# CONFEDERATED SALISH AND KOOTENAI TRIBES > Briefs, arguments, decisions, and more. URL: https://www.frixlaw.com/law-library/documents/tribal%3Aconfederated_salish_and_kootenai%3A400c80096a0b17c0 ## Record - **Collection:** Tribal code - **Document type:** Tribal code ## Text CONFEDERATED SALISH AND KOOTENAI TRIBES COMPREHENSIVE ECONOMIC DEVELOPMENT STRATEGY June 2026 COMMENTS and ACKNOWLEDGEMENTS We would like to thank our partners who also assisted with the development of this comprehensive economic development strategy. Project partners (Steering Committee members) include James Bible (S&K Business Services and Sovereign Leasing and Financing, Inc.); Ruth Swaney (CSKT Finance Office); Erin Krantz (Job Service Polson); Marie Hirsch (Arlee Community Development Corporation); Eva Oruste; Michael Munson (Salish Kootenai College); Michelle Mitchell (Tribal Education Department); Erma Haynes (Enrollment Department); Melinda Charlo (Tribal Personnel Indian Preference Office); Jody Perez (Salish and Kootenai Housing Authority); Zachary Camel (Mission Valley Power); and Bryon Miller (S&K Gaming). We would also like to thank Velda Shelby, who has either assisted with editing this document or has provided assistance to the committee. Most importantly, we would like to thank the Tribal Elders and the Tribal Council for their thoughtful guidance and perspective. Tribal Council members include Michael Dolson (Chairman), Jami Pluff (Vice-Chair), Danielle Matt (Secretary), Carole Lankford (Treasurer), Tom McDonald (At Large District), Martin Charlo (Pablo District), James Steele Jr. (St. Ignatius District), Greg Dumontier (Arlee District), Len Twoteeth (Elmo District), and James “Bing” Matt (At Large District). -- Janet Camel, CSKT Planning Director and Principal Author -- James Bible, EDA Planner and Author CSKT Comprehensive Economic Development Plan/Strategy 2026 Page i Resolution No. 26-174 RESOLUTION OF THE TRIBAL COUNCIL OF THE CONFEDERATED SALISH AND KOOTENAI TRIBES OF THE FLATHEAD RESERVATION, MT RESOLUTION APPROVING THE SUBMISSION OF A GRANT APPLICATION TO THE U.S. ECONOMIC DEVELOPMENT ADMINISTRATION (EDA) FOR A THREE-YEAR PLANNING GRANT AND FOR APPROVAL OF THE UPDATED CONFEDERATED SALISH AND KOOTENAI TRIBES' COMPREHENSIVE ECONOMIC DEVELOPMENT STRATEGY BE IT RESOLVED BY THE TRIBAL COUNCIL OF THE CONFEDERATED SALISH AND KOOTENAI TRIBES THAT WHEREAS, the Tribal Council of the Confederated Salish and Kootenai Tribes is the duly recognized governing body of the Flathead Reservation; and WHEREAS, the Confederated Salish and Kootenai Tribes (CSKT) are committed to the sound planning and management of Flathead Reservation resources; and WHEREAS, the CSKT have directed the Economic Development Office (EDO) to fill the important need of diversification of revenues and protection of resources as the CSKT strive for self-sufficiency and planned economic development opportunities; and WHEREAS, the CSKT have entered into a Memorandum of Agreement with S&K Business Services/Sovereign Leasing and Financing (SKBS) to provide business planning support to CSKT and Tribal member-owned businesses as part of the Statement of Work detailed in the EDA Planning Grant application and in CSKT's Comprehensive Economic Development Strategy (CEDS); and WHEREAS, S&K Business Services (SKBS) leads Flathead Reservation Workforce and Economic Development Coalition meetings to identify regional or Reservation-based industry trends, employment opportunities, Tribal member workforce gaps, and related employment enhancement strategies to guide sustainable Tribal economic development on the Flathead Reservation; and WHEREAS, SKBS has worked with CSKT's EDO to update the five-year Comprehensive Economic Development Strategy by garnering input through surveys and meetings with Coalition partners, businesses, and organizations, and by conducting in-depth research to collect accurate and current statistical data for the Flathead Reservation; and WHEREAS, CSKT Tribal staff and community leaders have submitted comments and contributed updated data for the CEDS; and WHEREAS, with Tribal Council approval of the draft CSKT Comprehensive Economic Development Strategy, a 30-day public comment period will be initiated. NOW, THEREFORE, BE IT RESOLVED that the Tribal Council of the Confederated Salish and Kootenai Tribes of the Flathead Reservation approves the application for a three-year EDA Planning Grant to be administered during the three (3) year period of October 1, 2026, through September 30, 2029; and BE IT FURTHER RESOLVED that the Tribes shall enter into a new Memorandum of Agreement and Subaward Agreement with S&K Business Services/Sovereign Leasing and Financing, to remit the EDA award to SKBS, less IDC retained by CSKT; and CSKT Comprehensive Economic Development Plan/Strategy 2026 Page iiii CSKT Comprehensive Economic Development Plan/Strategy 2026 Page iiii This page intentionally left blank CSKT Comprehensive Economic Development Plan/Strategy 2026 Page iiii TABLE OF CONTENTS EXECUTIVE SUMMARY .................................................................................................................................................. 1 FLATHEAD RESERVATION ECONOMIC SETTING ............................................................................................................ 3 CONFEDERATED SALISH AND KOOTENAI TRIBES’ HISTORY ..................................................................................... 3 DEMOGRAPHIC AND SOCIOECONOMIC DATA ......................................................................................................... 8 POPULATION DATA ................................................................................................................................................................ 9 SOCIOECONOMIC DATA ....................................................................................................................................................... 11 PHYSICAL SETTING ................................................................................................................................................. 15 CLIMATE ............................................................................................................................................................................... 17 SOILS .................................................................................................................................................................................... 18 MINERALS............................................................................................................................................................................. 18 ENVIRONMENTAL QUALITY .................................................................................................................................................. 19 LAND-BASED CULTURAL RESOURCES ................................................................................................................................... 19 LAND USE ............................................................................................................................................................................. 20 LAND OWNERSHIP ............................................................................................................................................................... 21 INFRASTRUCTURE AND HOUSING .......................................................................................................................... 24 WATER/WASTEWATER ......................................................................................................................................................... 24 IRRIGATION WATER.............................................................................................................................................................. 25 SOLID WASTE DISPOSAL ....................................................................................................................................................... 25 ELECTRICITY AND ENERGY .................................................................................................................................................... 26 COMMUNICATION ............................................................................................................................................................... 27 EMERGENCY SERVICES/SAFETY ............................................................................................................................................ 27 HEALTH SERVICES ................................................................................................................................................................. 32 TRANSPORTATION................................................................................................................................................................ 32 EDUCATIONAL FACILITIES..................................................................................................................................................... 37 HOUSING .............................................................................................................................................................................. 38 EXISTING TRIBAL BUSINESSES AND REVENUE-PRODUCING PROGRAMS............................................................... 39 TRIBAL ENTERPRISES ............................................................................................................................................................ 39 TRIBAL AFFILIATES ................................................................................................................................................................ 42 TRIBAL GOVERNMENT REVENUE-PRODUCING PROGRAMS ................................................................................................ 43 EXISTING TRIBAL JOB TRAINING PROGRAMS ......................................................................................................... 44 DEPARTMENT OF HUMAN RESOURCE DEVELOPMENT (DHRD) ........................................................................................... 44 PERSONNEL DEPARTMENT INDIAN PREFERENCE OFFICE .................................................................................................... 44 SALISH KOOTENAI COLLEGE ................................................................................................................................................. 44 RESOURCES THAT CAN PROVIDE SUPPORT TO TRIBAL MEMBER BUSINESS OWNERS .......................................... 45 S&K BUSINESS SERVICES ...................................................................................................................................................... 45 CSKT ECONOMIC DEVELOPMENT OFFICE............................................................................................................................. 46 CSKT INDIAN PREFERENCE OFFICE ....................................................................................................................................... 46 SALISH KOOTENAI COLLEGE (SKC) ........................................................................................................................................ 46 TRIBAL CREDIT PROGRAM .................................................................................................................................................... 46 ECONOMIC TRENDS, RELATIONSHIP TO THE OUTSIDE ECONOMY, AND OTHER ECONOMIC PERF. FACTORS ...... 47 EMERGING OR DECLINING INDUSTRY SECTORS ................................................................................................................... 47 RELATIONSHIP TO LARGER REGIONAL AND GLOBAL ECONOMIES—ADVANTAGES AND DISADVANTAGES ........................ 50 OTHER FACTORS AFFECTING THE ECONOMIC PERFORMANCE OF THE RESERVATION ........................................................ 50 ECONOMIC STRENGTHS, WEAKNESSES, OPPORTUNITIES, AND THREATS (SWOT) ............................................... 62 STRENGTHS .......................................................................................................................................................................... 62 PEOPLE, CULTURE, ENVIRONMENTAL QUALITY ............................................................................................................. 62 PARTNERSHIPS................................................................................................................................................................ 62 OTHER STRENGTHS:........................................................................................................................................................ 64 WEAKNESSES OR CHALLENGES ............................................................................................................................................ 64 BARRIERS TO EMPLOYMENT .......................................................................................................................................... 64 OTHER WEAKNESSES OR CHALLENGES ........................................................................................................................... 65 OPPORTUNITIES AND THREATS............................................................................................................................................ 65 CSKT SWOT ANALYSIS TABLE............................................................................................................................................... 76. STRATEGIC DIRECTION, ACTION PLAN & EVALUATION............................................................................................... 83 STRATEGIC DIRECTION ........................................................................................................................................... 83 CSKT Comprehensive Economic Development Plan/Strategy 2026 Page VI TRIBAL VISION ...................................................................................................................................................................... 83 TRIBAL MISSION ................................................................................................................................................................... 83 VALUES ................................................................................................................................................................................. 83 TRIBAL ECONOMIC DEVELOPMENT GOALS .......................................................................................................................... 84 CSKT GOALS, OBJECTIVES, AND TASKS IDENTIFIED AS PART OF THE MAIN STREET MONTANA (PLANNING) PROJECT ....... 86 GOALS IDENTIFIED IN THE EDO PLAN OF OPERATIONS........................................................................................................ 87 PRIORITIES IDENTIFIED BY THE MEMBERSHIP IN THE JOB AND TRAINING NEEDS SURVEY: ................................................ 88 2019 TRIBAL ECONOMIC DEVELOPMENT PRIORITIES (NW AREA FOUNDATION VIBRANT TRIBAL ECONOMIES PROJECT 89) ECONOMIC RESILIENCE GOALS ............................................................................................................................................ 91 ACTION PLAN ......................................................................................................................................................... 92 CURRENT PRIORITIES............................................................................................................................................................ 92 EVALUATION AND PERFORMANCE MEASURES ................................................................................................... 114 ECONOMIC RESILIENCE ........................................................................................................................................ 116 STEADY-STATE OR LONG-TERM INITIATIVES ...................................................................................................................... 116 CSKT CEDS, COMPREHENSIVE RESOURCES PLAN, AND PRE-DISASTER MITIGATION PLAN ................................................ 116 DIVERSIFICATION AND STABILITY ....................................................................................................................................... 116 WORKER RESILIENCY .......................................................................................................................................................... 117 GEOGRAPHIC INFORMATION SYSTEMS AND EARLY WARNING TOOLS.............................................................................. 117 TELECOMMUNICATION AND BROADBAND NETWORK REDUNDANCY .............................................................................. 117 PROMOTION ...................................................................................................................................................................... 118 RESPONSIVE INITIATIVES and INFORMATION NETWORKS................................................................................................. 118 Post-Disaster Planning, Implementation, and Recovery .................................................................................................... 119 APPENDIX 1: FLATHEAD RESERVATION POPULATION BY GEOGRAPHIC AREA ......................................................... 122 CSKT Comprehensive Economic Development Plan/Strategy 2026 Page VI 1 EXECUTIVE SUMMARY The Confederated Salish and Kootenai Tribes’ (CSKT) Comprehensive Economic Development Strategy (CEDS) or Strategic Economic Development Plan includes goals, objectives, and action steps for the next five years and beyond to improve the Flathead Reservation economy. It includes input from Tribal members, Tribal government programs, the nonprofit sector, and the private sector, including Tribal corporations and small businesses. The plan also incorporates issues identified over the past several years in the state of Montana’s Main Street Montana strategic planning process and in multiple tribal cultural and natural resource plans and policies. CSKT’s Comprehensive Economic Development Strategy was developed with input from an interdisciplinary, interagency steering committee. The partners who comprise that committee include: o Salish Kootenai College o Job Service Polson o Montana Department of Commerce o Lake County and Arlee Community Development Corporations (non-profits) o Mission Valley Power – local electric utility o S&K Business Services o S&K Gaming o Multiple tribal government departments, including Personnel, Education, Finance, Economic Development, and Human Resources Development Prior to the onset of the COVID-19 pandemic, the Tribal Council, Salish/Q� lispé Culture Committee and Elders, and Kootenai Culture Committee and Elders also played a role in reviewing the list of proposed economic development activities outlined in this document. CSKT receives annual funding from the U.S. Department of Commerce Economic Development Administration (EDA) to conduct economic planning activities. An outcome of these activities is a rewrite of CSKT’s Comprehensive Economic Development Strategy (CEDS) every five years. CSKT also receives funding from the Montana Department of Commerce to provide technical assistance to entrepreneurs and to conduct feasibility studies for Tribal projects. The following strategic plan meets CSKT’s goals and objectives for economic development and incorporates the information gained in CSKT’s 2014 Sustainable Economic Development Study as well as new information obtained since. According to EDA, a Comprehensive Economic Development Strategy, or CEDS, “is designed to bring together the public and private sectors in the creation of an economic road map to diversify and strengthen regional economies” (EPA CEDS Summary of Requirements). This strategy describes the background setting of the Flathead Reservation economy, including information about Tribal history, demographics, the physical environment, existing Tribal businesses, job training programs, and entrepreneurial resources, as well as economic trends, the relationship to the outside economy, and other economic performance factors. CSKT Comprehensive Economic Development Plan/Strategy 2026 Page 1 The plan identifies the strengths and weaknesses of the reservation economy, as well as opportunities and threats, which is called a SWOT analysis. The SWOT analysis, in concert with CSKT’s values and goals for reservation development, guides CSKT’s economic development strategy and action plan. Evaluation and performance measures are incorporated into the action plan, as well as a strategy for addressing economic resilience. CSKT Comprehensive Economic Development Plan/Strategy 2026 Page 2 2 FLATHEAD RESERVATION ECONOMIC SETTING The Flathead Indian Reservation is home to three tribes—the Bitterroot Salish, the Pend d’Oreille, and one band of Kootenai people. The reservation is situated between the two largest cities in Western Montana—Missoula and Kalispell. U.S. Highway 93 is the main transportation artery in Western Montana, spanning the length of the reservation and connecting it to Missoula, Kalispell, and beyond. The reservation encompasses more than 1.3 million acres and intersects with four counties— Lake, Missoula, Sanders, and Flathead. There are four incorporated cities or towns on the reservation—Polson, Ronan, St. Ignatius, and Hot Springs—and several other non-incorporated communities. These include the Flathead Lake-side communities of Dayton, Elmo, Big Arm, Finley Point, and Blue Bay in addition to Pablo (where the Tribal headquarters is located), Charlo, Ravalli, Arlee, Evaro, Sčilíp (Dixon), Camas Prairie, Lonepine, and Niarada. Because the Reservation was illegally opened to non-Tribal settlement in 1910, some of these communities have greater numbers of Tribal residents than others. The Flathead Reservation is unique in that it is the last, remaining homeland of three distinct Native American tribes. It is essential that the reader of CSKT’s economic strategy understand the history of the Tribes and the make-up of the reservation before studying the Tribes’ strategies for future development. CONFEDERATED SALISH AND KOOTENAI TRIBES’ HISTORY The history presented here is an excerpt of the History and Culture Chapter of CSKT’s Flathead Reservation Comprehensive Resources Plan (1996). It is a “compilation of Tribal elders’ oral histories, European American historical interpretations, and professional research on treaties and other documents. Because language barriers and cultural differences have, at times, led Western historians to misunderstand events that involve the Tribes, it is useful to draw upon the oral histories of the Salish and Kootenai peoples as well as the historical record. SALISH CULTURE (Sqélixw—The People) “On the Flathead Reservation, the designation ‘Confederated Salish’ encompasses not only the Bitterroot Salish and the Pend d'Oreilles but also Kalispel and Spokane Indians who settled on the reservation. Elders say that these and other tribes were once one Salish speaking tribe. Thousands of years ago this ancestral tribal group divided into a number of different bands that later became tribes and occupied much of the Northwest, from British Columbia to Montana and beyond…. ² “Before the time of the reservation, the Salish tribes gained subsistence from a tribal system of hunting, fishing, and harvesting. The quest for food began in the early spring with the bitterroot harvest…. Along with bitterroot, the people harvested other plants… [for food and medicine] …. The people fished year-round. In summer and fall, the Salish hunted and picked berries…. All these activities were communal; the people worked together and helped each other.” CSKT Comprehensive Economic Development Plan/Strategy 2026 Page 3 “In the fall, the men concentrated more on hunting, while the women dried the meat and prepared hides for robes and buckskins. The Salish hunted many different animals, but mainstays were deer and bison. Every year, the people traveled east of the mountains, where game animals were plentiful….” “After a group hunt, the hunters divided the meat among all the people in the camp. They piled cut meat in one place, and people from each lodge took what they needed. The successful hunters shared with those who were unsuccessful. The Tribe used everything and wasted nothing.” “The Salish spent the winter months trapping and fishing. Women repaired clothing and sewed new garments from deer and elk skins. They decorated their work with porcupine quills colored with natural dyes.” A Portion of the Aboriginal Territories of the Salish & Q� lispé People—Map courtesy of CSKT Salish/Pend d’Oreilles Cultural Committee and Natural Resources Department GIS Program (CSKT Climate Change Plan, 2013) CSKT Comprehensive Economic Development Plan/Strategy 2026 Page 4 “The earth was good to the tribes. It provided not only food but also material for making lodges, tools, clothing, and games. The Salish made lodge coverings from elk and buffalo hides and fashioned tools such as needles, mauls, and grinding stones from wood, bone, and rock. The Salish traveled long distances to collect raw materials that were not available locally. The Salish had a strong trade relationship with the Nez Perce and traded bitterroot and high-quality buckskin for Nez Perce cornhusk bags filled with camas….” “Before the introduction of the horse, the Salish used travois to haul possessions between camps. The people-built travois by tying a hide between two poles. The load rested in the hide….” KOOTENAI CULTURE (ʾaqⱡsmaknik�—The People) “Before contact with non-Indians, the Kootenai Nation (also spelled Kootenay or Kutenai) numbered over ten thousand. Kootenai Indians inhabited what is now eastern British Columbia, the southern half of Alberta, northern Idaho, eastern Washington, and Montana. The Kootenai band that lived in the Dayton area called itself A•kicqanik, which translates as “Fish Trap People.” The name comes from the Kootenai practice of setting traps in the creeks during the large fish runs. “The Kootenai [also] moved seasonally over a large territory. The seasonal round began in the early spring when the people traveled to fishing grounds. There, the Kootenai caught bull and cutthroat trout, salmon, sturgeon, and whitefish using a simple bone device and line or harpoons with a detachable, barbless point. The people also set traps and weirs in streams.” “In early May, as the fishing season came to a close, the root harvest began. The people dug bitterroot, camas, and other roots. In mid-June the band traveled east of the divide to hunt buffalo. Weeks later the people returned with heavy loads of meat. From mid- to late summer the Kootenai harvested serviceberries, chokecherries, huckleberries, and other fruits. When fall approached, some of the Kootenai organized communal deer drives; others returned to the Plains to hunt buffalo. The tribe caught surplus food for winter.” “Deer were the most accessible and abundant of the game animals, and deer meat was one of the most essential foods, but the Kootenai also hunted elk, moose, caribou, buffalo, mountain sheep and bear, and birds such as grouse, geese, and ducks….” “The Kootenai lived in skin and mat-covered tepees (the latter woven from tulle and dogbane). The people used canoes to transport family and gear and to fish for salmon and manufactured a unique covered canoe with a long projection at both bow and stern.” CSKT Comprehensive Economic Development Plan/Strategy 2026 Page 5 A Portion of the Aboriginal Territory of the Ksanka Band of Kootenai Indians—Map courtesy of the CSKT Natural Resources Department and Kootenai Culture Committee (CSKT Climate Change Strategic Plan, 2013). “During times of peace the Kootenai traded with other tribes, such as the Shoshone, Nez Perce, and Blackfeet. Other tribes coveted the native tobacco cultivated by the Kootenai. The Kootenai traded it and famous tanned buckskin hides for stones used to make pipes, various tools, and material goods.” HISTORICAL IMPACTS ON SALISH AND KOOTENAI RESOURCES For many thousands of years, since time immemorial, the people gained subsistence from a system of hunting, fishing, plant harvest, and trade, moving seasonally over a large territory that reached throughout and beyond the vast Columbia River Basin. Yet in less than 1/3 of the time of the tribes' existence in the Northwest, the Tribal economy changed dramatically. CSKT Comprehensive Economic Development Plan/Strategy 2026 Page 6 The late 1600s and early 1700s introduced horses and firearms to the region, making inter-tribal warfare more frequent and deadly. Smallpox and other epidemics struck in the late 1700s. The early 1800s brought the fur trade that wiped out vast populations of bison and small mammals that provided food, materials for tools, and hides for shelter and clothing. With the signing of the Hellgate Treaty in 1855, the Bitterroot Salish, Pend d’Oreilles, and one band of Kootenai people were linked together as residents of what they believed to be the Bitterroot and Flathead Valleys in Canada. The chiefs ceded millions of acres of aboriginal territory to retain the Bitterroot and Flathead Valleys for the Tribes’ exclusive use and benefit, along with the right to hunt, fish, and harvest within uninhabited areas of Tribal aboriginal lands. The treaty negotiated between the sovereign nations of the United States of America, the Bitterroot Salish, the Pend d'Oreilles, and the Kootenai brought the federal government’s promise of peace, health care, education, tools, and resources that would assist Tribal leaders in providing for the people. But promises were not kept, and the three tribes were eventually forced to live within the boundaries of the 1.3 million acres of the Jocko Reserve, known today as the Flathead Reservation. Aside from a few small parcels, the Bitterroot Valley was taken from the Salish. Some natives were killed when they hunted on uninhabited aboriginal land outside of the reservation. Then more land was taken, this time from within the reservation for • government agents and the Catholic Church for agriculture and schools • the railroad • individual Indian allotments, despite Tribal delegations sent to Washington, D.C., to protest privatization of reservation lands • over 18,000 acres for the National Bison Range • nearly 46,000 acres for reservoir or power development • over 61,000 acres for state school purposes • over 400,000 acres for homesteaders. By 1912, the Salish, Kootenai, and Pend d’Oreilles Tribes, as three nations, had less than 400,000 acres remaining, much of which was mountainous or inaccessible. While individual Tribal members received private land allotments, some in 1908 and some in 1922, many eventually lost their land tracts to tax sales or fraud. Today, less than 3% of the reservation is individually owned trust land. Non-tribal business development began affecting the economies of the CSKT as far back as the late 1700s, when the fur trade brought the market system to the northwest. A foreign trade system, foreign currency, language, education, legal, and land ownership systems took their toll on traditional native economies over the decades—an impact from which it is taking centuries to recover. CSKT Comprehensive Economic Development Plan/Strategy 2026 Page 7 And homesteading, land subdivision, and land sales to non-tribal people shifted the population and natural resource balance of the reservation. In the 1900s, the number of Tribal members living on the reservation grew by about 2,000, while the non-member population grew by more than 21,000, placing more than 10 times the pressure on the natural resource base as Tribal growth. After the Tribes were forced to stay within the boundaries of the Flathead Indian Reservation, pro bono attorneys and others helped the Tribes work within the foreign, nonIndian legal and land ownership structure to buy back Tribal lands and take control of Tribal lands and resources. In 1935, as a result of the Indian Reorganization Act, the Salish, Q� lispé, and Kootenai people adopted a constitution and bylaws and became officially known as the Confederated Salish and Kootenai Tribes of the Flathead Reservation. The Tribes ratified a corporate charter on April 25, 1936, becoming the first tribes in the United States to adopt both a tribal constitution and a corporate charter. As one of the first 10 self-governance tribes in the nation, the CSKT used the Indian SelfDetermination Act of 1976 (Public Law 93-638) to contract with the federal government to assume management responsibility for 65 federal programs on the Flathead Reservation, including management of Mission Valley Power, the reservation's electric utility. CSKT also manages 69 Tribal programs and an additional 194 federal, state, and other grant programs, with a $200 million overall budget in 2025. Today the CSKT population has grown to over 8,000 members, the majority of whom reside on the Reservation. The total Flathead Reservation population is 31,394; there are 12,381 households and 198 industries on the Reservation, with 14,880 employed individuals (IMPLAN 2019). The CSKT now own and manage more than 64% of the 1.3-million-acre Reservation and are governed by a ten-member, elected Tribal Council that represents Tribal members from eight geographical districts on the Reservation—Arlee, Sčilíp (Dixon), St. Ignatius, Ronan, Pablo, Polson, Elmo, and Hot Springs—and two at-large reps. CSKT employs 1400 people (including 200 seasonal employees), 80% of whom are CSKT members. DEMOGRAPHIC AND SOCIOECONOMIC DATA This section has been updated with public web-sourced data. Census figures below use ACS 2024 five-year estimates for the Flathead Reservation. Mission West figures use ESRI estimates/projections dated September 29, 2025. Because ACS and ESRI use different methods and reference dates, the values should be read with their source notes rather than treated as interchangeable. Primary website citations for this section: U.S. Census Bureau ACS 2024 five-year estimates via Census Reporter, https://censusreporter.org/profiles/25000US1110-flathead-reservation/; Mission West Community Development Partners, Flathead Indian CSKT Comprehensive Economic Development Plan/Strategy 2026 Page 8 Reservation data page, ESRI data dated 2025-09-29, https://www.missionwestcdp.org/site-map/our-communities/p/v/data/item/1501/flatheadindian-reservation; Montana Department of Labor & Industry, Economic Overview of Flathead County 2024, https://lmi.mt.gov/_docs/Publications/LMI-Pubs/LocalAreaProfiles/Flathead_COP_2024.pdf. POPULATION DATA The 2024 ACS five-year estimate places the Flathead Reservation population at 32,167 residents, with 12,341 households and 15,518 housing units. The ACS profile reports a median age of 43 and a land area of 1,935.7 square miles. Mission West/ESRI estimates the 2025 population at 32,610 and projects 34,434 residents by 2030. Indicator Current estimate Population 32,167 (ACS 2024 5-year) Households 12,341 (ACS 2024 5-year) Median age 43 (ACS 2024 5-year) Housing units 15,518 (ACS 2024 5-year) Land area 1,935.7 square miles Comparison / projection 32,610 (ESRI 2025); 34,434 projected for 2030 12,804 (ESRI 2025); 13,411 projected for 2030 44 (ESRI 2025) 15,590 (ESRI 2025); 16,203 projected for 2030 16.6 people per square mile Website citation Census Reporter ACS 2024; Mission West ESRI 2025 Census Reporter ACS 2024; Mission West ESRI 2025 Census Reporter ACS 2024; Mission West ESRI 2025 Census Reporter ACS 2024; Mission West ESRI 2025 Census Reporter ACS 2024 Sources: Census Reporter, Flathead Reservation profile (ACS 2024 five-year estimates), https://censusreporter.org/profiles/25000US1110-flatheadreservation/; Mission West Community Development Partners, Flathead Indian Reservation data page (ESRI data dated 2025-09-29), https://www.missionwestcdp.org/site-map/our-communities/p/v/data/item/1501/flathead-indian-reservation. Figure 1. Flathead Reservation population by age group, 2025 estimate. Source: Mission West Community Development Partners / ESRI, data dated 202509-29. CSKT Comprehensive Economic Development Plan/Strategy 2026 Page 9 Figure 2. Flathead Reservation population by race/ethnicity, 2025 estimate. Source: Mission West Community Development Partners / ESRI, data dated 2025-09-29. CSKT Comprehensive Economic Development Plan/Strategy 2026 Page 10 SOCIOECONOMIC DATA Reservation-level income, poverty, housing, education, and labor market indicators have been refreshed below. The public sources cited here describe the whole Reservation population; they do not isolate CSKT-enrolled members from nonmembers. Current tribal-member-specific statistics should be verified using CSKT enrollment, Personnel, DHRD, Tribal Health, and other internal program records or a new member survey. PER CAPITA INCOME AND COST OF LIVING The 2024 ACS five-year estimate reports Flathead Reservation per capita income of $33,327 and median household income of $60,144, compared with $44,673 and $80,734 for the United States. Mission West/ESRI estimates 2025 per capita income at $31,332 and 2025 median household income at $58,628, with 2030 projections of $33,639 and $63,558, respectively. Because ACS does not publish a local cost-of-living index in the profile used for this update, housing value is included as a cost pressure indicator: the ACS median value of owner-occupied housing units is $380,000, while Mission West/ESRI estimates a 2025 median home value of $461,450. Indicator Flathead Reservation Per capita income $33,327 (ACS 2024 5-year) Median household income $60,144 (ACS 2024 5-year) Median owner-occupied home value $380,000 (ACS 2024 5-year) Persons below poverty line 18.6% / 5,896 people (ACS 2024 5-year) Comparison / projection $44,673 United States; $31,332 ESRI 2025; $33,639 ESRI 2030 $80,734 United States; $58,628 ESRI 2025; $63,558 ESRI 2030 $461,450 ESRI 2025; $489,561 ESRI 2030 Website citation Census Reporter ACS 2024; Mission West ESRI 2025 Census Reporter ACS 2024; Mission West ESRI 2025 Census Reporter ACS 2024; Mission West ESRI 2025 12.5% United States Census Reporter ACS 2024 Sources: Census Reporter, Flathead Reservation profile (ACS 2024 five-year estimates), https://censusreporter.org/profiles/25000US1110-flatheadreservation/; Mission West Community Development Partners, Flathead Indian Reservation data page (ESRI data dated 2025-09-29), https://www.missionwestcdp.org/site-map/our-communities/p/v/data/item/1501/flathead-indian-reservation. Figure 3. Income comparison using ACS 2024 five-year estimates. Source: U.S. Census Bureau ACS 2024 via Census Reporter. CSKT Comprehensive Economic Development Plan/Strategy 2026 Page 11 POVERTY The ACS 2024 five-year profile estimates that 18.6% of Flathead Reservation residents, or about 5,896 people, are below the poverty line. This is about 1.5 times the national rate shown in the same profile. Earlier CSKT survey findings remain useful as historical context, but the current Reservation-level poverty statistic should be cited from the ACS 2024 profile unless a newer approved Tribal member survey is available. Figure 4. Poverty and educational attainment comparison using ACS 2024 five-year estimates. Source: U.S. Census Bureau ACS 2024 via Census Reporter. CSKT Comprehensive Economic Development Plan/Strategy 2026 Page 12 EDUCATION ATTAINMENT The ACS 2024 five-year profile reports that 91.9% of Flathead Reservation residents age 25 and over have completed high school or higher, and 28.3% have a bachelor’s degree or higher. Mission West/ESRI’s 2025 education counts provide additional detail for residents age 25 and over, including 5,303 high school graduates, 4,770 residents with some college and no degree, 3,542 residents with an associate's degree, 4,222 residents with a bachelor’s degree, and 2,150 residents with a graduate degree. Figure 5. Educational attainment for population age 25 and over, 2025 estimate. Source: Mission West Community Development Partners / ESRI, data dated 2025-09-29. Sources: Census Reporter, Flathead Reservation profile (ACS 2024 five-year estimates), https://censusreporter.org/profiles/25000US1110-flatheadreservation/; Mission West Community Development Partners, Flathead Indian Reservation data page (ESRI data dated 2025-09-29), https://www.missionwestcdp.org/site-map/our-communities/p/v/data/item/1501/flathead-indian-reservation. CSKT Comprehensive Economic Development Plan/Strategy 2026 Page 13 UNEMPLOYMENT RATE The Montana Department of Labor & Industry 2024 Economic Overview of Flathead County includes a Flathead Reservation labor force summary showing a labor force of 14,101, employment of 13,566, and an unemployment rate of 3.8%. This figure is a current public labor-market measure for the reservation area and should replace the older ACS 2015-2019 unemployment figure in the general reservation-level narrative. Figure 6. Flathead Reservation labor force status, 2024. Source: Montana Department of Labor & Industry, Economic Overview of Flathead County 2024. LABOR FORCE CHARACTERISTICS Mission West/ESRI estimates 1,494 total businesses and 12,536 total employed workers on the Flathead Indian Reservation in 2025. The largest employment categories reported on the public data page are Public Administration, HealthCare/Social Assistance, Retail Trade, Educational Services, Accommodation/Food Services, and Food Service/Drinking Places. These figures are not directly comparable to ACS worker-class tables because they are employer/industry estimates from a different source. Indicator Estimate Year/source Labor force 14,101 2024, Montana DLI profile Employed 13,566 2024, Montana DLI profile Unemployment rate 3.8% 2024, Montana DLI profile Total businesses Total employed Workers 16+ 1,494 12,536 12,307 2025, Mission West/ESRI 2025, Mission West/ESRI 2025, Mission West/ESRI Website citation MTDLI Economic Overview of Flathead County 2024 MTDLI Economic Overview of Flathead County 2024 MTDLI Economic Overview of Flathead County 2024 Mission West ESRI 2025 Mission West ESRI 2025 Mission West ESRI 2025 Sources: Montana Department of Labor & Industry, Economic Overview of Flathead County 2024, https://lmi.mt.gov/_docs/Publications/LMIPubs/LocalAreaProfiles/Flathead_COP_2024.pdf; Mission West Community Development Partners, Flathead Indian Reservation data page (ESRI data dated 2025-09-29), https://www.missionwestcdp.org/site-map/our-communities/p/v/data/item/1501/flathead-indian-reservation. CSKT Comprehensive Economic Development Plan/Strategy 2026 Page 14 Figure 7. Largest employment sectors on the Flathead Indian Reservation, 2025 estimate. Source: Mission West Community Development Partners / ESRI, data dated 2025-09-29. TRIBAL MEMBER-SPECIFIC DATA NOTE The public websites cited above report reservation-wide estimates. They include Tribal members, members of other tribes, nonmembers, and non-Indian residents living or working within the geographic area. Current CSKT member-specific employment, income, training, and business-ownership statistics should be updated through CSKT administrative records and/or a new Tribal member survey before final adoption if member-specific performance measures are needed. Website source https://censusreporter.org/profiles/25000US1110-flatheadreservation/ https://www.missionwestcdp.org/site-map/ourcommunities/p/v/data/item/1501/flathead-indian-reservation https://lmi.mt.gov/_docs/Publications/LMIPubs/LocalAreaProfiles/Flathead_COP_2024.pdf https://www.census.gov/programs-surveys/acs/data.html PHYSICAL SETTING¹² Use in this section ACS 2024 five-year population, households, income, poverty, housing, education, and U.S. comparisons. ESRI 2025/2030 population, housing, income, age, race, education, business, commute, and NAICS employment estimates. Montana Department of Labor & Industry 2024 Reservation labor force, employed workers, and unemployment rate. General ACS data source description and access tools. Most of the Flathead Reservation is rural in character. However, because it is located in the far western portion of Montana between the urban communities of Kalispell and Missoula, the reservation has several small towns that are mostly located along U.S. Highway 93—the principal travel artery that connects the reservation to Kalispell and Missoula. Nestled within the Rocky Mountain Plateau, the reservation is roughly 60 miles long and 40 miles wide, and approximately 1,318,558 acres¹³ in size. The reservation comprises the lower quarter of the Flathead River Basin and encompasses the south half of Flathead Lake and the Lower Flathead River. The abundant waters in the Flathead Basin provide outstanding recreation and hydropower opportunities. CSKT Comprehensive Economic Development Plan/Strategy 2026 Page 15 1 The majority of this section includes excerpts from the Flathead Reservation Comprehensive Resources Plan. Tribal Geographical Information System database, April 2015. 3 Some Tribal Elders refer to the Lower Flathead River as the Q� lispé River. Its Salish name is Ntxwe. 2 CSKT Comprehensive Economic Development Plan/Strategy 2026 Page 16 The spectacular Mission Mountains form the eastern boundary of the reservation and vary in elevation from six thousand feet at their north end to ten thousand feet at McDonald Peak, northeast of St. Ignatius. The Rattlesnake Mountains form the southeast boundary, and the Reservation Divide (or Nine-Mile Range) defines the southwest boundary. The east edge of the Cabinet Mountains forms the reservation's west boundary, and the north boundary extends west from these mountains, across the middle of Flathead Lake, to the Mission Mountains. The low-lying Salish Mountains stretch south from the north boundary to the central part of the reservation. This range separates two north-south valleys. On the east side there is the Mission Valley, and on the west, the more arid and sparsely populated Little Bitterroot River Valley. Other principal valleys and basins include Camas Prairie, the Big Draw, and the Jocko Valley. The Lower Flathead River and its tributaries drain them all. Forests cover much of the mountains in the region. Wetlands and riparian areas are abundant in many areas. The Mission Valley has hundreds of kettle lakes, or potholes, and an extensive irrigation system to sustain agricultural productivity throughout the dry months. The Little Bitterroot Valley is known for its geothermal groundwater. CLIMATE Because the western half of the reservation lies in the rain shadow of the Cabinet Mountains, it receives less precipitation than the east half. (Camas Prairie is one of the driest areas in Montana.) Mean annual precipitation in the valleys range from twelve inches on the west side to sixteen inches or more in the east. About half of this falls as rain. The mountains are considerably wetter. Annual precipitation in the Mission Mountains, for example, reaches as much as one hundred inches, mostly in the form of snow. Typically, the lower elevation mountains receive twenty to thirty inches. A moist, maritime influence from the Pacific Ocean dominates the reservation area, especially during winter months when low-lying clouds blanket the region. Precipitation falls on a fairly CSKT Comprehensive Economic Development Plan/Strategy 2026 Page 17 regular basis throughout the year, although May and June are about twice as wet as other months. The mean annual temperature in the valleys is approximately 45° F. Winter temperatures are moderate. They average 27° F due to the sheltering effect of the Mission Mountains and the Continental Divide. Warm, southern Chinook winds occasionally moderate these systems, as do cold Arctic air masses that can drop temperatures to below -20° F for several days. In July and August, when temperatures fluctuate from the high 70s to the low 100s in the valleys (although 100° days are infrequent), a drier, continental climate dominates. The growing season lasts approximately one hundred days and runs from May to September. SOILS Reservation soils were formed from residual materials or from materials deposited by glaciers, streams, and wind. Wind deposits include volcanic ash from Washington and Oregon. The soils of the southern Mission Valley are influenced by fine textures that inhibit the downward movement, or percolation, of air and water. This makes development challenging in some areas. The Pablo, Jocko, and Moiese areas, on the other hand, have sandy-gravelly soils that allow water and air to move much more easily. Soils in the Round Butte, Valley View, and Lonepine areas are dominated by silts and clays that were deposited in standing water from the days of Glacial Lake Missoula, which covered a major portion of the reservation after the last major ice age. They are formed in materials with layers, or varves, that enable water to move horizontally more easily than vertically, until it reaches a less restrictive soil zone. In many areas’ soils formed in glacial till and are generally loamy with moderate to high quantities of boulders, cobbles, and gravel. Some areas have groundwater levels near the land surface. Some soils have a high sodium and/or salt content, and others have high iron content. These qualities can lead to higher development and water treatment costs, which must be factored in when considering new development. In most of the valleys, the soil is deep and the gradient often gently sloping, which makes these areas more suitable for agriculture. Mountain and foothill soils are steep and mostly well drained, with large amounts of broken rock. Rock outcrops are a common occurrence. MINERALS Given the diversity of land formations and soil types on the reservation, topsoil, clay, sand, gravel, and landscape rock are the materials that are currently mined on the reservation. Tribal Elders are opposed to mining these materials in sensitive cultural areas, and the Tribes require that cultural clearance be obtained prior to any ground-disturbing activities on the reservation. CSKT Comprehensive Economic Development Plan/Strategy 2026 Page 18 Historically, Tribal people used small amounts of stone and clay for building, hunting, fishing, warfare, and domestic and religious purposes. Commercial development of mineral resources started in the early 1900s. Since 1917, when construction of the irrigation reservoirs started, work crews have mined sand and gravel for multiple projects, including road building. Builders have removed small quantities of building stone and clay. Pockets of precious metals have been located on the Reservation and following the opening of the Reservation to non-Indian settlement in 1910, miners staked many claims and established a few mining operations between 1910 and 1949 (Crowley 1963). These small-scale mines produced modest quantities of gold, silver, and copper and are no longer active. In the mid-1980s, several oil companies leased large tracts of land and explored gas and oil. This activity subsided shortly thereafter, and oil companies now show little interest in further exploration. ENVIRONMENTAL QUALITY The Reservation enjoys a Class I Airshed rating, as well as outstanding water quality, both of which are managed by the Tribes’ Environmental Protection programs with assistance from the U.S. Environmental Protection Agency. A diverse variety of wildlife inhabits the Reservation. Over 300 species of birds occur either as breeding birds or as seasonal or wintering migrants. In addition, the reservation provides habitat for nearly 70 species of mammals and several species of amphibians and reptiles. The variety of wildlife is largely a function of the diversity of habitats encompassed within the reservation, which include semi-arid sagebrush/grasslands, lush wetlands, aquatic areas, riparian zones, agricultural lands, forested mountains, and high-elevation tundra. Each provides habitable niches that are occupied by several wildlife species. The same is true for fisheries. More than 70 high mountain reservation lakes are ideal for trout because of their clear, cold, and relatively pristine waters. The south half of Flathead Lake supports trout, bass, whitefish, and perch. Many of the Reservations’ irrigation reservoirs support bass and pike, as well as perch and trout. The reservation's 500-plus miles of rivers and streams also support many fisheries and provide critical spawning sites for the Lower Flathead River’s trout species. LAND-BASED CULTURAL RESOURCES Cultural resources are precious Tribal resources. They encompass the Tribes’ elders, languages, cultural traditions, and cultural sites. They include fish, wildlife, and plants native to the region and landforms and landmarks. Tribal elders and languages are perhaps the most vital of these resources because they teach and communicate the histories and traditional lifestyles of the Tribes. Traditions depend on land-based cultural resources, which include native fish and wildlife and their habitats, edible and medicinal plants and the areas where they grow, and prehistoric CSKT Comprehensive Economic Development Plan/Strategy 2026 Page 19 and historical sites, and other land areas where Tribal members currently carry on cultural traditions. Hunting, fishing, plant harvesting, hide-tanning, food and medicine preparation, singing, dancing, praying, feasting, storytelling, and ceremonies are examples of age-old traditions that rely on the land and the community of life it supports. Although each of the Tribes on the reservation possesses distinctive beliefs and practices, the people share one important similarity: Tribal people value the Earth—its air, water, and land—as the foundation of Indian culture. In the words of the Salish/Q� lispé Culture Committee: The Earth is our historian. It is made of our ancestors’ bones. It provides us with nourishment, medicine, and comfort. It is the source of our independence; it is our Mother. We do not dominate Her but harmonize with Her. The Tribes believe everything in nature is embodied with a spirit. The spirits are woven tightly together to form a sacred whole (the Earth). Changes, even subtle changes that affect one part of this web, affect other parts. Protecting land-based cultural resources is essential if the Tribes are to sustain Tribal cultures. This is one of the most important goals of Tribal land and natural resource management on the Reservation. It is also a goal that the Tribes have for Tribal aboriginal territories managed by other entities. CSKT has established a Tribal Preservation Office that records the locations of precious cultural resource sites and maintains a repository of information related to cultural resources. The office, in concert with the Salish/Q� lispé Culture Committee and the Kootenai Culture Committee, also reviews all new development proposals on the reservation prior to and sometimes during ground disturbance and development. The office also works with federal and other agencies in Tribal aboriginal territory to identify and protect cultural resources. LAND USE The Tribes value many reservation areas as watersheds, fish and wildlife habitats, and cultural sites. The CSKT has set aside nearly 92,000 acres of prime forest in the Mission Mountains as the first tribally designated wilderness in the nation. Over 94,000 additional acres of “primitive areas” have been set aside for use only by Tribal members and their spouses and children. Additional roadless areas and wildlife management areas have also been designated. Land use is also limited along the Flathead and Jocko Rivers, Post Creek and Crow Creek, and the Ninepipe Reservoir area and in a buffer zone created to protect the Mission Mountains Tribal Wilderness. Thousands of acres remain for timber harvest, however, which must be conducted in an environmentally safe manner in compliance with the National Environmental Policy Act and Tribal forest management plans. The Tribal Forestry Department generated approximately $1.2 CSKT Comprehensive Economic Development Plan/Strategy 2026 Page 20 million in revenue from harvesting 9.4 million board feet of timber in 2020. The department employs as many as 300 people, including 150-175 seasonal employees. The Tribes recently purchased a major hydropower generation facility on the Lower Flathead River. Officially known since 2015 as the Seli’š Ksanka Qlispe’ Dam, the project is the first major hydropower facility owned by a Tribal Nation in the United States. CSKT also operates one smallscale facility in the foothills of the Mission Mountains. The largest land use on the Reservation is agriculture. Vast rangelands provide grazing opportunities for cattle growers, and the Flathead Indian Irrigation Project provides water for crops and livestock across much of the reservation. 16 Other land uses include residential, commercial, industrial, utility, and government/institutional development. The Tribal Lands Department (TLD) manages nearly 2,000 home sites, business, agricultural, utility, and transportation land leases and permits across the Reservation. The Department generated $931,719 of revenue in Tribal Fiscal Year 2019. Recreational areas that attract visitors to the reservation include the Mission Mountains Tribal Wilderness (the first Tribally designated wilderness in the United States), Flathead Lake, the National Bison Range, the Ninepipe and Pablo Wildlife Refuges, the Flathead River, and the Jocko River. These and many other areas provide the setting for a variety of recreational activities, particularly during the summer. Although recreational use is most frequent during the summer months, winter activities such as cross-country skiing, snowmobiling, and ice fishing are also popular. Rivers, lakes, streams, and roadless areas, such as the Mission Mountains Tribal Wilderness, receive the majority of recreation use on the reservation. Most of these resources are on Tribal land. Recreation permits are required for people to recreate on Tribal lands if they are not enrolled members of the Confederated Salish and Kootenai Tribes. The Tribal Natural Resources Department sells those permits and works with a few non-Tribal businesses to assist with permit sales. LAND OWNERSHIP Tribal land ownership is fragmented, in part because of the Flathead Allotment Act that opened the reservation to non-tribal homesteading in 1910. The Tribes have spent millions of dollars since that time to purchase back hundreds of thousands of acres that were taken and now own the majority of the land on the Reservation. Other land ownership includes the individually owned trust parcels or allotments¹⁷ that are owned in whole or in part by the Tribes and/or individual Native Americans. The federal government holds title to tribally owned trust lands. 4 5 CSKT owns roughly 400,000 acres of rangelands on the reservation. The irrigation project serves nearly 180,000 acres on the Reservation (Littleboy, FIIP, 2010). 17 For purposes of this document, an allotment is a tract of Tribal land that, pursuant to the Flathead Allotment Act (33 Stat. 304), was removed by the Secretary of the Interior from communal ownership and conveyed by trust deed to individual members of the tribes. Most, but not all, allotments were created in 1908 and 1922. All allotments were assigned by the secretary with a unique number, which is of record with the Bureau of Indian Affairs. CSKT Comprehensive Economic Development Plan/Strategy 2026 Page 21 and allotments on behalf of the owners. The remainder of reservation lands is held in federal, state, or fee-simple ownership as depicted in the Land Status map on the following page. The percentage of landownership is shown in the following table. With the transfer of the National Bison Range back to Tribal ownership in 2021, federal land ownership will decrease significantly. The range is the large purple area shown on the following map. FLATHEAD RESERVATION LAND OWNERSHIP 2020 Tribally Owned 62.2% Individually-Owned Trust 2.3% Fee 31.0% State 2.8% Federal 1.7% The Tribes have also purchased other lands in western Montana for the protection of cultural sites and wildlife habitat. For purposes of this document, fee land is land that is not in trust status, nor is it federally or state-owned or owned by the Tribes’ entire membership. Some of the fee status land on the reservation, included in the table and on the following map, is owned by individual Tribal members. 18 CSKT Comprehensive Economic Development Plan/Strategy 2026 Page 22 CSKT Comprehensive Economic Development Plan/Strategy 2026 Page 23 INFRASTRUCTURE AND HOUSING As noted in the Western Rural Development Region’s Comprehensive Economic Development Strategy (CEDS) 2012-2017, "The rapid and sustained growth of the region has put a serious strain on infrastructure, including transportation and public facilities, most notably as the growth relates to public safety. Upgrades [are occurring to] … accommodate an increased volume of traffic and make travel safe for pedestrians and non-motorized transport. In most cases, upgrades to water and wastewater systems are needed to ensure a safe and ample water supply…. [Finding the] funding to pay for the necessary upgrades and new facilities is a constant struggle.” Kicking Horse Water and Wastewater Lines Replacement Project – 2020 WATER/WASTEWATER Water resources on the Flathead Reservation are extensive. They include both surface water and ground water. Municipalities and developments depend on ground water for domestic use. Most surface water is used to provide habitat for fisheries as well as irrigation. CSKT, the State of Montana, and the United States have been working for decades to develop a water rights settlement that quantifies the water rights of the Confederated Salish & Kootenai Tribes on and off the Flathead Reservation and provides for the administration of water rights on the Reservation. In 2015 the Montana Legislature passed the compact, and in December of 2020 CSKT Comprehensive Economic Development Plan/Strategy 2026 Page 24 It was passed by the United States Congress and signed into law as the Montana Water Rights Protection Act by the President. CSKT ratified the compact in January 2021. Groundwater is the primary source for drinking water on the Reservation. While some residences use creeks or Flathead Lake for their water supply, use of this water for drinking or bathing is not encouraged, because surface waters can be contaminated by animals and other factors. The Confederated Salish and Kootenai Tribes have collected water quality data for many reservation surface waters and have established surface water quality standards that are more stringent than state standards. Regarding groundwater, the reservation has seen elevated nitrate levels in some areas, and all new drinking water wells are tested before use to ensure that they meet safe drinking water standards. Community water systems are tested monthly for fecal coliform contaminants, and on a regular basis for other potential contaminants, according to a testing schedule required by the U.S. Environmental Protection Agency. The Flathead Reservation has multiple community water systems, and 27 systems are managed by CSKT’s Salish Kootenai Housing Authority. Other systems are managed by private water user organizations, the CSKT Maintenance Department, or the nine public sewer and/or water districts incorporated under Lake or Sanders County. Some of these systems, as well as most rural residences on the Reservation, use individual septic tanks and drain fields for sewage disposal. CSKT and CSKT’s Housing Authority manage 12 community wastewater treatment systems, and there are 10 additional treatment systems on the reservation. One is operated by the Tribal Maintenance Department, and the other nine are operated by public sewer districts, including those operated by the reservation's four incorporated towns of Polson, Ronan, St. Ignatius, and Hot Springs. IRRIGATION WATER The Bureau of Indian Affairs operates the Flathead Indian Irrigation Project (FIIP), the primary surface water delivery system for agriculture on the Reservation. Originally designed to promote economic development for the Tribes and individual Tribal members, it now serves many nonIndian farms as well as Tribal farms. Other surface water sources for agriculture are delivered through small ditches and canals, many of which were developed for Tribal lands and allotments before construction of the FIIP. SOLID WASTE DISPOSAL Lake County operates the only licensed county landfills on the reservation. One landfill is located southwest of Polson and only takes compost (grass trimmings and leaves) and most construction demolition materials. The other landfill is located between Polson and Pablo, next to the County Transfer Station. It accepts tree trimmings and untreated wood waste only. The Transfer Station next door is the central hub for the collection of other types of waste, such as municipal waste, appliances, and recyclables. CSKT Comprehensive Economic Development Plan/Strategy 2026 Page 25 Reservation residents who live in the Lake County portion of the reservation either haul waste directly to the Transfer Station, have their waste collected by Republic Services (a private waste collection and disposal company), or use roll-off waste containers located near Charlo, Ravalli, and Rollins. Residents of Sanders County who do not pay an annual solid waste fee to the county can use a roll-off site near Hot Springs for a fee. Residents of the Sčilíp district of Sanders County may dump their waste at the Charlo or Ravalli roll-off sites due to semi-annual fees paid to Lake County. Missoula and Flathead Counties have no solid waste disposal facilities on the Reservation; however, Republic Services serves the Missoula County portion of the Reservation. All of the municipal waste generated on the Reservation is eventually hauled to the company’s private landfill in Missoula. The Lake County Transfer Station also accepts recyclables, including: • newspaper • cardboard • Aluminium cans • office paper • phonebooks • assorted plastic scrap metal • magazines & catalogs • tin/steel cans The county also has bins for some recyclables in Polson, at SKC in Pablo, and at Harvest Foods in Ronan. The county hosts an annual “electronic” waste recycling weekend. ELECTRICITY AND ENERGY The Flathead Reservation is served by Mission Valley Power (MVP), a federally owned nonprofit electric utility that is maintained by the Confederated Salish and Kootenai Tribes pursuant to a Public Law 93-638 contract. According to a 2011 article from the Char-Koosta News, Mission Valley Power purchases 78% of its electricity from the Bonneville Power Administration. The … [Selis Ksanka Qlispe (SKQ)] 19 Dam provides 21%, and one small hydroelectric-producing dam on the Flathead Reservation and other small alternative energy producers account for the remaining one percent.” MVP offers several energy conservation incentives. Electricity costs on the reservation are some of the lowest in the United States due to the availability of hydropower resources in the Northwest region of the United States and the subsidized block of power provided by CSKT’s Energy Keepers, Inc., as authorized by the Tribal Council. There are no natural gas companies on the reservation; however, propane and fuel oil are available. Small solar energy systems have been installed at a few residences and businesses. 19 Purchased by CSKT in September 2015. CSKT Comprehensive Economic Development Plan/Strategy 2026 Page 26 COMMUNICATION Flathead Reservation communications services include internet, telephone, television, and radio. BROADBAND INTERNET AND TELEPHONE Several different telephone and wireless communications companies provide services on the reservation. In recent years, telephone companies have been upgrading telephone lines to fiber optics or microwave transmission. Ronan and Polson have access to relatively fast internet speeds, but most of the remaining communities on the reservation have access to only moderate speeds at higher costs. As reported in CSKT’s 2014 Job and Training Needs Survey, one-third of Tribal members ages 18-60 lived in households where there was no working internet access. CSKT has installed four new wireless communication towers and is in the process of installing micropops. Contact Chuck for an update on TCBP in various reservation communities to eventually serve Tribal Law and Order mobile communication and Tribal member internet needs. This effort will increase resiliency and improve the ability of Tribal employees, entrepreneurs, and students to work and study from home during the pandemic and into the future. TELEVISION Some western Montana television stations cover the reservation. These stations are located in Kalispell and Missoula. The Public Broadcasting System has two towers on the reservation (Jette and Moiese Hill) and broadcasts from Bozeman, Montana. RADIO AM and FM radio stations in Missoula, Kalispell, Whitefish, and Polson cover the Reservation. EMERGENCY SERVICES/SAFETY FIRE PROTECTION According to the Mission West Community Development Partners’ Comprehensive Economic Development Strategy 2018–2022, “Lake County supports one fire department per 1,844 people, with one fire department per 93 square miles," whereas Sanders County oversees “one fire department per 713 people and one fire department per 172 square miles." Furthermore, “[w]ithin Lake County, there are [18] volunteer fire protection districts (VFDs), supported primarily through taxes to provide fire protection throughout the county. The CSKT Division of Fire also provides protection in wildland areas” (2022, pg. 57). Meanwhile, Sanders County contains 16 fire departments, spread from Sčilíp to Thompson Falls, Montana (pg. 59). “Most of the designated fire districts have 12 to 15 volunteers; however, districts located in Polson and Ronan have approximately 30 to 40 volunteers” (2022, pg. 58). Moreover, “Additional support for volunteer fire organizations comes through grants administered by the State Forester, mill levies, loans administered by USDA Rural Development, and local fundraising efforts, including donations from the Confederated Salish and Kootenai Tribes." All of the fire districts and the wildland fire protection agencies belong to the Lake County Fire Association, which purchases joint insurance for the VFDs and reinvests the savings into the CSKT Comprehensive Economic Development Plan/Strategy 2026 Page 27 local departments.” The county also has a “Fire Action Plan” that identifies fire-fighting resources and lists contacts in the case of a fire. Most units are dispatched through the Lake County 911 office, although Arlee does receive some calls dispatched through Missoula, and Hot Springs [and Sčilíp] are dispatched through Lake and Sanders Counties” (Mission West Community Development, 2022, pg. 58). As funding permits, the Confederated Salish and Kootenai Tribes have been assisting landowners to create “defensible space” around homes in the wildland-urban interface to create safety against wildfires. “Firewise” design has saved thousands of homes from destruction through recognizing “simple, effective steps to help communities reduce the risk of destruction from wildfire” (National Fire Protection Association, n.d.). CSKT Comprehensive Economic Development Plan/Strategy 2026 Page 28 AMBULANCE The Polson and Ronan Ambulance Services are privately-owned companies, primarily serving Polson, Ronan, and Pablo, “offering 911 emergency responses, inter-facility transfers, and arranged care." Their services “specialize in critical care, advanced life support, and basic life support […] servicing hospitals, convalescents, physicians, fire departments, and private/public events” transport (Polson & Ronan Ambulance, n.d.). The Mission Valley Ambulance Service covers the St. Ignatius area, the Arlee Ambulance Service serves Arlee, and the Hot Springs Ambulance covers Hot Springs and Camas Prairie. Missoula and Kalispell hospitals offer life-flight air ambulance helicopter service for the reservation. POLICE PROTECTION AND LAW ENFORCEMENT The Tribal Police Department and jail, located in Pablo, maintain jurisdiction over misdemeanor, juvenile, and felony offenses involving Tribal members. Summarized within the Mission West Community Development Partners’ Comprehensive Economic Development Strategy (CEDS) 2022–2027, “The CSKT Tribal Police respond to calls for service, investigate crimes, enforce traffic laws, execute arrest warrants, serve process, provide court security, and conduct search and rescue operations” (2022, pg. 56). The department has two investigators: one criminal investigator and two narcotics investigators. The department has 20 full-time officers and 20 patrol cars, and it maintains a separate dispatch center from the county. The Tribal jail has a capacity for 49 inmates, but Polson, Ronan, and St. Ignatius also have contracts for additional jail space with Lake County. According to the Tribal Police Department, as of December 2025, there are eight detention officers. The Tribal Juvenile Probation Department has three juvenile probation officers and two adult probation officers. Juvenile offenders are housed at facilities in Kalispell or Missoula. The counties, however, are included in criminal jurisdiction alongside CSKT law enforcement due to Public Law 280, which gives the state of Montana more direct authority than federal authorities. According to the CEDS report, “CSKT is the only tribe in Montana that has authorized Public Law 280” (2022, pg. 56). The Tribal Fish and Game Conservation Program enforces regulations governing fish, wildlife, and recreation on the Reservation. The program employs ten full-time game wardens, who are largely stationed at the Bison Range but regularly monitor all corners of the reservation. The game wardens also have a cross-deputization agreement with Montana Fish, Wildlife, and Parks (Dan McClure e-mail correspondence, 12-07-25). The Lake County Sheriff’s Department is made up of the sheriff, undersheriff, detention captain, patrol lieutenant, detention sergeants, patrol sergeants, and support staff. As of December 2025, the department employs a total of 46 staff members, including three school resource officers, one domestic violence investigator, 24 officers, 20 detention and jail personnel, and two civilian staff in administration. Funding for the department comes from various sources, such as mill levies and grants. Additionally, the Sheriff’s Office operates a boat patrol funded through a mill levy, along with two volunteer search and rescue groups: one in Lake County (40 members) and one offCSKT Comprehensive Economic Development Plan/Strategy 2026 Page 29 reservation in Swan Valley (14 – 16 members). The current ratio of paid officers to the population is about 1:1,200, which is below the national average of 1:1000. Calls for Polson, Ronan, and St. Ignatius are routed through the Lake County 911 center. The county or state has jurisdiction in the unincorporated areas for felony crimes and non-tribal misdemeanors. Patrol units are dispatched via the Lake County 911 center, overseen by the county’s Office of Emergency Management, and calls for Polson, Ronan, and St. Ignatius are also routed through the same call center. According to the CED, law enforcement and detention facilities are the costliest items in the Lake County budget, and they "are funded by the county’s general fund, along with mill levy funds that have increased the budget by 5% and account for approximately 30% of that fund." The Lake County jail was built in 1975 and underwent an upgrade and expansion in 2000 to accommodate up to 42 adult inmates and two juveniles” (2022, pg. 56). Juveniles are detained for no more than 24 hours. The Polson Police Department employs 15 full-time officers, one reserve police chaplain, and one civilian police clerk/crime scene technician (Chief George Simpson e-mail correspondence, 1210-25). Ronan has a Chief of Police, five officers, a K9, a special service officer, and a reserve officer (City of Ronan, n.d.). St. Ignatius has two full-time officers, one part-time officer, two reserve officers, and four active patrol units (Chief Jason Acheson e-mail correspondence, 12-10-25). The Montana State Highway Patrol enforces regulations on state highways and has an office in Polson, staffed by seven officers between Polson and Ronan and a total of 25 officers in the Region 6 district. Montana Fish, Wildlife, and Parks and the U.S. Forest Service provide wardens and law enforcement officers who enforce regulations on non-Tribal/public lands. CSKT Comprehensive Economic Development Plan/Strategy 2026 Page 30 DISASTER SERVICES The Confederated Salish and Kootenai Tribes’ Disaster and Emergency Services (DES) Program collaborates with county, state, and federal authorities to support Reservation residents during natural or man-made disasters. CSKT’s 2017 Pre-Disaster Mitigation Plan states that “historically, CSKT residents have dealt with floods, wildfire, harsh winter storms with extreme cold and blizzards, severe summer storms with damaging thunderstorms, drought, and hazardous material incidents [spills]." " While most hazards cannot be eliminated, their effects can be mitigated” (CSKT-Disaster Services, 2016, p. 11). The plan profiles significant hazards to the community, identifying mitigation projects that can reduce those impacts and minimize potential damage. In 2022 to 2023, CSKT built off of the 2016 and 2017 Hazard Mitigation Plans and authored Annex D of the Western MT Regional Hazard Mitigation Plan, which was facilitated by Montana Disaster and Emergency Services (“MT DES”) and approved by FEMA in 2025 as the recognized Hazard Mitigation Plan in effect until 2029. The updated plan strengthens collaboration across jurisdictions while taking greater consideration of climate changes in regional natural hazards and how to better prepare resilient communities to adapt to the “new normal" (CSKT-Disaster Services, 2024). CSKT also has a 2010 Emergency Operations Plan (EOP) that designates “disaster responsibilities to Tribal personnel in the mitigation of, preparation for, response to, and recovery from natural and/or man-made disasters. The EOP applies to all Tribal government departments and agencies tasked with assisting in disasters or emergencies. It outlines the fundamental policies, strategies, and general procedures to control the emergency from its onset through the post-disaster phase.” The EOP typically differentiates from hazard-specific emergencies, like wildfire, to functional emergencies, such as setting up an evacuation shelter, and each individualized plan identifies in advance, where possible, the respective authorities who can best fulfill officer roles and duties within an Incident Command System (ICS) structure. The EOP further “defines disasterspecific procedures and describes the range of Tribal response, recovery, and mitigation resources available to save lives, reduce human suffering, and protect public health, safety, property, wildlife, natural resources, the environment, and the local economy from the harmful effects of natural and man-made disaster emergencies.” Ultimately, “The CSKT EOP addresses the full scope of complex and ever-changing requirements needed in anticipation of or response to threats or acts of terrorism, major disasters, and other emergencies” while recognizing the key players, critical timelines, and crucial resources (i.e., mutual aid) significant to response and recovery efforts (CSKT-Disaster Services, 2010, p. 1). The 2026 EOP is under review for updates and is projected to be approved by Tribal Council before being republished in early summer 2026 online via the Natural Resources Department’s website, under the Division of Environmental Protection. CSKT Comprehensive Economic Development Plan/Strategy 2026 Page 31 HEALTH SERVICES Two major hospitals, St. Luke Community Hospital in Ronan and St. Joseph Hospital in Polson, offer emergency, outpatient, and inpatient services on the Reservation. Private clinics are also found in these two towns, as well as in Hot Springs and St. Ignatius. Dental clinics are located in Polson, Ronan, and St. Ignatius. The Tribal Health Department (THD) operates medical clinics for Native American patients in St. Ignatius, Ronan, Polson, and Elmo and recently opened a new clinic in Pablo at Salish Kootenai College to serve college students and staff. The THD provides dental and optical services at the clinics in St. Ignatius and Polson. Over the past decade, the Tribal Health Department has created 70 jobs, and expenditures for Indian healthcare exceed $10 million annually, excluding Medicaid or private insurance payments. THD’s annual payroll is $9 million (Johnathan Owens interview, 1-6-21). The Tribal Health Department employs 248 individuals, including 158 CSKT members, 18 members of other tribes, 7 CSKT 1st descendants, and 65 nonmembers. TRANSPORTATION ROADS Nearly 4,197 miles (6,754 km) of Tribal, BIA, other Federal, state, city, and county roads exist on the Flathead Reservation, including 1,870 miles of roadway open to public use: • Tribal Forest Roads—2,580 miles (4,152 km), of which approximately 33,340 miles (53 km) are on the Indian Reservation Road System [IRR] (2017 National Tribal Transportation Facilities Inventory [NTTFI]) • Bureau of Indian Affairs (BIA) Roads 21 – 372.5 328 miles (600 km) – all of which are on the IRR NTTFI • National Highway System (U.S. Highway 93) -- 89 miles (143 km) 20 Indian Reservation Roads (IRR) are defined as "public roads, including roads on the Federal-Aid System, that are located within, or provide access to, an Indian reservation or Indian trust land..." (23 U.S.C. 101[a]). There are approximately 1,650 miles (2,655 km) of Flathead Reservation roads on the IRR; most of the remaining road mileage consists of private roads. 21 The BIA Road System “includes all public roads within the official BIA inventory database for which approval has been obtained by the assistant Secretary or his designee. These roads must have public right-of-way before expenditure of Highway Trust Funds (HTF) on construction projects.” (57 BIAM 1.3B [1]). The BIA system serves both residential areas and forested areas. Forest roads provide access for timber sales, recreation, fire control, and cultural activities. The BIA system cannot include single-purpose roads, such as a road that solely serves a utility facility or agricultural land, i.e., administrative roads. CSKT Comprehensive Economic Development Plan/Strategy 2026 Page 32 CSKT Comprehensive Economic Development Plan/Strategy 2026 Page 33 • State Road System—165 miles (266 km) of State roads are in two categories: 99 miles (159 km) of state primary highways (Highways 35 and 200) and 66 miles (106 km) of state secondary highways. • City Streets—70.5 miles (113 km) of city streets are in the incorporated towns of Polson, Ronan, St. Ignatius, and Hot Springs. • County Road System—Approximately 920 miles (1,481 km) are county roads: • 685 miles (1,102 km) in Lake County • 202 miles (325 km) in Sanders County • 17 miles (27 km) in Flathead County • 16 miles (26 km) in Missoula County BICYCLE/PEDESTRIAN PATHS In addition to pedestrian sidewalks that have been built in many reservation communities, the Tribes, cities, counties, the Montana Department of Transportation and the Federal Highway Administration have built several bicycle/pedestrian pathways on the reservation. These pathways occur in the following locations: • Along Highway 35, south of Flathead Lake • In Polson, Pablo, Ronan, and St. Ignatius • Along U.S. Highway 93 from Big Arm to Big Arm State Park, from Polson to Ronan, and from Arlee south to Coldwater Lane • Along a portion of Round Butte Road west of Ronan Several new projects are scheduled for the next five years. These are listed in the Action Plan section of this document. AIRPORTS Four public airports exist on the reservation near Polson, Ronan, St. Ignatius, and Hot Springs. The following data is from the 2020 Montana Airport Directory: Hot Springs. This Sanders County-owned airport is located east of Hot Springs, at an elevation of 2,763 feet. Its asphalt runway is 3,880 feet by fifty feet. It has a lighted beacon, and there are no fuel or repair services available. Polson. Located across the Lower Flathead River from downtown Polson, this city/Lake County-owned airport occurs at an elevation of 2,936 feet. Its asphalt runway is forty-two hundred feet by seventy-five feet, and part of the runway exists on tribally owned land. It has a lighted beacon, and 100LL and Jet A fuels are available, as are major repair services. Ronan. Located north of Ronan, this town-of-Ronan/Lake County-owned airport lies at an elevation of 3,089 feet. Its asphalt runway is forty-eight hundred feet by seventy-five feet. It has a lighted beacon and 100LL and Jet A fuel available. Tribal Fire Control is located next to this airport and utilizes it for fire suppression aircraft. Agricultural aerial spraying services also utilize this airport. St. Ignatius. This Lake County-owned airport is also owned by the Town of St. Ignatius. At an elevation of 3,006 feet, its asphalt runway is 2,610 feet by sixty feet. It also has a CSKT Comprehensive Economic Development Plan/Strategy 2026 Page 34 lighted beacon. 100LL of fuel and repair services are available. There are no major commercial airlines or air freight services on the reservation. Air ambulance helicopters provide life-flight services to Missoula and Kalispell. hospitals in Polson and Ronan and make emergency landings nearly everywhere. They serve The Tribes also use helicopters to monitor and manage natural resources and to conduct fire reconnaissance and suppression and maintain a heliport at Ronan for these purposes. RAIL In 1883 the Northern Pacific Company built a railroad across the south end of the reservation. They completed a spur line from Sčilíp to Polson in the early 1900s. Today, Montana Rail Link owns both lines. They use the main line approximately three days a week for hauling inter- and intrastate freight. They have not used the spur line to Polson since 2012. The spur line from south of Polson to Polson has been converted to a bicycle/pedestrian path. Source: www.mdt.mt.gov/travelinfo/docs/railmap.pdf CSKT Comprehensive Economic Development Plan/Strategy 2026 Page 35 TAXI CABS There are three taxicab services on the reservation. These are Annie’s Taxi, a tribal-memberowned company in Polson; Polson Taxi Service; and South Lake Taxi, also located in Polson. TRIBAL TRANSIT The CSKT Transit Program provides low-cost bus transportation for Reservation residents and employees throughout the Reservation and to Missoula, Montana. CSKT Transit has several regularly scheduled routes and drop-off/pick-up points. The Transit Program also provides individualized transportation if requested at least 24 hours in advance for on-reservation transport and 48 hours in advance for off-reservation transportation. PHOTO BY CORKY SIAS, DHRD TRANSPORTATION MANAGER EDUCATIONAL FACILITIES Education is a key factor for the economic well-being of Tribal members, and for creating a strong workforce. CSKT operates multiple educational programs and schools to promote knowledge about Tribal culture, incentives for education, and opportunities for employment. These programs include: • Early Childhood Services (Early Head Start and Head Start) • Nk ʷusm (a Salish language immersion school) • Two Eagle River High School (which also includes 8th grade) • Salish Kootenai College In addition, the Tribal Education Program provides college scholarships and works with Tribal and non-Tribal Reservation schools and Indian Parent Committees to encourage high school graduation and post-secondary education. Monetary incentives are provided to Tribal middle school and high school students for good attendance and grades. CSKT Comprehensive Economic Development Plan/Strategy 2026 Page 36 Public schools are in 10 Reservation Communities, including • Arlee – Elementary, Middle, and High School • Charlo – Elementary, Middle, and High School • Dayton – Elementary School • Sčilíp – Elementary School • Hot Springs – Elementary, Middle, and High Schools • Pablo—Elementary School, Two Eagle River School • Polson – Elementary, Middle, and High Schools • Ronan – Elementary, Middle, and High School • St. Ignatius – Elementary, Middle, and High School • Valley View – Elementary School Private schools include the following: • Glacier View School – located between Ronan and Pablo, off of Highway 93 • Mission Valley Christian Academy – east of Polson, on Highway 35 • Mountain Heights Mennonite School in Ronan HOUSING According to the Western Rural Development Region CEDS (2020), “more than 75% of all housing units in Lake County [much of which lies within the Reservation] are single-family, detached [homes], and the majority of homes (63.9 percent) have been constructed since 1970. Just over 74% of the housing stock is occupied, and of the occupied housing, one-third is renter-occupied, and two-thirds are owner-occupied. However, these numbers do not reflect occupancy of seasonal homes, the majority of which are located in the Swan Valley [off reservation] and Flathead Lake areas. When the seasonal homes were not counted as vacant, Lake County had a 5.4% vacancy rate in 2010. With a recent influx of out-of-state residents buying up homes and property on the reservation due to the pandemic and forest fires in California and Colorado, this vacancy rate has closed, and many renters have been displaced as the homes they were renting have been sold. Housing values have escalated while wages only slightly increased. The average Reservation family struggles to find affordable housing. The Confederated Salish and Kootenai Tribes established the Salish and Kootenai Housing Authority in 1963. According to the Housing Authority’s website (1-2021), “The Housing Authority is managed by a seven-member Board of Commissioners that meets twice a month. Each commissioner is appointed by the Tribal Council and serves a staggered four-year term. The commissioners employ an executive director, who has oversight of six different departments….” “Nearly 700 units are under management, which include rental, homeownership, 50 units of tenant-based assistance, and an 80-lot trailer park.” CSKT Comprehensive Economic Development Plan/Strategy 2026 Page 37 Fortunately, most of these units have rent based on the individual’s or family’s income. However, estimates from several Tribal programs indicate that there could be as many as 200 Tribal individuals and families who have housing insecurities. In 2020, CSKT created a Homelessness Task Force, which created 14 permanent, supportive housing units and purchased 7 manufactured 3- and 4-bedroom homes, 9 homes east of Pablo, and several duplexes in various locations to begin to address the homelessness problem. Temporary housing in Polson and new supportive housing in Ronan for families and those leaving foster care and the tiny homes project. The task force is developing a long-range homelessness response plan. Additional information can be found in section 2.8.3.3. EXISTING TRIBAL BUSINESSES AND REVENUE-PRODUCING PROGRAMS TRIBAL ENTERPRISES The Confederated Salish and Kootenai Tribes own the following six parent corporations. Each is governed by a Board of Directors who report to the Shareholder (the Tribal membership), who are represented by the Tribal Council. S & K ELECTRONICS, INC. S & K Electronics (SKE) is a high-tech manufacturing company located in Pablo. SKE is CSKT’s oldest Tribally chartered corporation; it has been in business since the mid-1980s. SKE is a state-of-the-art contract manufacturer producing printed circuit board assemblies, custom cables and wirelesses, and electromechanical systems assemblies. SKE's customer base is major defense contractors, and items for land, sea, and air are produced. SKE is deemed essential to the warfighter and always strives for 100% quality and 100% on-time delivery. The SKE charter is for long-term sustained employment for the Flathead Reservation. Continued capital investment in equipment and facilities along with ongoing employee investment and education has led to the doubling of shipments in the past three years and continued growth into the future. S & K BUSINESS SERVICES, INC. (FORMERLY S & K HOLDING COMPANY, INC.) S & K Business Services, Inc. (formerly named S & K Holding Company, Inc.) was Tribally chartered in 1992 and recently reorganized under the name of S & K Business Services. The company manages Boulder Hydro, a smallscale hydroelectric facility located on Tribal property northeast of Polson, as well as S & K Self-Storage in Pablo, which earns revenue to support the corporation. S&K Business Services has one subsidiary company, Sovereign Leasing and Financing, Inc., which manages equipment and vehicle leases for Tribal programs and private, Tribal member-owned businesses. The company offices are located north of Pablo, where entrepreneurs can receive assistance with business planning, marketing, and financial management. In addition to business support services, S & K Business Services manages one Economic Development Administration (EDA) grant for CSKT. The company employs 1 CSKT Tribal member, 1 CSKT first-generation descendant, and one member of the OtoeMissouria Tribe. S & K TECHNOLOGIES, INC. S & K Technologies, Inc. (SKT), is a federally chartered Section 17 corporation. Headquartered in St. Ignatius, CSKT Comprehensive Economic Development Plan/Strategy 2026 Page 38 Montana, SKT oversees and manages nine wholly owned limited liability companies (LLCs) for the benefit of its single shareholder, the Confederated Salish and Kootenai Tribes. These award-winning LLCs employ over 1,000 people at several offices across the United States. States and locations abroad. SKT provides a broad range of services in the fields of aerospace, information technology, engineering, security, construction, and other professional support services to both federal and commercial clients. CSKT Comprehensive Economic Development Plan/Strategy 2026 Page 39 EAGLE BANK/S&K BANCORP Eagle Bank was state-chartered in 2006 and is truly a “community-owned bank,” as it is owned by the CSKT membership. It is one of only 18 banks nationwide that are owned by Native American tribes. Its holding company, S & K Bancorp, is organized under Section 17 of the Indian Reorganization Act of 1934. The bank is regulated by the State of Montana Division of Financial Institutions and the Federal Deposit Insurance Corporation. S & K Bancorp is regulated by the Board of Governors of the Federal Reserve System. Eagle Bank continues to grow conservatively, with assets totaling over $194 million. As of January 2025, the bank services 1,705 deposit accounts totaling $174.2 million and 668 loan accounts totaling $90.1 million. The bank has 18 full-time employees and 1 part-time employee, including 2 CSKT Tribal members, 3 CSKT descendants, and 3 members of other Native American Tribes. Eagle Bank is located in Polson and has a total of 7 ATMs in the Mission Valley, located in Evaro (Grey Wolf Peak Casino), St. Ignatius, Pablo (Tribal Complex & SKC), and KwaTaqNuk Resort in Polson. S & K GAMING, LLC S & K Gaming, LLC, operates three properties—the KwaTaqNuk Resort and Casino in Polson, Gray Wolf Peak Casino north of Evaro, and the Big Arm Resort Casino in Big Arm, Montana. Gaming employs up to 185 people during the peak summer season. KwaTaqNuk is a 108-room hotel located on the southern tip of Flathead Lake. It has a restaurant, lounge, patio bar, 12 suites, an indoor swimming pool, a marina, and meeting and banquet facilities that can accommodate more than 250 people. The gaming operation consists of 219 Class II gaming machines. KwaTaqNuk also manages a second marina in Polson, which includes several RV slips and a dump station. Big Arm Resort operates 37 Class II gaming machines, a marina, 30 full-service RV hook-ups, 20 cabin spaces, a restaurant, and a boating fuel station. Gray Wolf Peak Casino has 345 Class II machines, a gas station, golf simulators, and a sports bar and grill. ENERGY KEEPERS, INC. Energy Keepers, Inc. (EKI), a section 17 federally chartered, diversified energy company, is a fundamental component of the Confederated Salish and Kootenai Tribes' (CSKT) Tribal Economic Development Strategy. Serving as co-licensee and operator of the 208-megawatt Selis Ksanka Qlispe Hydroelectric Project, EKI engages in the marketing and trading of electricity and natural gas across U.S. markets. Over its inaugural decade, EKI has remitted in excess of $250 million to CSKT. Going forward, the strategy for fortifying returns involves sustained reinvestment aimed at modernizing and expanding core assets, expanding market access, and strengthening financial capacity. This reinvestment is anticipated to drive company growth, resulting in a broadened asset base and expanded marketing and trading presence throughout the North American energy markets. 2.5.1.7 SQK Quality Meats Inc. SQK Quality Meats, Inc., is a new Tribal meat processing and composting facility for processing beef, pork, bison, and other wild game products. The company is a federally chartered Section 17 corporation with six employees. This corporation is working with the Tribal Food Sovereignty Program and other programs to promote food security on the Reservation. It will assist Tribal livestock producers with revenue generation by offering certified USDA products. CSKT Comprehensive Economic Development Plan/Strategy 2026 Page 40 2.5.1.8 Fish Keepers Fish Keepers is a Tribal nonprofit company. TRIBAL AFFILIATES Tribal affiliates work in conjunction with the Tribal corporations and other Tribal government programs to provide education, workforce training, and infrastructure to support the Tribal membership. These affiliates include Salish Kootenai College, the Salish and Kootenai Housing Authority (previously described under section 2.4.10), and Mission Valley Power (see section 2.4.4). CSKT Comprehensive Economic Development Plan/Strategy 2026 Page 41 TRIBAL GOVERNMENT REVENUE-PRODUCING PROGRAMS TRIBAL CREDIT PROGRAM The Tribal Credit Program was established in 1936. Its mission is to “improve the social and economic condition of [the] CSKT membership by providing sound, equitable, and accessible loans through a sustainable revolving loan program.” The program provides mortgage loans for housing as well as business and agricultural loans for up to $400,000, education loans, Short-term loans and loans to CSKT enterprises are also available. As of December 2020, Tribal Credit has over $7.4 million in short-term loans, $1.75 million in education loans, and nearly $37.8 million in long-term loans in its portfolio. (Pete White, Tribal Credit Manager, 2-4-21). ECONOMIC DEVELOPMENT OFFICE—The Bison on Flathead Lake In addition to managing several grant programs and completing feasibility studies for CSKT, the Tribal Economic Development Office manages a rental property on Flathead Lake that generates a profit for the Tribes. TRIBAL LANDS DEPARTMENT As mentioned previously, the Tribal Lands Department (TLD) manages nearly 2,000 home sites, business, agricultural, utility, and transportation land leases and permits across the Reservation. TLD also provides probate, title plant, appraisal, agricultural, and other real estate services for CSKT and individually owned Indian trust property owners. The Department generated $931,719 of lease and permit revenue in Tribal fiscal year 2019. TRIBAL FORESTRY DEPARTMENT The Tribal Forestry Department generated approximately $1.2 million in revenue from harvesting 9.4 million board feet of timber in 2020. Tribal Forestry also manages greenhouses in Ronan and Pablo, providing trees, shrubs, sedges, and grasses for Tribal as well as non-tribal land restoration projects. The department employs as many as 300 people, including 150-175 seasonal employees. NATURAL RESOURCES DEPARTMENT The Natural Resources Department (NRD) manages the Tribal Bison Range in Moiese, Blue Bay Campground on Flathead Lake, several wilderness trails and campsites, and two urban parks. The department also collects revenue from Tribal recreation permits. TRIBAL PRESERVATION DEPARTMENT The Tribal Preservation Department functions as a historic preservation office and reviews proposed development projects for potential impacts to cultural resources on the reservation and in aboriginal territories. The department charges fees for this review and negotiates. CSKT Comprehensive Economic Development Plan/Strategy 2026 Page 42 contracts with the U.S. Forest Service and other agencies to conduct cultural resource surveys on federal and other lands. TRIBAL EDUCATION DEPARTMENT The Tribal Education Department manages CSKT’s Three Chiefs Culture Center and Gift Shop north of Pablo. The Center is one of two Tribally owned repositories for Tribal artifacts. DEPARTMENT OF HUMAN RESOURCE DEVELOPMENT In addition to managing human resource development programs, the Department of Human Resource Development (DHRD) manages the Tribal Transit Program. DHRD also manages the Quick Silver Express II gas station and convenience store in Pablo, which provides customer service and other training opportunities for Tribal members in entry-level jobs. When the business makes a profit, the funds are used as matching funds for transit program grants. Since opening in 2007, Quick Silver Express II has provided multiple full-time jobs, training cashiers and gas attendants in retail service. EXISTING TRIBAL JOB TRAINING PROGRAMS The following programs provide workforce training opportunities on the Flathead Reservation. Each of these programs is described in greater detail in the attached Workforce Training Directory (see Appendices). DEPARTMENT OF HUMAN RESOURCE DEVELOPMENT (DHRD) The Tribal Department of Human Resource Development operates several programs that provide training and work experience. PERSONNEL DEPARTMENT INDIAN PREFERENCE OFFICE The Personnel Department’s Indian Preference Office provides CPR and 1st Aid training and Road Construction Flagger Training, usually every spring, before construction season begins. SALISH KOOTENAI COLLEGE Salish Kootenai College (SKC) offers programs that can meet the training needs of many Tribal members to qualify them for some of the professions that show the most potential for growth in the region. A partial list of degree and certification programs follows, and a brief description of each of the certificates and degrees offered is included on the SKC website. Contact SKC regarding these and any new training opportunities. CSKT Comprehensive Economic Development Plan/Strategy 2026 Page 43 Salish Kootenai College Educational Programs WORKFORCE CERTIFICATIONS and SHORT-TERM TRAINING Bookkeeping and Payroll Computer Applications Digital Fabrication Emergency Medical Technician Geospatial Science (GIS) Grant Projects Operations Flagging Phlebotomy Unmanned Aircraft Systems (Drones) Construction Trades Bookkeeping and Payroll General Studies Highway Construction Training Medical Billing and Coding Business Management Early Childhood Education Fine Arts Grant Projects Management Information Technology Mathematical Science Tribal Historic Preservation Business Administration Elementary Education Information Technology Psychology Social Work Wildlife and Fisheries CERTIFICATE OF COMPLETION: 1-YEAR PROGRAMS Dental Assisting Technology Emergency Services Grant Projects Management Health Science Studies Hospitality Operations Medical Assisting Technology Medical Office Assistant Office Assistant ASSOCIATE DEGREES: 2-YEAR PROGRAMS Digital Design Technology Chemical Dependency Counseling Early Childhood Education P:3 Elementary Education Forestry General Science Health Promotion Practices Hydrology Liberal Arts Native Language Teacher Education Psychology Tribal Governance and Administration Wildlife and Fisheries BACHELOR’S DEGREES: 4-YEAR PROGRAMS Early Childhood Education Forestry Life Sciences Nursing Tribal Historic Preservation Early Childhood Education P:3 Hydrology Secondary Education – Mathematics Secondary Education - Science Tribal Governance and Administration GRADUATE DEGREES: MASTER’S Natural Resources Management RESOURCES THAT CAN PROVIDE SUPPORT TO TRIBAL MEMBER BUSINESS OWNERS Several resources for Tribal member business owners and prospective entrepreneurs are available, including grant and loan opportunities and technical assistance opportunities. A few of the Tribal programs that provide services are described here. S&K BUSINESS SERVICES S&K Business Services (formerly known as S&K Holding) provides business support services to Tribal entrepreneurs, including technical assistance with business plan development and grant CSKT Comprehensive Economic Development Plan/Strategy 2026 Page 44 applications; access to a computer, copy machine, fax machine, and conference room; office, warehouse, and storage unit space for rent; and referrals to vendors and appropriate government or other regulatory agencies. Their affiliate corporation, Sovereign Leasing and Financing, Inc. (SLF), offers leasing options for business equipment and vehicles. CSKT ECONOMIC DEVELOPMENT OFFICE CSKT’s Economic Development Office (EDO) has managed a small business grant program since 2010, assisting 63 Tribal member-owned businesses with capital for business start-up or expansion, equipment, supplies, insurance, rent, and other operating costs. The Office also provides some technical assistance for business owners and served on the review committee for Montana’s Indian Equity Fund program, which provides three or more additional grants per year for CSKT members living on and owning businesses on the Flathead Reservation. In 2020, utilizing CARES Act funding, the Office worked with S&K Business Services to award 110 grants to Tribal businesses that were struggling due to the COVID-19 pandemic. The EDO has created a mailing list of Tribal member business owners for notification of upcoming meetings, grants, and training opportunities. EDO works with SKBS to provide multiple free training workshops for Tribal entrepreneurs and prospective entrepreneurs to discuss Tribal procurement, Indian preference, and other policies and issues, as well as to provide information about grants and loans for small businesses and business basics, bookkeeping basics, personal finance, QuickBooks, and social media marketing workshops. In 2021, the EDO hosted tourism and Native American Made in Montana workshops. EDO’s Economic Development Director is a member of the Montana Economic Developers Association. CSKT INDIAN PREFERENCE OFFICE. The Tribes’ Indian Preference Office is part of the Personnel Department, and it maintains a list of Tribal member-owned businesses that are certified as Indian Preference businesses. This “Business Listing” is published on CSKT’s website, www.cskt.org , at the Employment tab. All Tribal entities are required to use this listing when procuring services. Tribal member business owners are encouraged to register with the Indian Preference Office. SALISH KOOTENAI COLLEGE (SKC) SKC offers two-degree programs in business management: • Bachelor of Arts degree in business administration • Associate of arts degree in business management The programs are designed to provide students with essential business skills and the knowledge needed to start and operate a successful business, including the development of business and marketing plans, management techniques, and accounting practices. TRIBAL CREDIT PROGRAM CSKT Comprehensive Economic Development Plan/Strategy 2026 Page 45 Tribal Credit offers loans to members under two categories for business operation: farm/ranch loans and business loans. (Under their policy, farm/ranch loans do not technically qualify as business loans.) Farm/ranch loans may be approved at up to 5% interest for: • • • Purchase of cattle or other livestock Farm operation Purchase of equipment Business loans may be approved at up to 5% interest for: • • • • Purchase or construction of a business facility Purchase of a business Business operating capital Purchase of equipment ECONOMIC TRENDS, RELATIONSHIP TO THE OUTSIDE ECONOMY, AND OTHER ECONOMIC PERFORMANCE FACTORS EMERGING OR DECLINING INDUSTRY SECTORS The Flathead Indian Reservation has a fair mix of industries. Exiting the recent downturn in the economy, the reservation is seeing strong growth in a variety of industries such as construction. During the period ranging from January 1, 2020, to January 1, 2021, the Job Service Polson database showed that 1,399 jobs were available in the county, which includes a significant portion of the Flathead Reservation. There were other jobs available that were not posted in this database and were not quantifiable here. Health care careers and positions for drivers continue to lead the job opportunities. (Please note that while it is extremely difficult to provide complete quantitative data about the number of jobs in each field, the following shows a breakdown by keywords. This is not a scientific survey; however, the former Director of Job Service Polson, Project Partner Debra Krantz, believes this is representative of the types of jobs they are seeing locally. Keyword # of postings driver 49 nurse RN Keyword # of postings CDL 6 43 C.N.A. 11 24 health 97 home health 53 caregiver 43 retail 42 clerk 5 cashier 14 clerical 5 receptionist 10 administrative assistant. 22 CSKT Comprehensive Economic Development Plan/Strategy 2026 Page 46 sales cook 32 12 food server 20 1 food service 17 housekeeping 14 day care 0 teacher 10 teller 2 finance 11 accountant 62 bookkeeper 2 HVAC 3 production 58 laborer 15 construction 12 farm 8 automotive 6 mechanic 10 machinist 0 manager 96 supervisor 25 computer 42 information technology 38 When looking at all of western Montana, the following table shows 32 occupations where there have been over 30 annual job openings and at least 1% annual growth. This table also lists the average annual wage for those occupations and highlights those occupations that most interested unemployed Tribal members, according to CSKT’s 2014 Job and Training Needs Survey. CSKT Comprehensive Economic Development Plan/Strategy 2026 Page 47 Western Montana Labor Market: 30+ Annual Openings and Growth of At Least 1% Per Year Occupation 1. Personal Care, Child Care, Fitness Instructor, Recreation 2. Computer and Mathematical Occupations (Computer and Info Sci) 3. Nursing, Psychiatric, and Home Health Aides 4. Health Technologists and Technicians 5. Food and Beverage Serving Workers 6. Supervisors of Food Preparation and Serving Workers 7. Woodworkers (cabinet makers or finish carpenters) 8. Financial Specialists 9. Sales Representatives, Wholesale and Manufacturing 10. Information and Record Clerks 11. Health-Treating Practitioners (Registered Nurse) 12. Restaurant Hosts and Hostesses, Dishwashers 13. Counselors, Social Workers, and Other 14. Grounds Maintenance Workers 15. Medical Assistant, Dental Assistant, Medical Equipment Preparer, Veterinary Assistant, etc. 16. Construction Trades Workers 17. Financial Clerks 18. Building Cleaning and Pest Control Workers 19. Motor Vehicle Operators 20. Cooks and Food Preparation Workers (Culinary Arts) 21. Secretaries and Administrative Assistants 22. Supervisors of Office and Administrative Support Workers 23. HVAC Mechanic, Machinery Mechanic, Medical Equipment Repair 24. Business Operations Specialists 25. Sales Representatives, Services 26. Security Guards, Ski Patrol, Transportation Screeners, etc. 27. Material Moving Workers 28. Retail Sales Workers 30. Vehicle and Mobile Equipment Mechanics, Installers, and Repair 31. Metal Workers and Plastic Workers 32. Law Enforcement Workers Annual Total Average Growth Annual Wage Rate (%) Openings (Year) 2.4% 2.2% 2.0% 1.9% 1.8% 1.8% 1.7% 1.6% 1.6% 1.5% 1.5% 1.5% 1.5% 1.5% 168 75 93 138 457 43 40 76 47 212 189 90 87 55 $21,460 $64,770 $22,180 $30,010 $18,100 $28,110 $28,710 $54,440 $46,640 $24,310 $58,840 $18,150 $38,000 $30,000 1.5% 43 $30,700 1.4% 1.4% 1.4% 1.4% 1.4% 1.4% 1.4% 1.3% 1.3% 1.3% 1.3% 1.2% 1.1% 1.1% 1.0% 1.0% 197 167 152 133 127 109 42 93 81 53 52 89 515 90 33 30 $37,090 $31,120 $22,610 $39,430 $28,000 $27,710 $43,300 $50,180 $45,420 $46,640 $22,690 $40,000 $21,820 $38,520 $30,500 $47,380 Occupations highlighted in yellow are those that unemployed Tribal members said interested them most. Occupations highlighted in green are those in which unemployed Tribal members are most interested in training. Sources: Bureau of Business and Economic Research, University of Montana; Montana Department of Labor and Industry, Region 1, 2012-2022 Projected Employment. Region 1 includes Flathead, Lake, Lincoln, Mineral, Missoula, and Sanders Counties. CSKT Comprehensive Economic Development Plan/Strategy 2026 Page 48 Timber production and jobs are bouncing back somewhat after the initial effects of the COVID19 pandemic. The pandemic and other factors caused local mills to reduce the amount of "load" they would take from local timber sales. This in turn affected the demand and prices followed downward. [In early 2021,] prices and demand are now trending upward in the region, and local mills are slowly following suit.” (Tribal Forestry Department Head Tony Incashola, Jr., Jim Durglo, telephone communication, 2-22-21). RELATIONSHIP TO LARGER REGIONAL AND GLOBAL ECONOMIES—ADVANTAGES AND DISADVANTAGES Unlike more remote Indian reservations, the Flathead Reservation is located in the center of western Montana’s growing economy. The reservation is bordered on the south by Montana’s second largest urban trade center, Missoula County, and on the north by one of Montana’s fastest-growing counties, Flathead County—home to world-class skiing in Whitefish and located next to Glacier National Park. And because the reservation is located on the major transportation arterial that links these areas—U.S. Highway 93—there is some spillover effect from passing tourists and economic leakage as reservation residents travel to the cities to buy goods and services. Recreationists and new residents come to the Reservation from these cities and beyond because the Reservation is blessed with spectacular natural resources, including Flathead Lake, the Ninepipe and Pablo National Wildlife Refuges, the National Bison Range, the Mission Mountains, and the Jocko and Flathead Rivers. However, overuse of some areas and uncontrolled growth in others are affecting tribal members' cultural practices, including fish, plant, and berry harvesting. CSKT currently offers lake trout fishing derbies on Flathead Lake and is considering commercial fish sales due to increased populations of lake trout—a non-native species introduced into the lake by recreational fishermen years ago. Lake trout has outcompeted native fisheries in the lake, and the Tribes and State Department of Fish, Wildlife and Parks are working to restore the native fisheries. To lessen the impact of tourism, CSKT are considering the development of itinerary planning for tourists and encouraging Tribal member trained guides to provide cultural education-based tours. Tours that were available at the Peoples Center Museum in Pablo are on hold due to a fire at the center. Staff have relocated their offices and gift shop to St. Ignatius and renamed the center the Three Chiefs Culture Center. OTHER FACTORS AFFECTING THE ECONOMIC PERFORMANCE OF THE RESERVATION WORKFORCE ISSUES According to the 2014 CSKT Sustainable Economic Development Study and Tribal Job and Training Needs Survey, nearly 3 out of every 5 Tribal members who are employed work for CSKT. Approximately 23% work for a private or non-profit company, and less than 7% are selfCSKT Comprehensive Economic Development Plan/Strategy 2026 Page 49 employed. If a federal shutdown should occur again, or if severe cutbacks are made to the Tribes’ self-governance compact and Public Law 638 contracts, Tribal funds could not sustain Tribal employee wages. Also, according to the study, the unemployment rate for Tribal members living on the reservation, ages 18-60, is 13.9%, which is considerably higher than the 10.8% rate for 2012 reported by the Montana Department of Labor and Industry for all people ages 16 and older in the reservation's labor force. While overall reservation unemployment had dropped to 4.9% in 2020, we were not able to capture While Tribal government and its corporations have made great strides toward employing Tribal members, there remains a gap in employment and wages for many. The poverty rate for American Indian families in Lake County (the largest county within the Reservation) continues to be triple that of white families. CSKT’s Department of Human Resource Development manages several income assistance and workforce development programs and provides services to 60 percent of the tribal members residing on the Flathead Reservation with Workforce Investment Act (WIA), Child Care, Temporary Assistance for Needy Families (TANF), Low Income Energy Assistance Program (LIEAP), and General Assistance funds—another indicator of the unemployment/underemployment rate of the Tribal population. 22 As mentioned previously, according to the ACS Community Survey 5-year estimate (2015-2020), the unemployment rate overall in Lake County among those 16 and older was 4.0%. The unemployment rate within the boundaries of the reservation was 7.4% according to the ACS Community Survey (2015-2019). These numbers are most likely increasing due to the 2020-2021 COVID-19 pandemic. The 2014 Survey also showed that, on average, Tribal members expressed a willingness to commute 30 miles one-way to work. A majority of Tribal members (54.5%) were willing to commute off the Reservation to work if they could return home each night, while 45.5% were unwilling to do so. The ACS Survey reported that of the employed 11,990 Tribal and non-Tribal workers above the age of 16, 880 worked from home, and 11,110 were willing to commute an average time of 19.1 minutes to their place of employment. GAPS IN THE TRIBAL WORKFORCE The Job and Training Needs Survey and resulting Sustainable Economic Development The study focused closely on four groups of Tribal members: 1. 2. 3. 4. 22 Unemployed or not in the workforce Near or below the poverty threshold Young adults Women DHRD, Annual 477 Report to the Office of Indian Energy and Economic Development, Division of Workforce Development, 2008. CSKT Comprehensive Economic Development Plan/Strategy 2026 Page 50 Among unemployed Tribal members or those who were not in the labor force, most previously worked in low-skill and low-wage jobs. The jobs included: • • • • • • • • Janitors and Cleaners Home Health Aides Wildland Firefighters Security Guards Dishwashers Maids and Housekeeping Cleaners Gaming Cage Workers Farmworkers and Laborers In addition, the unemployed no longer in the labor force were much more likely to have low levels of educ [Text truncated at 120,000 characters. The full text is on the page linked above.] --- Source: Frix Law Library, https://www.frixlaw.com/law-library/documents/tribal%3Aconfederated_salish_and_kootenai%3A400c80096a0b17c0. Public record. Not legal advice.