEALTHCARE: The Woodrow Wilson Keeble healthcare center is located east of Sisseton, South Dakota. This facility provides comprehensive outpatient services to tribal members. Other health facilities include the Coteau Des Prairies Hospital in Sisseton, SD. There are larger hospitals with more services provided that are located 60 miles south in Watertown, SD and 90 miles north in Fargo, ND. Air ambulance services are also available to transport patients to Fargo, ND and Sioux Falls, SD.
ENERGY CONSUMPTION: Five utility companies serve the Lake Traverse Reservation: Otter Tail Power, Lake Region Electric, Codington-Clark Electric, Whetstone Valley Electric, and Traverse Electric.
PUBLIC SAFETY: The Lake Traverse Reservation is provided police protection and security by the SWO Tribal Police Department. Other municipal, county, and state police departments provide additional police protection.
FIRE PROTECTION: Local area non-Native volunteer fire departments provide fire protection to the housing complexes. Local area Fire Department handles some small fires with assistance from volunteer fire department.
SOLID WASTE: Three sanitation vendors provide solid waste disposal services for tribal members. Roberts County Landfill is located seven miles northeast of Sisseton for solid waste disposal. This is currently the only landfill within the area.
EDUCATION: The SissetonWahpeton Oyate Department of Education works collaboratively to educate and promote cultural awareness; preserve the Dakota language; strive for excellence in educational standards that meet or exceed state and federal standards; and develop strategies to increase persistence, retention, and graduation rates at all levels of education from preschool to college. SWO operates an Early Head Start and Head Start programs and has three early learning centers. The SissetonWahpeton Oyate charters three schools: PreK-8 Enemy Swim Day School, K-12 Tiospa Zina Tribal School and an off reservation 4th-8th grade boarding school Circle of Nations at Wahpeton, North Dakota. A GED program is available for high-risk or delayed students. A Tribal Vocational Rehabilitation Program is in operation in the Tribal Education Department and works to assist Tribal Members that need assistance to become self-supporting. Available Post-secondary options are offered through Sisseton-Wahpeton College. The Tribe leads education for youth and adults, offering standards-aligned instruction that reflects cultural values and traditions. Sisseton-Wahpeton Oyate Tribe works to educate students the indigenous responsive way. The Johnson O’Malley Programs are operated through the Tribal Education Department. The Sisseton-Wahpeton Oyate Tribal Education Department collaborates with the area Public School systems to improve Indian Education overall. There are over 1500 Native Students within the Reservation at the tribal, public, private and home school systems.
NATURAL
The Lake Traverse Reservation has extensive natural resources that should be protected, conserved, utilized, and managed. Water, sand, gravel, agriculture, rangeland, and renewable energy have the potential to contribute to the tribe’s economic diversification efforts. The resources must be inventoried, assessed, and entered into a database to facilitate planning. A number of glacier lakes provide an abundant source of recreation opportunities.
CLIMATE: The region lies within the continental zone, which covers most of the north central United States. This classification is characterized by warm summers and cold winters, with a July mean temperature of 78 degrees Fahrenheit (F) and a January mean temperature of 21 degrees F. Temperature extremes have ranged from -30 degrees F to I00 degrees F. The spring season may fluctuate from extremely wet to fairly dry. Hot winds and periods of prolonged high temperatures are characteristic in the summer season. Precipitation in this area averages 31 inches annually, while snowfall averages 22 inches annually. Snowfall is moderate and can be expected in November through March. The frost-free season averages 161 days in length.
The amount of vehicular traffic in residential and commercial area on the Lake Traverse Reservation does not have a significant effect on air quality. Water Resources, Floodplains, and Wetlands - Surface water resources within the Lake Traverse Reservation include rivers, streams, lakes, and wetlands. All aquifers and outwash groups in the area have either moderately hard or very hard water and are considered fresh to slightly saline. Municipalities and rural water systems currently provide most of the water used within the Lake Traverse Reservation, most of it from ground water sources. The glacial history of the area has led to a complex system of 11 glacial aquifers which can be seen on the map below.
WATER SUPPLY: Tribal members on the Lake Traverse Reservation are hooked into the rural water systems, community wells, and independent wells. The water quality is high in iron and varies from hard to very hard. The SWO has contributed funds to BDM, a rural water systems provider for additional water resources for this area.
Note: Several aquifers overlap one another
In preparation for the development of the CEDS Plan, many tribal community partners were involved to identify potential opportunities with economic, educational, social and health impacts. These potential opportunities have been grouped and prioritized to stimulate sustainable workforce development opportunities on the Lake Traverse Reservation. Described in greater detail in further sections, these opportunities were identified through the following Community Engagement Activities as shown below:
Community needs assessments (CNA) led by District Executives and Consultant Ross B. Kahrahrah, the owner of the consulting firm Native Vision Quest, LLC, took place over six months and resulted in nearly 6,000 citizen participation responses. In April 2022, the first responses of the CNA came in, the last of which was received in October 2022. Mr. Kahrahrah recommended to the District Executives from the Districts, as mentioned above, to create an internal policy requiring a completed CNA to receive the Household Assistance cash payments through the American Rescue Plan Act (ARPA) funding received by the Districts from the Tribe. The six Districts implemented the policy, and the response rate was astonishing.
Mr. Kahrahrah vetted, aggregated, and reviewed all of the data from the 5,973 responses to the CNA. With the data, Mr. Kahrahrah created pivot tables with the results of the CNA as the first draft and shared them with the Planning Department and the Reservation Planning Commission (RPC) for their review. The RPC recommended categories for Tribal members living on and off the reservation. In the second draft, Mr. Kahrahrah created the recommended categories for comparative analysis:
1 All Responses
2 Off-Reservation Responses
3 On-Reservation Responses
As of 11/4/2022, the enrollment office verified there are 14,496 Tribal members and 10,577 adult Tribal members. A full report of the results is being drafted by Mr. Kahrahrah and will be provided to the Tribe for grant submittals. Raw data is included in the Appendix.
Mr. Kahrahrah presented the idea of a CNA, its purpose, and utilizing the results to apply for State and Federal grants that require a CNA to receive funding. The SWO Tribal Council tasked Mr. Kahrahrah with developing the CNA and every
component of the CNA process. Mr. Kahrahrah drafted the CNA and embedded it into the participating District websites for respondents to complete online. An impressive number of assessments were completed, and 56.41% of all adult Tribal members responded to the CNA.
The CNA included the following categories. Raw data from the CNA is included in the Appendix which shows the highest priorities were Housing, Employment and Education.
⊲ Community Engagement
⊲ Education
⊲ Employment
⊲ Health
⊲ Housing
⊲ Income & Assets
⊲ Support Services
⊲ Support Services Needing the Most Funding & Support
⊲ Are More Housing Opportunities Needed?
⊲ Commercial Development Needed (Write-Ins)
⊲ Economic Development Needed (Write-Ins)
56.41% of all adult Tribal members responded to the CNA
Santicola & Company has worked with Sisseton-Wahpeton Oyate Planning Department since 2019 on fund development initiatives where it conducted two strategic planning events engaging 40 tribal department leaders and 8 Reservation Planning Commission members. The events took place October 2019 and October 2022. The process used for the strategic planning events which included SWOT analysis, focused primarily on the Sisseton-Wahpeton Oyate’s Strengths, Passions and Needs to develop Solutions.
Reiner Lomb (author of the Boomerang Approach and Aspire) facilitated both events, with the assistance of Beverly Santicola and Karina Branson (Graphical Recorder). Studies show that by focusing on the community strengths and passions, the Tribe’s goals and objectives will have a better chance to succeed. Between 2019 and 2022, as a result of the Strategic Planning events, Santicola has helped to generate $8.5 million in grants with $2.3 million pending.
HOUSING/INFRASTRUCTURE/EMPLOYMENT
EMPLOYMENT THROUGH TOURISM AND ECONOMIC DEVELOPMENT
EDUCATION TO GROW LEADERSHIP AND CAPACITY
1 Increase availability of safe, affordable housing
2 Improve Agency Village water system
3 Construct a new Jail/Sisseton-Wahpeton Detention Center
1 Increase Powwow marketing and revenue generating activities
2 Increase lake and recreation marketing and revenue generating activities
3 Construct a SWO Arts and Cultural Facility, increase marketing and revenue generating activities
1 Create a Leadership Development Program
2 Develop fund development plans and generate funding for unfunded initiatives
3 Prioritize projects, develop feasibility studies, funding, architectural and engineering plans for inclusion in 2024 and 2025 CEDS Update
Forty (40) department managers attended a 2-day strategic planning retreat in October 2019 to identity funding opportunities for the Tribe. Eight (8) Reservation Planning Commissioners and Planning Staff also participated in two virtual planning sessions in October 2022. Santicola & Company facilitated the event that included a SWOT analysis led by a four-member consulting team: Beverly Santicola (event planner); Ron Flavin (fund developer); Reiner Lomb (lead facilitator); Karina Branson (graphical recorder.) The following graphical recordings provide an overview of the outcome of the session.
Following the 2-day retreat in October 2019, Sisseton-Wahpeton Oyate conducted multiple conversations (including a 2 day Virtual Retreat with RPC Members Oct, 2022) to capture the most relevant strengths and passions of the community, understanding that strengths form the foundation of future growth. Specific strengths identified include:
⊲ Human Capital / Resources
⊲ Sovereignty
⊲ Gaming Revenues in two states
⊲ Natural Resources (Wind, Land, Water)
⊲ Tax System
⊲ Positive Historical Legacy
⊲ Clinic and Wellness Center
⊲ Independent Education System (Early Head Start through college)
⊲ Governmental, Legal, Political Structure
⊲ Position as Top 10 Largest Employers in SD
In addition to these tribal strengths, existing resources that will support and enhance tourism as an economic driver have also been identified:
⊲ Regional transportation infrastructure connects the Lake Traverse Reservation to the wider community. I-29 runs north/south through the middle of the reservation and is sandwiched between I-94 to the north and I-90 to the south. The Twin City Railroad connects Sisseton to Milbank and the Burlington Northern / Santa Fe railroad.
⊲ The Sisseton-Wahpeton Oyate Buffalo Farm wisely conserves, manages, and protects one of only seven herds in the United States with documented 100% pure buffalo genetics. The Buffalo Farm is integral to activities on the Lake Traverse Reservation and the focal point of cultural, spiritual, and educational programs.
⊲ The Sisseton-Wahpeton powwow is one of the oldest in the nation.
⊲ SWO Artisans craft and sell star quilts, ribbon skirts, buffalo robes, beadwork and jewelry that authentically represent Dakota traditions.
⊲ The SWO Tribal Archives holds and maintains a collection of precious historical and cultural materials, including fine art, beadwork, quillwork, stone tools, and artifacts critical to accurately capturing the history of the Sisseton Wahpeton Sioux Tribe.
⊲ Authentic recipes utilizing traditional foods have not been lost and are still widely in use across the Lake Traverse Reservation.
⊲ Prior to the pandemic, SWO Tribal Archives and Tribal Historic Preservation Office regularly hosted tours with schoolchildren, sharing the rich history of the Dakota with new generations from across South and North Dakota. Currently, a selection of artifacts and paintings are on display in the SWO Tribal Administration Building Rotunda.
⊲ The Glacial Lakes of the Lake Traverse Reservation are attractive for sport fishing, stocked with popular game fish like walleye, pike, yellow perch, and bass.
⊲ The Lake Traverse Reservation is home to abundant waterfowl, pheasant, grouse, dove, deer and turkey, making it an ideal hunting location.
⊲ Dakota Magic Casino offers a unique golf course, Dakota Winds, with 27 holes and nine reversible holes.
The Sisseton-Wahpeton Oyate face challenges that impact Native American tribes across the continent. Drug use and abuse is prevalent, disrupting the family structure. Geographic isolation and rurality coupled with widespread poverty creates transportation challenges. The devastating impact of forced boarding school relocation can still be felt, as families work to reconnect to ancestral values and traditions. Workforce development opportunities are scarce, as are steady employment positions. While the Tribe distributes funds to support entrepreneurs, the number of requests far surpasses the availability of dollars.
These societal challenges are further enhanced by identified weaknesses related to economic development:
⊲ Tribal commercial laws and regulations are insufficient or outdated
⊲ Difficulties with Federal programs and regulations (piecemeal approaches to development, cultural bias, programs designed to fail)
⊲ Two-year terms in tribal government leadership cause delays and obstacles for infrastructure projects that cannot be completed before elections and change
⊲ Lenders and vendors with limited understanding of tribal sovereignty, immunity, tribal tax requirements
⊲ Limited use of trust land or collateral
⊲ Bank lending rules and regulations not structured for the tribe
⊲ Absence of networking for tribal entrepreneurs due to remote location
⊲ Need for telecommunications infrastructure for business development and expansion of business
⊲ Need for financial education in banking, credit reporting, and loan qualifications
⊲ The tribe experiences racism and discriminatory lending practices (review of local Community Reinvestment Act reports) are indicative of redlining and cursory compliance.
Weaknesses that are specific barriers to establishing tourism as a key economic driver on the reservation have been further delineated:
⊲ The Tourism Tax Code must be updated within the Tribal Legislature. The existing code does not include language pertaining to enforcement and is currently ineffective, resulting in lost funding for the Tribe.
⊲ A limited selection of artifacts and paintings are on display in the SWO Tribal Administration Building Rotunda, however the long-envisioned SWO Arts and Cultural Facility remains in the planning phase.
⊲ Appropriate tourism opportunities must be determined, including immersive and standalone offerings, considering both the potential for tourist draw as well as the necessity for tribal safety and reverence.
⊲ Travel is researched and planned through the internet, and the SWO website must be updated to include content related to tourism offerings as well as event calendars with booking opportunities.
⊲ Roads across the Lake Traverse Reservation are well maintained; however, signage is not. To encourage visitors to explore appropriate locations and to maintain security for sacred sites, clear signage must be installed.
⊲ Tribal Artisans often are not formally registered to make sales in North or South Dakota and require support to launch and maintain a small business that aligns with tax regulations.
⊲ At this time, data is not collected related to tourism on the Lake Traverse Reservation. There are no baseline numbers for determining how many people visit, what they are seeking, or where they spend their money.
Three major opportunities have been identified and prioritized as “Solutions” that promote economic, education, social, and health equity impacting economic development. Details on the planned projects for 2023-2024 are below. Details for future projects will be developed in 2023 and added to future CEDS updates.
Significant threats to progress have been identified by community members, the Reservation Planning Commission, and Tribal Council. These issues include:
⊲ Race Relations
⊲ Tribal Politics
⊲ Environmental Damage
⊲ Slow Decision-Making Process
⊲ Education Attainment of Youth
⊲ Loss of Spirituality, Cultural Values, and Language
⊲ Low Recruitment for Sisseton Wahpeton College
⊲ Reliance on Gambling Revenue
The next step of the process was to prioritize the top three solutions/goals using the following criteria:
1. Tribal Council, Executive Committee and Membership priorities
2. Detailed planning steps have already been undertaken
3. Funding is available or can be available to begin implementation within 12 months
4. Project is “shovel ready” and can be launched within 12 months
5. Project will have economic impact and create jobs for members Project will have high visibility and positive community impact
Sisseton-Wahpeton Oyate Housing Authority is responsible for managing more than 700 low-income homes and Mutual Help homes combined across the Reservation’s seven districts, as well as a hotel in Sisseton containing 29 studio rooms. Because of pervasive high poverty and longstanding housing shortages, there are two separate low-income housing projects on the Lake Traverse Reservation, both of which were funded by HUD/NAHASDA. These include an 11-home project in the Lake Traverse area and one 22-home project in the Long Hollow area. These two projects include five home ownership homes, 20 rent-to-own homes and 20 additional low-income homes. SWOHA is currently implementing a FY21 Indian Housing Block Grant to construct 42 homes for low-income residents. All SWOHA projects are driven by the SWOHA 10-Year Housing Development Plan, the creation of which was mandated by the Tribal Council. Currently, SWOHA is in year three of its plan.
At this time, the Sisseton-Wahpeton Oyate Housing Authority maintains a housing waiting list of 300 units. SWOHA’s most recent Indian Housing Block Grant Formula Data (Fiscal Year 2022) shows that the category “Housing Shortage” is assigned the number 327, representing 327 low-income AIAN households without access to NAHASDA and Current Assisted Stock.
Further complicating the shortage of housing, the aging existing stock frequently present moderate disrepair challenges. Families participating in the Mutual Help Homeownership Program are responsible for ongoing maintenance, and moderate issues tend to amplify to critical levels. Financial restrictions limit the ability to contract with professionals, and a lack of construction skills prevent families from undertaking repairs on their own.
There are a variety of strategies SWOHA employs to ensure that homes are well-maintained for the long-term. For example, SWOHA maintains current assisted stock in accordance with adopted policies and procedures. SWOHA maintains an adequate labor force of six maintenance persons. Operating and maintenance activities are intended to meet the identified need of assisting affordable housing for our low-income households. Experienced maintenance staff inspect and perform routine and non-routine maintenance as well as the other types of maintenance to ensure that existing rental units remain well-maintained and viable as affordable housing.
Additionally, SWOHA policies and procedures support the long-term viability of units in the following manner: 1) maintain a high rate of occupancy; 2) continue to be aggressive in pursuing and enforcing the established collection procedures to reduce tenant accounts receivable; 3) inspect each rental unit pursuant to the established schedule to assure residents are complying with the established occupancy and maintenance policies; 4) re-certify residents in accordance with the established policies and procedures; 5) maintain and monitor waiting lists in accordance with policies and procedures; and 6) replace and repair maintenance tools and machinery as needed.
Plans for securing future tribal, federal, and any other sources to sustain the project include aggressively pursuing more affordable housing and economic development funding as outlined in the SWOHA 10-Year Housing Development Plan, of which the Housing Authority is currently in Year Three of Ten. Examples of these funding sources that may be used to help ensure that these homes are well-maintained include, SWO/SWHA Program Support funding, FHLB New Construction grant
At this time, the Sisseton-Wahpeton Oyate Housing Authority maintains a housing waiting list of 300 units.
Due to these expansions to accommodate community developments over the years, the LTUC lacks a true set of “Drawings of Construction Record” for the entire Agency Village System.
funding, 1st Tribal Lending Construction Loan financing, and SD Housing Development Authority HOME, HOF and HTF funding, among others.
Families want to live on the Lake Traverse Reservation, and it remains a crucial priority to build and maintain appropriate housing stock to
make these aspirations possible. Living on Tribal lands allows families to access Tribal programs and participate in community life. It is crucial that SWO expands and enhances housing opportunities to meet demand.
STEPS ALREADY UNDERTAKEN: SWO secured a Healthy Homes grant to support inspection and remediation of health hazards such as mold and radon in homes. Since 2018, SWO has constructed 47 new homes in Barker Hill Phase I and is currently constructing 42 additional new homes as a part of Barker Hill Phase II. Home rehabilitation is also underway, with approximately five families benefiting annually from critical repairs necessary to support safety and home integrity.
Agency Village currently provides water service to 238 service connections within the community. Of the 238 services 28 are designated as commercial users. Water distribution in Agency Village is managed by the LTUC. The Agency Village water system has been supplied with drinking water from the BDM Rural Water District since 2005. Prior to that, water was supplied from three wells located adjacent to the current ground storage tank. BDM supplies the LTUC an average 55 gpm (peak supply of 79,200 gpd). Water from BDM is stored in a 150,000-gallon below grade water storage tank. These factors are discussed in detail in a comprehensive water study conducted by the Tribe.
Throughout the years the water system has been expanded to accommodate different developments and additions to the community. Due to these expansions, the LTUC lacks a true set of “Drawings of Construction Record” for the entire Agency Village System. A basic map showing the approximate location and size of each pipe shows that a majority of the water lines in the system were constructed over 40 years ago during the late 1970’s with 6” and 8” PVC piping. The system has experienced some breaks in the system over the years, and repairs have been made with PVC piping, but records of these repairs are not available. In November 2020, personnel from Helms and Associates conducted field flow testing on the water system. Field testing revealed a number of broken hydrants within the system, prohibiting testing at those locations. A few locations with working hydrants were found and able to be
tested. The results of the field testing revealed that the majority of static pressures throughout the system were excellent, the exception being Tiospa Zina High School. Initial test sections close to the underground storage tank showed residual pressures and fire flows above the recommended values for a water system. As testing progressed farther away from the tank the results began to reveal problems within the system. Initial flow from fire hydrants were adequate, but the flows were not able to be sustained, and quickly fell to well under 500 gpm to even 0 at some locations. Residual pressures on these sections were also well below the International Organization for Standardization (ISO) recommendations. The results of the field testing show that improvements to the system must be made to help correct the pressure and flow problems that are present. Without proper flow, the system cannot be adequately flushed, resulting in lower water quality.
Water meters play a critical role in determining water demand and high-water users, and accounting for them in future design. A large number of services currently on the Agency Village system are un-metered. This does not allow the LTUC to accurately track and record the monthly water usage per user or for the system as a whole. The water demand for the system was determined from records of water supplied to the LTUC from BDM. It highly recommended that all services are metered. Without an accurate track of water sold it is impossible to determine what the loss is from bought to sold. This could be a significant source of
revenue, and because some water distribution goes through undeveloped land, leaks can go undetected for years.
Without system improvements, the LTUC will continue to repair broken lines, have major water losses in the system and continue to experience
water supply problems. Projected demand increases as stated in Section 3.3, combined with water loss within the system, will likely exceed the current capacity of the Agency Village system. The LTUC needs to make improvements to prevent a water shortage or complete failure in the future.
STEPS ALREADY UNDERTAKEN: A Preliminary Engineering Report was conducted in April 2021, examining the Agency Village Water System. Extensive research and testing established baseline performance levels, identified the greatest weaknesses and challenges, and produced the following actionable recommendations:
1. Inspect and clean existing underground storage tank
2. Install water meters to reduce water loss within the system and help balance the water budget.
3 Install / replace fire hydrants and valves.
4. Phased transmission line improvements to improve water supply and hydrant flow.
5. Improve the water service to Tiospa Zina Tribal School.
These steps are all recommended to improve and maintain the water system and need to be undertaken and completed over the next five years.
The
original SWO Detention Center, constructed in 1947, was condemned by the Bureau of Indian Affairs in 2017, deemed unsafe for occupancy.
The Sisseton-Wahpeton Oyate is preparing to break ground on a new Sisseton-Wahpeton Detention Center in the Spring of 2023. The original SWO Detention Center, constructed in 1947, was condemned by the Bureau of Indian Affairs in 2017, deemed unsafe for occupancy. Since that time, comprehensive efforts have been underway to replace this essential resource. Short-term solutions included formal agreements with law enforcement agencies in eight surrounding counties and the Bureau of Indian Affairs that enable SWO detainees to be held at facilities off the Lake Traverse Reservation. This solution was not sustainable. Placing detainees in facilities located in North Dakota, South Dakota, and Minnesota represented an extreme logistical challenge. Transportation requirements alone have put a severe financial strain on the already limited resources of SWO Law Enforcement. To properly hold detainees in remote locations, SWO Law Enforcement maintained three full-time positions for Transport Officers, responsible for delivering detainees to available off-Reservation detention centers, collecting them for court dates, and delivering them back again as necessary. At minimum, the nearest collaborating detention centers are 45 miles from the Lake Traverse Reservation. SWO books nearly 1,000 individuals each year, resulting in near-continuous transportation demands that put unnecessary wear and tear on SWO Law Enforcement police vehicles and significantly increase fuel and maintenance expenses.
Prior to COVID-19, this temporary solution was wrought with challenges. The pandemic showcased exactly how ill-contrived this strategy truly was.
Transport Officers were trapped in the enclosed space of a vehicle with multiple detainees each day for extended periods of time. Tribal members are being shuttled off the Lake Traverse Reservation into North Dakota, South Dakota, and Minnesota, being admitted into group population facilities that were already crowded and never intended to house additional detainees from Tribal lands 50 miles outside their jurisdiction.
This unsustainable short-term solution was moderately successful for detainees that must remain in custody for a lengthy period of time. Unfortunately, a large percentage of those taken into custody on the Lake Traverse Reservation are held due to a high degree of public intoxication. Prior to 2017 when the SWO Tribe had a functioning Detention Center, these individuals were taken into custody, kept in booking until they are well and then released with a list of helpful resources and a recommendation that they pursue opportunities to improve their lives. This effective strategy required a law enforcement officer to oversee the individual detained in booking, and little else. Since 2017, these individuals, along with all others arrested on the Lake Traverse Reservation, must be housed in Roberts County (South Dakota), Traverse County (Minnesota), and Richland County (North Dakota). Each of these forms of transport represent a 90-minute travel minimum for SWO Transport Officers – simply to hold an individual until they are well and able to be released. This solution was undertaken under duress, requires tremendous amounts of wasted manpower and resources, and must be replaced with a long-term arrangement.
STEPS ALREADY UNDERTAKEN: To sustainably address the challenges of the Lake Traverse Reservation, the SWO Tribe has focused on raising the capital necessary to construct a new SissetonWahpeton Detention Center – an effort that has been largely successful. Negotiations with the Bureau of Indian Affairs have resulted in a $5.1 million commitment towards constructing a 25-bed facility with a customized intake / booking area designed with multiple temporary detox beds to meet the unique needs of the Lake Traverse Reservation. Architectural designs are complete and reflect environmentally responsible construction materials and strategies. A building site has been identified, and infrastructure requirements such as roadways and utilities have been met. In March 2021, a full-time Project Manager was hired. Renderings are complete and the SWO Tribe is preparing to construct a durable concrete block and steel structure that will meet local needs for decades to come. At a cost of approximately $500 per square foot of facility, the project will total $11 million. The Great Western Bank is prepared to offer a loan totaling $4.7 million. The final $1.2 million was secured from CTAS Purpose Area 4. When the ground thaws in early 2023, SWO will begin construction and realize a sustainable long-term remedy. The new SissetonWahpeton Detention Center will create new job opportunities, enable SWO Law Enforcement to reallocate Transport Officers to patrol duties, reduce fuel expenses, and extend the life expectancy of police vehicles.
Tourism holds tremendous, and currently untapped, potential for the Sisseton-Wahpeton Oyate. Across the United States, Tribes are earnestly pursuing opportunities to recapture the rich cultural heritage of their ancestors, understanding the intrinsic link between authentic cultural history and a defining modern-day cultural identity. This work is of tremendous importance to the SissetonWahpeton Oyate and the Dakota people, resulting in valid and worthy contributions to ongoing efforts to document and tell American history, which truly began centuries before Euro-American colonization. Tourism on the Lake Traverse Reservation will allow the SWO Tribe to proactively maintain control of its cultural history while enabling guests to experience authentic Native American culture and creating new economic drivers for the Tribe.
Although tourism is not currently a significant economic driver in the community, foundational efforts have been undertaken to enable future success on the sovereign lands of the Lake Traverse Reservation. Infrastructure such as gas stations, clearly labeled roads, grocery stores, and hotels are in place, making tourism feasible. The SWO Tribal Archives and Tribal Historic Preservation Office are charged with preserving, protecting, and sharing Dakota cultural history, aligning directly with tourism ambitions.
Tribal casinos already draw crowds to the Lake Traverse Reservation, however without welldefined opportunities for authentic experiences, this group rarely ventures beyond the parking lots. Establishing a thriving tourism sector on the Lake Traverse Reservation will bring significant benefits. With proper tax code updates in place, tourism will bring new sources of income onto SWO lands. Tourism can stimulate the local economy, creating opportunities for entrepreneurs to design and lead tours and experiences, and building a market for local artisans to sell their crafts.
At the Tribal level, SWO is pursuing construction of an Arts and Cultural Facility and initial funding has been secured to complete necessary surveys and studies. Although this process will still be moving forward in five years, local entrepreneurs stand to make immediate, significant long-term gains through the successful establishment of a small business and effective tourist marketing. For example, an individual offering guided fishing expeditions could readily charge $80 per individual for a four-hour experience. With a tour capacity of six guests, this small business owner would collect $480 per fully booked excursion. Offering just two excursions per summer weekend, this entrepreneur could earn $9,600 in a ten-week period, twice the average income for Lake Traverse Reservation residents. The potential for entrepreneurship represents greater financial stability for an individual or family and will bring additional income to the Lake Traverse Reservation that could be used to purchase local foods, goods, and services – ultimately bolstering the local economy and benefiting all Tribal members.
To enhance the tourist experience and allow Lake Traverse Reservation to become a “base of operations” for visitors to the area, Tribal Council is planning creation of an RV park.
Intrinsic to true sovereignty is the ability and opportunity to tell the story of the SWO Tribe and the Dakota people. American society continues to expand its understanding of the importance of considering multiple viewpoints when discussing the history of a nation. The ancient knowledge, customs, language, music, and craftsmanship of the Dakota has always been a guiding force for the SWO Tribe, connecting the present to the past and preserving ancestral awareness. Much work has been done to overcome the losses experienced during periods of forced assimilation, and today the Dakota are proud of the rich and ancient culture that thrives on the Lake Traverse Reservation. SWO tourism will allow
Tourism can stimulate the local economy, creating opportunities for entrepreneurs to design and lead tours and experiences, and building a market for local artisans to sell their crafts.
visitors to better understand the history of America, enriching modern-day understanding of Tribal lands and overcoming the challenges within an educational system that too often present Native American stories as an eclectic mush that blends the stories of hundreds of unique tribes into an indistinct, irreverent, and irrelevant sidenote.
Importantly, inviting visitors onto the Lake Traverse Reservation will enable the Sisseton-Wahpeton Oyate to share what can be shared, and protect what must be protected. For example, formal tourism efforts will allow the Tribe to ensure visitors are aware of appropriate powwow etiquette. Signage and tours focused on selected historic sites and opportunities for hands-on experiences will encourage visitors to explore locations the Tribe has agreed to share, while protecting sacred sites and knowledge.
The Lake Traverse Reservation holds historic artifacts and living legacies that – if advertised appropriately and strategically presented to the public at large in conscious alignment with Tribal expectations – could draw significant crowds.
In 2017, Sisseton-Wahpeton Oyate conducted a pilot tourism event, offering an immersive twoday experience that drew visitors from overseas. The authentic experience catered to educated travelers seeking a hands-on and educational tour of tribal life. The event successfully drew tourists onto the Reservation, where they spent money for lodging, meals, tours, experiences, and souvenirs. Bolstered by this success, the Sisseton-Wahpeton Oyate is now preparing to promote additional tourism efforts to support continued economic gains. Importantly, SWO is eager to take and retain control of Tribal history, sharing culture without commodifying or exploiting traditions but rather, selecting strategies that promote pride, engagement, and understanding.
STEPS ALREADY UNDERTAKEN: The International Institute of Tourism Studies at George Washington University has been working with SWO since 2016 to explore opportunities and prepare for tourism to jumpstart the economic status on the Lake Traverse Reservation. To date, George Washington University has provided training for staff members of the SWO Tribal Archives and Tribal Historic Preservation Office related to establishing and maintaining tourism. GWU has also supported preliminary efforts to develop and price potential tour opportunities. George Washington University will continue to provide training and support to the Sisseton-Wahpeton Oyate in future years.
Partners have been secured, including the City of Sisseton Promotion Board, Sisseton Chamber of Commerce, and Glacial Lakes and Prairies Tourism Association of Northeast South Dakota, all of which will support advertisement and outreach.
Efforts are currently underway to expand educational opportunities at Sisseton Wahpeton College through Tourism Studies course offerings.
SWO requested, and was awarded, EDA funds supporting the SWO Arts & Cultural Center project. Current funding is focused on building organization and project capacity, investing in essential staff and pre-development efforts to prepare key aspects of the initiative to be shovel ready. Adequately funding pre-development work has been a barrier to advancing projects for the SWO Tribe in the past, and EDA represents a once-in-a-generation funding opportunity to advance a key project that will spur new economic opportunities on Tribal lands, leveraging the potential of tourism to bolster commercial and retail activity and the overall vision of economic prosperity. At this time, a Tourism Feasibility Study is underway, as well as a Tourism Business Plan. Additional actions underway with EDA funding include the creation of:
1. Master Plan: The current version of the SWO Arts & Cultural Center will be finalized by architects, including civil engineering analysis and design.
2. Schematic Design: Detailed architectural designs for entire SWO Arts & Cultural Center, including Schematic design and detailed design development.
3. 100-year Floodplain Mapping: In light of a lack of FEMA data for the site, contracting with civil engineers to chart the 100-year floodplain for the site.
4. Preliminary Engineering Report: Necessary for future construction, a PER will be completed which details project components, drawings, a feasibility analysis for the constructibility of the project, costs and an overall estimated project schedule, as well as a list of all necessary permits.
5. Essential Personnel: A full-time Project Coordinator is responsible for overseeing project deliverables, including but not limited to developing RFP’s, reviewing proposals and selecting contractors, overseeing contractor deliverables, managing and tracking grant funding; completing required grant reporting
Sisseton-Wahpeton Oyate is a nationally recognized leader in designing and delivering internal capacity building training to bolster the skills and qualifications of Tribal employees. With documented success decreasing employment turnover rates and decreasing reliance on tribal social services like TANF, SWO’s Developing Productive Employees program is recognized by the National Congress of American Indians as an exemplary program and is featured on their website to promote replication. SWO now looks to address the need for cultural learning and reconnection to ancestral traditions with a similar method. Over three months, SWO will develop the curriculum for Know Your History leadership development, including a series of three one-hour workshops designed to reintroduce Tribal members to a wide variety of crucial topics, including history, language, ancestral medicines, songs, and Dakota traditions. Once designed, this curriculum will be implemented as in-service professional development for all Tribal employees and offered as night or weekend learning opportunities for other Tribal members. The program will strengthen personal connections to proud traditions while generating interest for further, more in-depth learning in a variety of areas.
Intentional, planned growth and expansion is crucial for sustainable economic gains. Surveys and outreach collecting data from community members and Tribal leadership has resulted in a large list of
potential opportunities. Formal review must be undertaken, with Feasibility Studies completed to ascertain which ideas represent true opportunities, the expected timelines with each, and the potential economic results. A partial list of these suggestions for improving economic opportunities or social services on the Lake Traverse Reservation include:
⊲ Glamorous Camping Facility with Infrastructure and Access to Amenities
⊲ Insurance – Open Market with Cost Savings
⊲ Water Bottling
⊲ Office Supply Partnership
⊲ Building Supply Partnership
⊲ Grow-Your-Own Apprenticeship Programs
⊲ Hemp – Growing, Selling, Manufacturing
⊲ Business Degree Students Develop Plans
⊲ In-Home Dialysis
⊲ Substance Treatment Center
⊲ Assisted Living Center
⊲ Health and Community Wellness Center
To identify priorities and lay a foundation for pursuit, formal examination of these potential opportunities must be undertaken.
Tribal employees currently complete in-service professional development through the Developing Productive Employees program. The policies and procedures for delivering training during the traditional workday are already established and can be leveraged to seamlessly roll out Know Your History.
Strengthen existing Tribal infrastructure and resources to create jobs and bolster the local workforce, ultimately increasing the amount of spending on tribal lands and decreasing the amount of dollars flowing out of the reservation to other communities.
By 2026, increase the percentage of tribal funds recirculated directly into the tribal economy by at least 3% compared to 2021 baseline.
Undertake extensive rehabilitation to 32 multigenerational family homes participating in the Mutual Help Homeownership Program
Barker Hill subdivision 2
for increased housing on the SWO reservation
Inspect and clean existing underground storage tank
Install water meters to reduce water loss within the system and help balance the water budget
Install and replace fire hydrants and valves
water service to Tiospa Zina Tribal School
Construction of Community Restorative Justice and Rehabilitation Center (CJRC) or “Oyate Woazani Yuteca Tipi” begins
At least five new law enforcement jobs created
Regional advertising campaign to promote Powwow
– 2028
Economic Development Office
• Tribal Historic Preservation Office
Regional advertising campaign to promote fishing and lake-related activities 2023 – 2028 • Department of Commerce
• Natural Resources Department
• Fish and Wildlife Department
Annual trainings on solidifying a tourism base in tribal communities
Quarterly entrepreneur workshops / mentoring opportunities to empower tribal members to lead excursions, tours, and activities on tribal lands, as well as promote traditional medicines
construction on Arts and Cultural Facility
– 2025
Tribal Historic Preservation Office • George Washington University
– 2028
• Tribal funds captured through casino
• City of Sisseton Promotion Board, Sisseton Chamber of Commerce, and Glacial Lakes and Prairies Tourism Association of Northeast South Dakota
• Tribal funds captured through casino
• City of Sisseton Promotion Board, Sisseton Chamber of Commerce, and Glacial Lakes and Prairies Tourism Association of Northeast South Dakota
George Washington University
EDA Expand educational opportunities at Sisseton Wahpeton College through Tourism Studies course offerings
– 2028
Develop the curriculum for Know Your History and Grow Your Own leadership development, including a series of three one-hour workshops designed to reintroduce Tribal members to a wide variety of crucial topics, including history, language, ancestral medicines, songs, and Dakota traditions
Tribal employees complete in-service professional development through the Developing Productive Employees program.
Quarterly entrepreneur workshops / mentoring opportunities to empower tribal members to lead excursions, tours, and activities on tribal lands, as well as promote traditional medicines
Know Your History and Grow Your Own curriculum implemented as in-service professional development for all Tribal employees and offered as night or weekend learning opportunities for other Tribal members
Future opportunities will be ranked to identify those with the potential for most impact in the least amount of time with the smallest financial obligation
Feasibility Study commissioned for top two future opportunities, along with fund development plans that include refinancing tribal loan program; developing Economic Diversification Fund and applying for more grants
Best positioned future opportunity identified and pursued
Second future opportunity pursued
Sisseton-Wahpeton Oyate will use a community-based planning approach in evaluating and revising the Comprehensive Economic Development Strategy, with regular updates to ensure the document represents the current and relevant input of the community. A continuous performance feedback loop will be leveraged, as the Reservation Planning Commission and the SWO Tribal Council provide regular input representative of the tribal community. Twice annually, this mechanism will review progress towards stated goals and objectives, and provide evaluation and feedback. Segments identified as being in-need of revision will be evaluated with input from the community. Any resulting revisions will be presented to the Reservation Planning Commission for review, comment and approval. This method will ensure the CEDS document remains current, relevant, and reflective of the strengths and opportunities on the Lake Traverse Reservation.
1
The rate of growth for any community should not exceed the ability of that community to provide the services necessary to support growth.
2
3
The pattern of growth should focus on development and intensification of existing development to revitalize existing communities, enhance community character, and protect remaining open space from unplanned development.
The location of growth should not damage the natural environment or the character of reservation communities as a whole.
4 Growth should be based on reservation and local capacity limits, especially in light of the type, pattern, and location of expected growth, and steps should be taken to ensure that the amount of future growth is sustainable within the area.
5
The type of growth, particularly new development, should respect the integrity of the reservation’s scenic, historic, and architectural character and its communities.
Evaluation will be ongoing, creating actionable data to drive a continuous improvement performance feedback loop. Qualitative and quantitative data will be submitted quarterly to the Sisseton-Wahpeton Oyate Reservation Planning Commission from programs and departments across the Lake Traverse Reservation. Once gathered, this data will be shared with an External Evaluation Team prepared to create quarterly reports tracking progress and highlighting any gaps or weaknesses. This actionable data will identify challenges in real time and allow the Sisseton-Wahpeton Oyate Reservation Planning Commission to respond.
Evaluation efforts will be conducted to assess progress towards achieving stated vision statement, goals, and objectives. The following table represents data to be collected for evaluation purposes.
Undertake extensive rehabilitation to 32 multigenerational family homes participating in the Mutual Help Homeownership Program
Dakota Sioux subdivision dirt work completed; construction begins for home ownership units.
2023 – 2027
2024 – 2028
Inspect and clean existing underground storage tank 2023
Install water meters to reduce water loss within the system and help balance the water budget
Install and replace fire hydrants and valves
2023 – 2024
• Number of homes rehabilitated (annually)
• Number of individuals benefiting from safe housing (annually)
• Percentage of dollars secured (quarterly)
• Monthly construction progress reports
• Monthly construction progress reports
Phased transmission line improvements to increase water supply and hydrant flow
Improve water service to Tiospa Zina Tribal School
2024 – 2025
• Number of days required to complete work (monthly)
• Number of meters installed (monthly)
• Funds generated (quarterly)
• Number of hydrants replaced (monthly)
• Number of valves replaced (monthly)
2024 – 2029
2025 – 2026
Construction of Community Justice and Rehabilitation Center (CJRC) or “Oyate Woazani Yuteca Tipi” Begins
Spring 2023
Construction Complete August 2024
At least five new law enforcement jobs created
September 2024 –Ongoing
• Meters of line replaced (monthly)
• Water flow rates (quarterly)
• Water pressure readings (quarterly)
• Movement towards construction benchmarks (monthly)
• Movement towards construction benchmarks (monthly)
• Number of employees (quarterly)
• Daily construction progress reports
• Monthly construction progress reports
• Monthly construction progress reports
• Monthly construction progress reports
• Monthly construction progress reports
• Monthly construction progress reports
• Monthly construction progress reports
• Interview / Hiring records
Regional advertising campaign to promote Powwow
2023 - 2028
• Number of ads created (quarterly)
• Number of ads released (quarterly)
• Number of Powwow website “hits” (quarterly)
• Number of tourists in attendance (annual)
• Dollars captured at Powwow entrance, food / beverage, souvenirs (annual)
Regional advertising campaign to promote fishing and lake-related activities
Annual trainings on solidifying a tourism base in tribal communities
Quarterly entrepreneur workshops / mentoring opportunities to empower tribal members to lead excursions, tours, and activities on tribal lands, as well as promote tribal medicines
2023 - 2028
• Number of ads created (quarterly)
• Number of ads released (quarterly)
• Number of hunting and fishing website “hits” (quarterly)
• Number of tourists utilizing lake (quarterly)
• Number of fishing and hunting licenses sold (quarterly)
2023 - 2025
• Number of trainings held (annually)
• Number of individuals attending (annually)
2023 - 2028
• Number of trainings held (quarterly)
• Number of individuals attending (quarterly)
• Number of entrepreneurs offering tourism activities (quarterly)
• Average earnings of entrepreneurs offering tourism activities (annually)
• Surveys to determine how tourists heard about Powwow (annually)
• Tourist reviews on tourism websites (quarterly)
• Community feedback on tourist presence (annually)
• Surveys to determine how tourists heard about fishing and lake-related activities (quarterly)
• Tourist reviews on tourism websites (quarterly)
• Community feedback on tourist presence (quarterly)
• Pre- and post-surveys measuring knowledge growth (annually)
• Pre- and post-surveys measuring knowledge growth (quarterly)
Begin construction on Arts and Cultural Facility
Expand educational opportunities at Sisseton Wahpeton College through Tourism Studies course offerings
2024 - 2028
2024 - 2028
• Percentage of dollars secured (quarterly)
• Number of Tourism Studies courses offered (annually)
• Number of students enrolled in Tourism Studies courses (annually)
• Monthly construction progress reports
• Student feedback on usefulness of content (annually)
• Student surveys at 3-, 6-, and 12-months post-participation –are they using skills and knowledge to offer tourism opportunities?
Develop the curriculum for Know Your History and Grow Your Own leadership development, including a series of three one-hour workshops designed to reintroduce Tribal members to a wide variety of crucial topics, including history, language, ancestral medicines, songs, and Dakota traditions
Tribal employees complete in-service professional development through the Developing Productive Employees program.
Quarterly entrepreneur workshops / mentoring opportunities to empower tribal members to lead excursions, tours, and activities on tribal lands, as well as promote traditional medicines
2023
Know Your History and Grow Your Own curriculum implemented as in-service professional development for all Tribal employees and offered as night or weekend learning opportunities for other Tribal members
Future opportunities will be ranked to identify those with the potential for most impact in the least amount of time with the smallest financial obligation
Feasibility Study commissioned for top two future opportunities, along with fund development plans that include refinancing tribal loan program; developing Economic Diversification Fund and applying for more grants
Best positioned future opportunity identified and pursued
Second future opportunity pursued
2023 – 2028
• Number of workshops designed (quarterly)
• Number of revisions based on student feedback (quarterly)
2023 – 2028
• Number of professional development sessions held (annually)
• Number of participants (annually)
• Workforce turnover rate among participants (annually)
• Number of trainings held (quarterly)
• Number of individuals attending (quarterly)
• Number of entrepreneurs offering tourism activities (quarterly)
• Average earnings of entrepreneurs offering tourism activities (annually)
2024 – 2028
• Number of trainings held (quarterly)
• Number of individuals attending (quarterly)
2023
2024
2025 – 2028
2026 – 2028
• Number of opportunities nominated (annually)
• Number of participants in ranking (annually)
• Projected economic impact of each opportunity (annually)
• Feedback on curriculum from trial groups of students
• Percentage of dollars secured (quarterly)
• Percentage of dollars secured (quarterly)
• Pre- and post-surveys measuring knowledge growth (annually)
• Pre- and post-surveys measuring knowledge growth (quarterly)
• Pre- and post-surveys measuring knowledge growth and class satisfaction (quarterly)
• Meeting minutes describing ranking process
• Meeting minutes describing Feasibility Study review
• Program Development
• Refinancing Tribal Loan Fund
• Grant Results
• Monthly progress reports
• Monthly progress reports
Prior to the COVID-19 pandemic, the Lake Traverse Reservation recorded an economic downturn at Dakota Magic Casino in Hankinson, ND, which had traditionally generated the most revenue of the casinos on tribal lands. This loss of revenue had the positive effect of promoting new thinking and creativity among Tribal Council and various departments regarding the importance of economic diversification.
Dakota Crossing provides jobs for 50 employees, maintaining a $1 million annual payroll, creating a steady revenue stream for the tribe.
Throughout the pandemic, SWO continued to make progress towards new economic development goals and infrastructure enhancement, recognizing the need to establish multiple revenue streams to maintain overall economic solvency. Tourism has been identified as the untapped opportunity best positioned to quickly generate large returns with little initial investment. Importantly, SWO has already initiated pursuit of establishing a thriving tourism trade on the Lake Traverse Reservation leveraging EDA funding to conduct initial Feasibility Studies and create a Master Plan for the construction of an Arts and Cultural Facility. A focus on tourism will enable participation on multiple levels:
⊲ Enhancing existing jobs: Visitors will utilize the grocery store, gas stations, and casinos, increasing revenue.
⊲ Leveraging existing resources: Visitors will spend dollars at local events such as the Powwow and purchase local fishing and hunting licenses.
⊲ Entrepreneurship opportunities: Supported by workshops and mentoring support, Tribal members could start businesses leading hunting trips, fishing trips, or cultural tours. Other opportunities could include renting gear, fishing tackle, boats, or ATVs to tourists, cooking traditional meals for visitors, or any number of culturally showcasing tours.
⊲ Creating new jobs: Sisseton-Wahpeton Oyate could establish a Glamorous Camping Facility with Infrastructure and Access to Amenities, or a travel center, creating new positions. The construction of an Arts and Cultural Facility will also create highpaying new jobs.
Much work has already been undertaken to prevent or mitigate the downturn in tribal casino revenues through economic development projects. SWO completed construction of a 25,000 square foot tribal grocery store, Dakota Crossing. The fullservice store includes a deli, meat department, produce department, and dry goods found in grocery stores nationwide. Dakota Crossing provides jobs for 50 employees, maintaining a $1 million annual payroll, creating a steady revenue stream for the tribe. The grocery store brought diversity to available occupations on the Lake Traverse Reservation and continues to increase the sales tax base captured by the Tribe for the General Fund. Importantly, Dakota Crossing creates infrastructure critical for establishing a tourism sector, as visitors must have opportunities to purchase food if they are to spend time on the Lake Traverse Reservation.
Sisseton-Wahpeton Oyate have integrated both steady-state and responsive economic resilience initiatives into this document.
Increasing the amount of spending on tribal lands — the SWO community has been actively engaged in developing this CEDS plan and will continue to play an important role in identifying future opportunities and prioritizing action steps that are responsive to the collective vision of increasing the amount of spending on tribal lands and decreasing the amount of dollars flowing out of the reservation to other communities.
Undertaking efforts to broaden the economic base through diversification —SWO is focusing on developing tourism, a sector that does not currently impact the economy of the Lake Traverse Reservation in a measurable way but holds tremendous potential.
Building a resilient workforce — SWO will continue to deliver the Developing Productive Employees program to all Tribal employees and will further enhance this embedded learning opportunity with Know Your History, a new curriculum that will be offered to Tribal employees and Tribal members alike, building cultural connections, pride, and resilience. Both programs focus on soft skills that are readily transferable among jobs and build the employability of participants.
Overall, Sisseton-Wahpeton Oyate Reservation Planning Commission expects to document the following measurable objective:
By 2026, increase the percentage of tribal funds recirculated directly into the tribal economy by at least 3% compared to 2021 baseline.
Tribal economic statistics will be closely monitored at multiple levels. Tribal members economic wellbeing will be investigated, monitoring average income levels as well as any new or expanded income levels reported by those participating in workshops and training for job stability or entrepreneurship. The impact of outside dollars on the tribal economy will also be investigated, including tourism impact on hunting and fishing licenses, annual Powwow revenue, and sales at tribal stores / gas stations / casinos. The number of jobs created will be tracked, as well as dollars secured to support economic growth, including
A full mitigation plan is in place to address major ice and windstorms, which negatively impact tribally owned businesses. Winter weather prevents visitors from arriving and from leaving. Tribal casinos lose millions of dollars during this time, because although connected hotels may be full, consumers often stop gambling. Priority is placed on clearing roadways to get people moving.
private, local, state, and federal monies. Whenever possible, local statistics will be measured against regional, state, and national levels to determine differences in trajectory.
As described, evaluation will be ongoing, creating actionable data to drive a continuous improvement performance feedback loop. Qualitative and quantitative data will be submitted quarterly to the Sisseton-Wahpeton Oyate Reservation Planning Commission from programs and departments across the Lake Traverse Reservation. Once gathered, this data will be shared with an External Evaluation Team prepared to create quarterly reports tracking progress and highlighting any gaps or weaknesses. This actionable data will identify challenges in real time and allow the SissetonWahpeton Oyate Reservation Planning Commission to respond nimbly.
Ross B. Kahrahrah is a financial, business, and economic and community development consultant and the owner of the consulting firm Native Vision Quest, LLC. Mr. Kahrahrah was brought on as a consultant by the SWO Tribal Council in September 2021 to provide technical assistance with American Rescue Plan Act funds provided to the Tribe and seven Districts. Mr. Kahrahrah has 10 years of experience as a Financial Advisor and Investment Advisor and 3 years in Urban & Regional Planning, which includes Land Use, Planning, Zoning, Community & Economic Development, Transportation Planning, and Sustainable Development. In addition, Mr. Kahrahrah has been a business owner for 13 years and holds a Master’s in Urban & Regional Planning and a Bachelor’s in Community Development & Sociology degree.
Santicola & Company is a small woman-owned national grant consulting company, that was established as an S-Corporation with the Internal Revenue Service in 2001. Founded by Beverly Santicola, the company provides a comprehensive array of fund development and capacity building services primarily to Native American Tribes and innovative nonprofit organizations. By teaming up with a group of highly successful entrepreneurs and experts in their respective fields, Santicola & Company has generated $150 million in grants for just four Native American Tribes since 2015 and won numerous awards for excellence in leadership. Since 2015 her team of only four grant writers has collectively produced over ONE BILLION in grants for their clients throughout the United States. In 2010 and 2014 Beverly Santicola was selected as one out of 1600 national nominations as a Purpose Prize Fellow by Encore.org. Santicola and Company has worked with the Sisseton-Wahpeton Oyate’s Planning Department and Tribal Council since 2019 to write grants and design projects for federal, state, and private funding. Total grants won by Santicola & Company for SWO since 2019 are $8,656,307.
3211 Annandale Drive, Presto, PA 15142
Mobile 281-224-1443
Email bevsanticola@outlook.com Website www.santicola.com
Amanda Shepler, Inc. Lead Writer
Marc Santicola Editor and Research Associate
Bernadette Cuthair Native American Cultural Advisor
Anthony Two Moons Creative Director
Joel Schwader and John Borge Photography
Nelson Design Graphic Design
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CEDS Website for Public Comments
