THE CONFEDERATED TRIBES OF THE WARM SPRINGS RESERVATION OF OREGON (1991)

THE CONFEDERATED TRIBES OF THE WARM SPRINGS RESERVATION OF OREGON

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Red Hand

Warm Springs, Oregon 97761

LETTER FROM THE CHIEF EXECUTIVE OFFICER

KEN SMITH,

CEO

For the Confederated

Tribes of Warm Springs, 1991

was a year of transition as we

faced a major challenge with

our Forest Products Industries

enterprise. We had to make a

tough business decision to

protect the Tribes’ financial

interests in this area. Tangible

development began on the Early Childhood Education

Center, and Museum. Like all of our major projects, these

two were once only dreams. Their development has been a

long process with many years of planning to bring them to

reality.

It was a year dictating change in our largest revenue

producing industry, and a stern reminder that we must

diversify our economy. Timber has been our most valuable

natural resource, and responsible for much of the economic

progress made on our reservation. In October, Tribal

Council made a decision to close the plywood plant because

the plywood division of WSFPI was no longer a viable

enterprise. The decision was based on the analyses of

market conditions and large operating losses of the plywood

plant.

Another factor was not enough timber is available

to supply all three mills because of the decrease in the

annual allowable cut. Also, the Tribes’ timber resources

were not being used to full potential. The challenge is to

make WSFPI a strong enterprise again, and to create

additional jobs through value added wood products and to

operate a more efficient operation. The timber market has

become a world-wide econemy, with the world’s

industrialized nations becoming more diversified.

To meet the demands of the 21st century, we must

expand our market and become more innovative. As an

example, we could build a facility that’s flexible enough to

cut Japanese and domestic dimension lumber. Another

option is to purchase off-reservation logs to expand our

operations, and consider joint ventures with other

corporations in value added wood products. These are some

of the exciting possibilities for the future of our reservation.

Much work took place in 1991 to stimulate the

private sector economy of our reservation, Areas that were

concentrated on include the Commercial Corridor Master

Planning project, a "Greenhouse Program" to encourage and

support tribal member owned businesses through an

extensive twenty week training course, and initial planning

began on a long-term economic strategic plan. Economic

development is one of our greatest challenges in which there

is a vast potential for growth and there is great optimism as

we move forward in our planning efforts.

Another area of great importance is community

involvement in the setting of goals and direction. We had a

series of budget workshops with the community which

provided insight on what is important to the people. There

was a good exchange of ideas and input on the needs as they

see it, or experience it. We will continue to build upon these

efforts to utilize the many strengths and talents of our

people.

One of the positive events was the Museum groundbreaking ceremonies on May 7, with construction beginning

shortly thereafter. By the end of the year the building was

85% complete. The museum represents the long and proud

history of our Tribe. It will help people understand and

respect the tribal legacy which we carry on from generation

to generation.

Another accomplishment this year was starting

construction of the Early Childhood Education Center. The

Early Childhood Education Center will have a capacity for °

460 children and will give our young people a firm

foundation in beginning their education. This is a major

investment in our children who will someday determine the

destiny of our future.

We have successfully faced many challenges in the

past, and we will continue to overcome adversity. However,

the world is becoming more complex as we move into the

21st century. For us to keep pace in the business world, and

continue to protect our sovereignty and way of life, we must

place a higher priority on education. We currently lag

behind the national average in student achievement. Our

students scored lowest in S.A.T. scores last year in Jefferson

County, The tribal drop-out rate for 1991 was 36%. These

statistics are not acceptable, We talk about creating jobs and

maintaining a high level of tribal member employment. We

must face reality and ask what kind of tribal jobs are going

to be available in the 21st century? They will be much more

sophisticated and demand a higher level of education. If our

work force does not have the education, we will continue to

rely on outside expertise. It is imperative that we, as tribal

members, become self-reliant and less dependent on tribal

government, state government and federal government. A

good education is a big step in that direction.

We are striving to become a healthy, happy, and

proud community. This mandates many changes and

encompasses major challenges. Our people need good jobs,

good education and, most of all, they need to make good

choices in their lifestyles. Our forefathers cared greatly

about our future--they negotiated the treaty for us with our

children’s children in mind. Time has proven them very

wise, blessed with compassion, determination and vision.

Their vision for us was a better life. Some of us have

fulfilled that vision...some of us have not. If we make

changes in our lifestyles, and view the future with optimism

through education and hard work, we will fulfill the dreams

that our forefathers envisioned for us.

LETTER FROM THE CHAIRMAN

Photo courtesy of Spilyay Tymoo

Pai at’uk yi anwict. The effects of the stagnating

national economy hit home for us in 1991. Operating

difficulties at WSFPI became the focus of our attention early

in the first quarter. Unlike the previous short term setbacks

of the 1980’s, this one was major and took our full energy

over the year to finally make some strides.

The chain of events unfolded:

> In February, a temporary stumpage adjustment; cancel

WSFPI dividend payment; and directive to develop a

Business Plan to address the current financial

predicament

> In July, interim five-year harvest levels were set and

deferral of the August stumpage payment

> In August, a decision to retain turn-around experts to

assist in the completion of the Business Plan and

refinancing

> In October, due to the impending state of major

operating and financial decisions, the WSFPI board was

suspended

> In November, a recommendation from the turn-around

experts to close the plywood division was accepted; 115

laid off

> In December, adoption of a three-month Cutting Contract

extension (the Cutting Contract by its normal terms is a

10-year agreement)

At the close of the year, we had gone through a

major review of the WSFPI Plan of Operations, Cutting

Contract, overall financial picture both short and long term

and employment and training objectives. We looked at

related issues such as the timber supply; implementation of

the Integrated Resource Management Plan; other

opportunities for better utilization oftour resource; the

logging component and econothic/employment implications

of our Tribal logging contractors. ‘

This process was not without pain and emotion.

The decisions were difficult because they had immediate and

harsh impacts on our people. We now feel the most difficult

part of the challenge is behind us and anticipate a much

better outlook for the future.

At the other end of the spectrum, Kah-Nee-Ta

Resort had its best year ever with gross revenues of $6.5

million, Operations at Warm Springs Power Enterprises

were down 13% due to the low water year.

Concluding decades-long planning, construction of our

museum got underway in the spring of 1991. The museum,

when completed in mid-1993, will be home to a priceless

collection of tribal artifacts that have been gathered since

the early 1970's. Another important project that has long

been in our plans came to reality in 1991 -- the Early

Childhood Education Center. Though both projects were

approved by referendum vote in 1988 and 1989 respectively,

each called for fund-raising beyond set tribal appropriation

and financing levels.

The proposed Health and Wellness Center to

accommodate our growing population and expanding health

needs went to referendum for the second time in two years

on February 26. It was approved by a 453-181 vote of the

membership. The emphasis in 1991 has been to finalize the

design, conduct negotiations with IHS on staffing, equipping

and future operations, maintenance and the tax-exempt

financing. Construction is expected to be underway in July

of 1992 and continue over a 12-month period.

Other community progress over the year included

construction of the East Tenino Bypass Road Project to

relieve traffic congestion in the community. This project is

scheduled for completion later this year. The USDA Food

Distribution Warehouse, whose construction cost was

financed by 1990 budget savings, was completed and began

operation in late fall.

Finally, we acknowledge and thank the Tribal

Council executive committees for the many difficult issues

and tasks they deal with on our behalf. All of the

committees deal with important issues, but to highlight a

few with particularly tough assignments over the last year:

The Fish & Wildlife Committee, who in the

normal line of duty deals with hunting dnd fishing

regulatory issues, was also forced to deal with sovereignty

questions brought on by petitions to list Columbia Basin

salmon stocks as threatened or endangered.

The Land Use Planning Committee faced

complex land use issues related to ambitious planning for

economic development.

The Timber Committee, in its normal role of

approving timber sales, also contemplated issues of future

timber supply and forest management in light of current

realities. '

The Education Committee, prompted by

concerns from the membership, sought ways to best meet

the educational objectives of the tribe.

In closing this report, we would like to commend all

our committee members and pay special tribute to three of

those who served with us: Dennis Starr (November 1990),

Land Use Planning; Pat Smith (December 1990), Education

Committee; and Arlene David (April 1991), Health &

Welfare Committee.

MESSAGE FROM THE CHIEFS

Terrance Courtney, Jr. photo of painting by Richard Wiley

NELSON WALLULATUM

WASCO CHIEF

Nelson Wallulatum took the oath of office on June 2,

1959. In 1992, Chief Wallulatum will take his 12th oath for

Tribal Council. He is the longest reigning Chief, and most

experienced member of Tribal Council.

There is a crises.. There has been a dramatic

increase in population, without jobs to match the population

growth, compounded by the depressed timber market.

Foremost in my mind is how do we take care of our people

as we face a depressed job market?

What is our ability to generate funds or programs to

take care of these people in distress? We need to provide

jobs that enhance both our reservation and our people. I

want our people to be living persons, with self-pride and selfesteem. Our people should feel good about themselves, and

we can help by providing jobs. Policies should be

implemented by Tribal Council to help our people acquire

pride and hope. We are a proud people, and some may need

assistance, but I think they would like an opportunity to

earn a living..te feel good about themselves.

I would like to see the Tribe invest $700,000 plus, in

conservation...not in high tech...but in a hands on work

program, An investment in our natural resources and our

human resources. We can put our people to work doing

things that benefit our reservation, and at the same time

build self-esteem and self-worth. Useful programs like

fencing our riparian areas, clearing and building trails in

our mountains, litter patrols, community clean up crews,

fixing fences and cleaning up our cemeteries, rolling up old

wire and fixing fences on our ranges, rolling up wire from

down fences on old allotments, building corrals and bull

pasture fences, developing and protecting spring areas,

planting trees and other natural vegetation, and helping our

senior citizens with projects they may no longer be able to

do themselves.

The job market has not kept up with our increasing

population, despite the efforts of Economic Development.

We know we have 300 to 350 people who would work if

given the chance. I think we should give them the chance.

Some may still need assistance, and that’s fine. But we must

give them a way to earn a living, a way to feel good about

who they are, a way to see a brighter future.

We've got to come up with the answer, and I think

the answer is an accelerated investment in natural

resources...and we must do it quickly.

Terrance Courtney, Jr. photo of painting by Wayne Chin

VERNON HENRY

PAIUTE CHIEF

I am reluctant to speak realizing this will sound

very negative. But we have problems that can only be solved

by confronting them.

We don’t communicate. We sit in Tribal Council

and talk about communication. We say we are going to

communicate...then we don’t. We have community

meetings...people tell us what they want to see done...then

we get into Council and everyone has a different point of

view of what was said.

Tribal Council doesn’t want to be accountable for

their actions, or the actions of the Organization. When we

have a tough decision to make, we hire consultants. And

then we tell them what to do. I fail to understand why we

hire consultants or managers and then override their

decisions. If we don’t like what they are doing, we fire them

and hire some more. I fail to see why we hire consultants if

we are not going to let them do their jobs.

Everyone says our kids need education, yet we don’t

encourage all the kids. We need to encourage them from

grade school to high school and on to higher education. A

few do go on..then we throw up road blocks. If a kid decides

to be an engineer, we tel! him NO, you are better qualified

for another field. If the kid continues, we don’t fund him.

Funding of our students becomes political.

We say we want tribal members to go into private

business, When a guy goes into Economic Development he

knows what he wants to do. Economic Development tells

him to present a plan. If he can’t put it into a plan, the

dream dies. If he went to the bank and told them how

much money he wanted, and what he expects to make, they

would go for it.

In order for us to get the people to believe in us

again, we must separate politics from organizational

functions such as education, employment, and economic

development.

Terrance Courtney, Jr. photo of painting by Richard Wiley

DELVIS HEATH SR.

WARM SPRINGS CHIEF

As I look at the Tribal Organization each year at

budget time....we go to the people and say we need this

amount of money to do the job. The people tell us that

something is wrong, and if the people say something is

wrong, then it is wrong. The Organization is not working

the way it should. My question is...are the people getting

their bang for the buck? We need a way to evaluate our

programs from the C.E.O., General Managers, and on down.

For our future, I’d like for our people to stay in

school. Our young couples with children need to go back to

school. We can’t all work on the reservation like we used to.

In the future our people will need to go off the reservation to

work, and to do that they have to be able to compete. You

need learning from books, and you need to learn our

traditional ways...when you combine the two, you will do

very well. Our people can do it.

I would say to the young...do whatever you're

dreaming of. You can make it a reality if you work at it.

Follow your dreams... wouldn’t dream of sitting here as

Chief back in my alcoholic state...but I changed. I returned

to the old teachings. That’s what our young people must do.

Don’t wait until you are fifty years old to find the secret of

life.

How long do we have on this earth? The old people

used to say "Cau nawd maat ti¢ampa,” not very long. The

window of life is very short...don’t wait until it starts to close

before you start to enjoy the real, honest, good life. We are

here for a very short time...don’t waste it! We as a people

must return to our spirituality. Our Indian laws were much

stricter in the old days...and yet, our people were happy. We

could turn to our Indian ways when things went bad.

Today, many of our people turn to alcohol or other drugs

because they do not know the secret of life.

When our life is done, we must leave something for

the future generations. We must ask ourselves, did we leave

enough water for the salmon? Did we leave enough trees for

the forest? Did we leave enough grass for the cattle? Did

we leave enough berries and roots for our people? Did we

leave enough deer to feed our people...Did we leave enough

of everything nature provided for our means? Did we

educate the children so our people can continue on this

earth?

Today our people must prepare to meet the

challenges of the future. We must take care of the land so

future generations can enjoy what the Creator has given us.

We must find other ways to provide for our future. To do

this, we must change to meet the challenge. When we

return to the old teachings, we will feel good about

ourselves...we will feel good about who we are, and what we

can offer our children.

1991 ENVIRONMENTAL ISSUES

ADDRESSED BY TRIBAL COUNCIL

Photo courtesy of Hamilton Greeley

Deschutes River Winter Season Closure. During

1991, the four-year old dispute between the tribe and the

Oregon Fish and Wildlife Commission concerning the

opening of the winter fishing season on the Deschutes River

bordering the reservation was partly resolved. As a result of

the tribe’s request for complete closure of the winter season,

the Oregon Fish and Wildlife Commission enacted a partial

closure of the winter season for the area between the

Highway 26 bridge and the bottom of White Horse Rapids.

The Tribal Council, however, expressed unhappiness with

the Commission’s decision to leave portions of the winter

season open bordering the reservation. The Tribal Council

will continue to seek a complete closure of the winter

season,

Spotted Owl. For a time, it appeared that the tribe

would be drawn into the regional controversy concerning

protection of the Northern Spotted Owl under the

Endangered Species Act. The federal government proposed

a rule designating several thousand acres of forest Jand on

the Warm Springs Reservation as critical owl habitat.

However, based on the tribe’s objections, a final rule was

adopted exempting all tribal land from the critical owl

habitat designation.

Columbia River Gorge Plan. 1991 saw the

completion and adoption by the federal government of the

Columbia River Gorge Management Plan. The tribe was

successful in including provisions in the Plan protecting

tribal treaty rights and cultural resources in the Columbia

River Gorge National Scenic Area. Also, a tribal member,

Lewis Pitt, Jr., was appointed by Governor Roberts to the

Gorge Commission.

In-Lieu and Access Site Legislation. Progress was

made during 1991 toward implementation of the Columbia

River in-lieu and Access Site legislation that will eventually

result in construction of nearly two dozen new in-lieu and

access sites on the Columbia River between Bonneville and

McNary dams. In 1991, plans were finalized for the

rehabilitation of the existing in-lieu sites in Bonneville pool

and for the construction of several new sites in that area,

Endangered Species Act/Salmon Summit, 1991 saw

the listing of three Snake River salmon runs under the

Endangered Species Act. The Tribal Council and Fish

Committee worked through the salmon summit process to

ensure that the Endangered Species Act results in improved

environmental conditions for the Columbia River salmon

runs. At the same time, the Tribal Council worked to

ensure that the tribe’s treaty rights are not violated by the

listing process.

NATURAL RESOURCES

The Natural Resources Department has several

important functions. It is charged with the responsibility of

administering tribal natural resources included in four land

bases.

A two-paragraph excerpt from the tribal vision

statement clearly states the magnitude of commitment.

"The act of recsguizing the Creater by giuing

thanks for the lifeblood of water serves ad a

reminder and example, “The tame water which

aud. ather resourced,

Whe decisiane of today and tomorrow wcat

ctrengtlen the foundation of the legacy entradted ta

aa by our forefathers. We muat tn turn entrust the

legacy to our children to. manage for their children,

We must pass along not only the tools to manage

alt the resources, butt alto the values and. beliefs,”

Areas requiring the attention of the Natural

Resource Department include the Warm Springs

Reservation’s 640,000 acres, ceded lands containing

approximately 10 million acres, traditional usual and

accustomed lands described in the treaty, and ancestral lands

covering the original domain of all three tribes.

To effectively manage the program, Natural

Resources has implemented a five-year plan addressing

several key objectives and priorities. Priorities include

enhancing Fish, Wildlife, Parks, Water, Soils, Range,

Agriculture, Forestry, Realty, Culture, Inter-governmental

Planning and Management. Objectives focus on Integrated

Resource Management Planning, upgrading natural resource

protection and enforcement, completing a natural resources

economic reconnaissance project and a host of other

projects.

A wide range of activities and accomplishments

dominated 1991. Natural Resources General Manager Jody

(Charles) Calica initiated cooperative management planning

with eight adjacent National Forests within the Tribe’s

treaty territory. The emphasis is protecting and enhancing

treaty rights and tribal authority. A conceptual design of a

natural resource protection program was also completed.

The Ranger Program, when implemented, will guard against

violations such as poaching, cattle theft and trespass.

Natural Resources worked in conjunction with the

Business and Economic Development Department in

initiating the Natural Resource Economic Reconnaissance

Project. It identifies new economic opportunities utilizing

the Tribes’ natural resources.

An important step was taken when Oregon State

University and the Tribe signed a Memorandum Of

Understanding, The agreement provides assistance in

resource management, economic analysis and training

services.

The Geographic Information Systems Project came

to fruition in 1991. Natural Resources now enjoys the

capability of mapping and analyzing special projects through

computer science. This provides a valuable tool in the

integrated resource management planning and

implementation process.

Alternatives and analysis were conducted for a tenyear Forest plan in accordance with Tribal Council direction.

The branch also participated in the analysis of reservation

geothermal potential.

With water rights moving to the forefront,

environmental issues becoming more significant, sovereignty

always at risk, and a growing population in need of jobs...the

Natural Resources Department faces persistent challenges.

However, the ever-changing world of technology and sound

management practices should enable the Tribe to meet those

challenges.

PUBLIC SAFETY

1991 was a year of changes and challenges for

Public Safety General Manager Jeff Sanders and his

employees.

Employees participated in diverse training to

increase their skills). The majority of Police Department

training centered on retaining or obtaining certification

required for positions in Corrections, Patrol, and Fire and

Safety. The Victim’s Assistance Program offered training for

volunteers in early 1991.

Staff members Jeff Sanders, Rick Souers and

Deborah Jackson were utilized by the National Indian

Justice Center and grantees of the Children’s Justice Act for

child sexual abuse awareness training.

Fire and Safety continued to present monthly First

Aid and CPR courses throughout the year. One of the major

milestones for Public Safety departments was the reestablishment of the Children’s Protective Team. It now

operates in a more consistent manner, including working

with the Courts and Health Service branch.

Public Safety continued efforts to improve

community relations, including programs such as home

security identification network with the Tribal Housing

Department. The DARE (Drug Awareness Resistance

Education) was taught at Warm Springs Elementary School.

Public Safety also networked with the Central Oregon Drug

Task Force, Alliance for a Drug Free Central Oregon,

Prevention of Child Sexual Abuse with Northwestern Indian

Child Welfare Association and Headstart in Warm Springs.

The Victim’s Assistance Program was instrumental

in developing training for child sexual abuse issues. A major

result was the taping of a video on child sexual abuse, which

will be used to implement training for Headstart children

and teachers.

Drug and alcohol-related arrests increased by 9.6%.

Total arrests were 3,312 with alcohol making up the

majority of arrests. (It should be noted that many of the

arrests were repeat offenders, one offender was arrested

sixteen times in one year.) Driving under the influence

citations numbered 218. There were 194 reported incidents

of child neglect, abuse, or sexual abuse. Sanders attributed

the decrease of tribal employee substance abuse problems to

the Employee Assistance Program. "Hopefully the EAP drug

testing program will also impact family members not

associated with the tribal organization" Sanders said.

Determining if substance abuse is increasing is difficult

because of the growing population.

Public Safety increased enforcement of curfew

violations and expanded drug surveillance and intelligence

gathering through a Drug Team. Officer training in

specialized enforcement was also intensified.

An attendance officer was hired to address the

chronic school truancy problem and a patrol position was

added to help with Fish and Game enforcement. Also an

inmate enhancement program was initiated.

For the Public Safety Branch, the challenge of the

future is the persistent challenge of substance abuse.

Sanders stated, "Most of our challenges, in one way or

another, relate to substance abuse. Most problems

encountered on the reservation are either directly or

indirectly related to dysfunctional human behavior."

Sanders added, “To reduce law and order issues, we must

first address the real concern of substance abuse, And

substance abuse is only the symptom of a larger problem.”

FINANCIAL SERVICES

The greatest challenge for Financial Services

regarding the staff was the continuing challenge of training

and cross training Tribal Members in technical services.

Training ran the gamut from the lower echelon positions in

the Purchasing Department to Systems Analysts. There

continues to be a shortage of Tribal Members with the

minimal skills for the technical positions. This is a

challenge, but is encouraging because it’s an opportunity for

any Tribal Member to acquire the necessary skills.

Financial Services was instrumental in initiating an

apprenticeship program. For administrative jobs unskilled

personnel were given an opportunity to pursue an

educational program coupled with on-the-job training. Two

people have left the department to continue their education.

One has received a scholarship for completing her MBA and

the other is enrolled at Central Oregon Community College.

On the financial side, Warm Springs Forest

Products suffered reverses that led to the closure of the

plywood mill. This produced a decline in tribal revenue

because of the curtailment of stumpage purchases. Because

of those challenges, WSFPI also was unable to provide a

dividend to the Tribe.

Another challenge for Financial Services was

initiating negotiations for financing of the Early Childhood

Center. The referendum approving construction of the Early

Childhood Center gave the Tribe authority to borrow funds

to complete the project. This was the first time the Tribe

pursued commercial money market institutions instead of

seeking low interest federal loans or guarantees.

In 1991, Financial Services was engaged in

scrutinizing two major construction projects. With millions

of dollars involved, the department was responsible for

assuring that the Museum and Early Childhood Education

Center were within budget throughout construction.

Financial Services assisted in developing a pilot

project utilizing space made available by the closure of the

plywood mill. The project was evaluated in both economic

and employment terms. The project uses diatomaceous

earth to produce products that can replace existing products

at lower cost and higher quality. At the end of 1991 the

pilot project was ready to begin experimental production.

During 1991, development work for the new finance

software system was completed, enabling implementation by

January of 1992. The new system will eventually allow each

department to have direct access to their data in the

mainframe computer.

HUMAN RESOURCES

The Human Resources Department provided a

multitude of services for the tribal workforce, The Employee

Development Department established overall training

programs for Upper-Management, Middle-Management and

Line Employees.

Workers Compensation moved from Finance to

Human Resources Compensation and Benefits Department,

and completed an overall document for the self-insurance

program. Compensation and Benefits completed work on a

deferred compensation plan, short and long-term disability,

and initiated a performance review program. This

department also administers the pension plan.

JTPA successfully implemented an internship

program involving Traditional Treasures and U KREW.

Traditional Treasures was comprised of ladies practicing

their craft of beading. The finished product was then sold

through tribal outlets. U KREW developed projects with

their labor, selling their labor, or goods derived from their

labor, at a profit. Profits from Traditional Treasures and U

KREW were set aside for seed money to begin small private

enterprises through the Economic Development Department.

Human Resources continued to administer the drugfree work policy. Seventy-five percent of those placed on a

“last chance" agreement in 1991 successfully completed their

agreement. Chilkat Enterprise and Smith Enterprises, two

private contractors working with the Tribe, also enforced the

drug-free work policy.

The last quarter of 1991'saw Human Resources

preparing for the impending lay-offs at Warm Springs Forest

Products. A package for mill employees was assembled

explaining unemployment benefits, both on and off the

reservation, and other pertinent information. Exit

interviews were conducted by a panel of one employee from

Hamstreet and Stumbaugh and one tribal member.

GOVERNMENTAL AFFAIRS

AND PLANNING

The major challenge facing planners and related

staff is to develop a community-based planning, budgeting

and legislative system. "Our goal is to get the community

more involved in ongoing decision-making processes,"

according to Acting Director Ray Rangila "We’ve made some

progress. The joint committee appears.to be a promising

forum for community involvement; a program review process

will begin in 1992; and a tribal census is planned for 1992 to

document tribal member and community needs.” The new

initiatives should provide information for more coordinated

planning and budgeting - and give everyone an objective

method for targeting resources. Planners anticipate more

attention to community and economic development,

education, at-risk children, health promotion and

environmental management.

Other challenges include the updating of official

zoning maps for the reservation’s community and resource

areas; updating enrollment policies; automating the Tribal

Council’s minutes and records; and assisting managers in

developing measurable objectives to more strategically

manage their programs.

“One thing’s for sure," added Rangila, "Change is

inevitable. Our challenge is to help guide that change so it

will benefit future generations.”

COMMUNITY FACILITIES

The theme of the 1991 report, "Changes and

Challenges" was exemplified by Community Facilities in a

rewarding way. It was a dynamic year for major

construction. The Warm Springs landscape changed forever

as construction began on two projects...the $6 million

museum and the $5 million Early Childhood Education

Center. Ed Manion, Public Utilities General Manger, was

charged with the responsibility of overseeing both ventures,

as well as the Commodities Warehouse. Building Inspectors

from Public Utilities were busy administering quality control

on all aspects of construction for these projects. The

Commodities Warehouse became a reality in just 120 days.

Construction was 85% complete on the Museum.

However the sewer and water system has yet to be built.

HUD grants were being pursued to support infrastructure

needs.

A new centralized electric and water heating and

cooling system was installed in the community center, which

will reduce operational costs and provide air conditioning.

Exit lights, fire alarm system, and a paging system were also

installed.

Other changes in 1991 included hiring a full time

Sanitarian. Manion said, "I felt it was necessary to create

the position since Indian Health Service was pulling the

position back into the Area Office, and that person would be

serving two other agencies besides Warm Springs. With the

environmental issues we now face, it just made sense." The

position was filled by 638 contract.

One of the challenges faced by the branch was

improving cemetery roads and service roads. The project

was forecast as a two-year project, but due to budget

constraints became a three-year project. In another costcutting exercise, the Tribal Vehicle Fleet was reduced by

seven vehicles. "The only time we might need those vehicles

is during the Summer Youth Work Program. If that

happens, we can lease vehicles for the program," Manion

explained.

The department worked very closely with tribal

member contractors in 1991. Private contractors were

involved in road building, house construction, the

Commodities Warehouse, Museum and Early Childhood

Education Center.

Training and employment of Tribal Members was

actively pursued. Tribal member Travis Wells was enrolled

in civil engineering at Central Oregon Community College,

with the promise of employment with the branch. Another

young person was being considered for a similar project that

would provide the Tribes with an engineer. Manion

emphasized that, "These are meaningful jobs that will

provide good careers for tribal members.” By the end of

1992, the Apprentice Mechanics program at the Vehicle Pool

will be complete, providing the garage with 100% apprentice

mechanics. This will complete a three-year program.

During 1991, the Tribe assumed responsibility for

two houses on campus and the old Administration Building

from the Bureau of Indian Affairs. Community Facilities

took over maintenance and janitorial service for the

buildings. Children’s Protective Services moved into one

house, and Natural Resources moved into the other. The old

Administration Building had been occupied by tribal

employees for quite some time.

This was a year of changes and challenges for the

branch, and the activity will continue with groundbreaking

for the Health and Weliness Center scheduled for June or

July of 1992. Once a successful bid has been determined,

construction will require 12 to 18 months to complete.

KAH-NEE-TA RESORT

Photo courtesy of Terrance Courtney, dr.

Kah-Nee-Ta faced economic challenges for many

years. The challenge became less formidable under the

management of Ron Malfara. Malfara took over the

management reins in March of 1988. Since that time, the

economic picture has continued to improve.

This was the best year ever for Kah-Nee-Ta. The

resort recorded an increase of 16% in total revenue and a

dramatic 65% increase in operating profits. General

Manager Ron Malfara says, "Kah-Nee-Ta, not resting on its

past performance, looks forward to improvements in 1992."

Chairman of the Board Gordon Shown stated, "We

are extremely proud of our management and staff. As the

recession continues and the public becomes more

demanding, our staff have met and exceeded those demands

by providing better services with competitive pricing."

Shown added, "As we reach capacity of the facilities, the

Beard of Directors is looking toward future expansion that

would increase the net profit for Kah-Nee-Ta.”

MIDDLE OREGON INDIAN

HISTORICAL SOCIETY MUSEUM

The Middle Oregon Indian Historical Society has

had many accomplishments over the past several years, but

1991 will be remembered as the watershed. Most notably,

on May 8th, S.M. Anderson Construction Co., Inc. of

Portland, Oregon, began construction on The Museura at

Warm Springs. This landmark event confirmed for the

Warm Springs community that a tribal museum dedicated to

the historical and cultural preservation of the Confederated

Tribes will soon be a reality.

With this magnificent 25,000 square foot facility

under construction, a national search for new leadership

took place when Dr. Duane King left to accept a position

with the National Museum of the American Indian at the

Smithsonian Institute in 1990. After a thorough review, the

Board selected Dr. Michael Hammond as the new executive

director in August 1991. Dr. Hammond is a nationally

recognized museum professional who brings to his new

position a true commitment and enthusiasm to make The

Museum a first class institution. Prior to moving to Warm

Springs, Dr. Hammond was the director of Historic Old

Salem, a restored colonial village in the Piedmont Region of

North Carolina.

Another notable accomplishment includes spreading

the word about The Museum. Prior to 1991 few people

outside of the immediate community knew about The

Museum. Once the media learned of the Tribe’s plans, they

have been generous with both time and space, giving The

Museum exceptional coverage. As a result, new artifacts

have been donated by interested parties outside of the

community and donations have been accepted from people

all over the Pacific Northwest and the country. This kind of

support is very much appreciated.

Support is shown in other ways, too. We are

especially pleased to have the financial support of the

National Endowment of the Humanities, Meyer Memorial

Trust, M.J. Murdock Charitable Trust, the Oregon Regional

Strategies Program, and Pacificorp, among other notable

organizations. These institutions recognize that The

Museum will make a lasting impact on the entire State and

will fill an important educational role in teaching others

about the history and culture of the Tribe and about Native

Americans. The Museum will proudly assume its place

among the major cultural institutions of Oregon.

Delbert Frank, Sr., chairman of the MOIHS Board

of Directors, sums up the feelings of community members by

stating that The Museum "is perhaps the most important

endeavor ever undertaken by the Confederated Tribes,"

With the support of the community, the MOTHS Board and

staff are anxious to meet the many challenges that lie

ahead. The future is exceptionally bright.

10

WARM SPRINGS

FOREST PRODUCTS INDUSTRIES

WSFPI faced the biggest challenge of any enterprise

as the timber market continued a downward spiral in 1991.

A multitude of other challenges, including bank financing

and reduction in the annual allowable cut, contributed to the

first layoff in the twenty-four year history of Warm Springs

Forest Products Industries. Over 100 employees were laid

off as the plywood mill and veneer plant closed. Numerous

other adjustments were made to keep the smail log mill and

large mill operating.

Peet Saath

Hamstreet, Stumbaugh and Company, a Portland

management firm, was hired in August to analyze the

enterprise. One of their first recommendations was to close

the plywood mill, saying it would save some $6 million a

year.

In closing the plywood operation, C.E.O. Ken Smith

said, "Warm Springs Forest Products has long been our

greatest revenue producer, our flagship. However, when it

became apparent the operation was threatening the

economic future of our tribe, we had to do something."

Efforts are being made to develop wood products

related jobs to lessen the economic impact for Warm Springs

and the terminated employees.

WARM SPRINGS

CLOTHING COMPANY

Since its birth in October of 1986, Warm Springs

Apparel Industries has met numerous challenges and made

changes to meet those challenges. Initially, it produced

piecework, from auto seat covers to lycra tights. By 1990,

many of the challenges had been conquered, and the piecework market was lucrative. The quality of workmanship

was exceptional, But something was missing.

Plant manager and clothing designer Bernyce

Courtney recognized that "missing something"--a line of

clothing inspired by the rich ancestry of the Warm Springs

people. Warm Springs Clothing Company was established

and employees had a release for their creative energy.

Tn its second year of operation, Warm Springs

Clothing Company is producing three lines of clothing:

SPIRIT (fleecewear), TRADITION (denim with wool blanket a

trim), and LEGEND (custom-made fashions with extensive

beadwork). Handsome hang tags for the garments provide

historical and cultural background. A direct mail brochure

complements the activities of sales representatives. The

fashions are being enthusiastically received all over the

Northwest and California, and will soon debut on the East

coast. The product is beautiful, the workmanship superb,

the potential unlimited and, best of all, the employees are

proud of what they are producing.

The public can purchase Warm Springs Clothing

Company’s fashions on display at its factory outlet, located

in the Warm Springs Apparel Industries building in the

industrial park.

WARM SPRINGS

POWER ENTERPRISES

Photo courtesy of Spilyay Tymoo

The Deschutes River had experienced five

consecutive years of low water flows entering 1991. Warm

Spring Power Enterprises finished 1991 13% below its

projected Power Sales revenue forecast, making six years of

lower than normal water flows, On a more positive note,

Tribal Council appointed David Knight to WSPE Board of

Directors in 1991. Mr. Knight joins the board very

proficient in the utility business, having retired from Puget

Sound Power & Light Company as Sr. Vice President of

Operations. His experience is an asset to the Board.

Tribal Council instructed WSPE to seek potential

power production developments. One such project is

potential Geothermal Development near the southwest

corner of the reservation.

Tribal Council signed a Memorandum Of

Understanding in 1990 with California Energy Company, a

developer of Geothermal for surface exploration.

Exploration was completed in 1991 with indications of

promising potential. Tribal Council is currently reviewing

the next step of exploration, and has not made any

commitment to proceed at this time.

WSPE is working with Tribal Council on relicensing

of the Pelton/Round Butte projects which expire in 2001.

Preliminary discussions with Portland General Electric

Company have begun.

11

BUSINESS & ECONOMIC

DEVELOPMENT

Like the old adage, "Rome wasn’t built in a

day"...changes to meet the challenge sometimes come slowly,

particularly if you are starting from ground zero. Lack of

infrastructure and zoning standards have been a major

obstacle for the department since the branch’s inception in

1989. Although private business is a tribal government goal,

many important issues for successful operation of small

businesses have not been addressed. Such items have

included infrastructure, zoning, financing, buildings and

building sites.

1991 was a year of planning, research, and

education for the Business and Economic Development

Department. The commercial corridor Master Planning

project was nearly completed and, if approved by Tribal

Council, will expedite development of privately owned

businesses along Highway 26 between the Agency and

Deschutes River. The report recommended development

plans and projects, along with required changes in zoning

ordinances and other regulations to implement those plans.

Technical assistance for Tribal Members has been a

responsibility of the department. The Greenhouse Program

was inaugurated in October. Designed for people interested

in bidding on Tribal business opportunities, or starting their

own business, the course offered twenty weeks of extensive

classroom training and "one-on-one" counseling. The

purpose of the program was to increase the number of

successful, tribal member-owned businesses. Graduates will

operate owner-operator type businesses and part-time

businesses featuring beadwork and other arts and crafts.

Work started on strategic economic development

plans which will be the nucleus for long-term economic

strategy. When the plan is completed, all projects advanced

to the community will be coordinated with the plan. The

plan will be flexible enough to allow community involvement

in the process. According to Charles Jackson, Business and

Economic Development General Manager, “The strategic

plan builds on the Comprehensive Plan.”

A preliminary economic model was prepared with

assistance from Oregon State University. Jackson stated,

“This is a model we can use to assess the potential positive

economic effects of investments on the reservation, and

provides us with a way to measure results." Another project

completed was the physical model of a Warm Springs Town

Center for community review and comment. The branch

actively sought input from the community with "home-base"

meetings. Jackson met with reservation families in their

homes to discuss their view of short and long term economic

development objectives for the Tribe.

In a continuing effort to provide jobs, the Business

and Economie Development Department did a market

analysis on a "value added secondary wood remanufacturing

enterprise" proposal. Also focused on was preparing Tribal

Members to contract with the Tribe to provide janitorial and

groundskeeping services for the Early Childhood Education

Center and the Museum.

Business and Economic Development continued to

direct the operation of Tribal Construction, Tribal Credit,

radio stations K-Twins, and Project Engineering. The

Construction Department paid out in excess of $284,000 in

wages and subcontracts to Tribal Members in 1991. Credit

initiated a collections program, and K-Twins was rated

number one in Deschutes County by Willhight rating

surveys. This was accomplished in one of the most

competitive small markets in Oregon.

Charles Jackson said, “We made progress in 1991.

However, if Economic Development is to be a top priority,

we must invest tribal funds today to meet the challenge of

tomorrow.”

K-TWINS

The Tribe’s commercial radio venture took a bold

step toward profitability with the acquisition of KTWS in

Bend and the relocation of the programming of KWSI to one

central location at 20450 Empire in Bend. Relocating the

enterprise off reservation became an instant success in terms

of audience share and first-year revenues.

Advertising sales for 1991 were up over 130%

compared to 1990, The stations and their new format of

classic rock became an instant favorite in the three-county

(Jefferson, Deschutes and Crook) area. The Willhight

Rating Service of Seattle, Washington registered the stations

(K-TWINS) as the market leader with listeners 12-years-oldplus. The stations achieved an unprecedented 22.4% of the

audience 12+ just five months after moving to Bend.

12

WARM SPRINGS CRUSHING

AND CONSTRUCTION COMPANY

Photo courtesy of Spilyay Tymoo

The Warm Springs Crushing and Construction

Company (WSCS) had been in operation for ten years when

the Confederated Tribes assumed operation in 1990. WSCS

produces base rock, 3/4 minus, and drain rock out of the

two rock pits currently in use. Reject rock is used for pipe

bedding. The company has consolidated its rock testing and

scales to one location and has significantly upgraded the

equipment and workforce. One unique feature of the

crushing operation is it is portable, which allows the

company flexibility in production location.

WSCS plant supervisor, Howard Faught, brought 32

years experience in rock crushing, aggregate production and

equipment fabrication to the job. The company employs five

full-time employees. It cooperates with a number of tribal

business concerns in hauling, heavy machinery, as well as

automotive and engine repair. In addition to on-reservation

clients, WSCS also has a strong working relationship with

the Bureau of Indian Affairs’ roads and forestry

departments.

Looking ahead, the company anticipates additional

pit siting and development, a capital-intensive undertaking

that involves cat work, land planing, drilling and blasting.

The Confederated Tribes of Warm Springs is the only

reservation with a crushing operation and looks forward to

offering its services to other reservations as well as to state

highway and other road projects.

HUMAN SERVICES

The Mission statement for Human Services reads

“Human Services is committed to improving the physical,

social, psychological and spiritual well-being of members of

The Confederated Tribes.” With over $3.5 million

appropriated from the general fund, the branch has the

largest budget in the Tribal Organization. It employs onehundred-twenty people (72% tribal members), the largest

single workforce in the organization. With the well

documented social ills on any Reservation, Human Services

has a substantial task.

Three years ago CHAMPS (Community Health

Action Mobilization Planning) was inaugurated at the urging

of the late Larry Calica. Later, our Tribal Council and CEO

adopted the vision, "To become the healthiest community in

Indian Country by the year 2000." The Community Health

Department focuses on health promotion and wellness, and

getting the community involved. Sal Sahme, Human

Services General Manager, related a unique process his

branch originated in 1991. "We had a visioning 2000 exercise

with all departments. The exercise will help the

organization move toward accomplishing that goal and will

help get the community involved." Sahme continued, "We

created a good foundation last year and, with the visioning

exercise, we should see some real program offerings by 1993

and some beginnings of change. Recognizing that it

probably took 50 to 100 years, or longer, to create the

unhealthy lifestyles and attitudes of today, we’re hoping it

won’t take that long to see changes. We have to remember

it took the community a long time to build up to the kind of

challenges we’re confronting today."

Facing these challenges, Human Services sponsored

a Fetal Alcohol Syndrome study and workshop and

developed a strategic plan for health promotion and disease

prevention. Two counselors were hired to offer career

planning to students in grades seven through twelve. Other

accomplishments include restoring 100% of funding for Early

Intervention that was lost by passage of Ballot Measure Five.

The food commodity program was set in motion. "I

know there has been some criticism of the program because

some felt there was higher need,” Sahme said, "but to be

healthy, you must have a full stomach to go to school, to

learn, or make it through your daily life. One basic need

that must be met is food."

The Employee Assistance Program continues to

provide hope. "There’s been a real decline in the amount of

substance abuse in the work-place since the program was

initiated three years ago," Sahme commented. In 1989, our

substance abuse rate was at 13% and by December of 1991,

it dropped to 6%.

Twenty-two new positions for the Early Childhood

Education Center and the Family Preservation project were

funded without adding tribal dollars, thanks to the hard

work of Julie Mitchell, Director of Education, and John

Grant, Director of Child Protective Service. Mitchell and

Grant combined efforts to bring in a half-million dollars in

grants.

13

Sahme commended Cultural and Heritage for their efforts.

"The Language Arts Program and Community Education

Program got off the ground because of the planning and

efforts of Wendell Jim. By publishing the Saphaptin

dictionary, with the Wasco dictionary in the works, and the

beginning of the Paiute dictionary...the foundation has been

laid for a good community language program.” Sahme

added, "We’re looking at moving beyond the Headstart

program into the higher grades with our language program."

Many challenges lie ahead for the Tribe's largest

branch. A positive message comes from Sal Sahme as he

reflects after attending National Conference IHS meetings

and visiting other tribes. “I’m continually inspired by the

direction our tribe, and Human Services in particular, is

moving. When we look at the health promotion and

wellness effort of our people, we are breaking ground that no

other tribe and most communities have ever considered in

the United States."

PUBLIC INFORMATION

A consistent criticism for tribal government has

been lack of communication. That was addressed by moving

Spilyay Tymoo, KWSO radio, Public Relations and the Print

shop under the Public Information Department.

The responsibility of the Branch of Public

Information is to ensure that factual, truthful, and complete

information reaches the community, as well as county, state,

and federal agencies. Warren "Rudy" Clements, Public

Information Director, said, "We are trying to accomplish our

mission by assuring that each department covers their area.”

Spilyay Tymoo publishes a newspaper every two weeks.

They write news that concerns the people on the

reservation. KWSO broadcasts five days a week, with an

emphasis on community programming. Clements stated,

"KWSO has not scratched the surface on what they can

achieve. 1992 should bring better results in terms of

participation in community events and education with

increased hours of operation." Public Relations concentrates

primarily on the outside media, public presentations, onreservation tours, a monthly newsletter, and a weekly "news

of interest" publication. The Print shop’s principal business

is meeting the printing demands of the tribal organization.

The Branch of Public Information is a varied group

of departments that have their own individual

responsibilities relating directly to helping carry out Tribal

Council policy and direction through communication.

Clements commented, "With the creation of the Public

Information Branch, we are changing to meet the

communication challenges of the people and organization."

Clements added, "The C.E.O. Communications Task Force

was created to help in this area, and they have contributed a

great deal with innovative ideas."

The Public Information Branch also coordinates

monthly C.E.O. Community and Employee Roundtable

meetings.

PIERSON MITCHELL

Photo courtesy of Spilyay Tymoo

Pierson Mitchell has faced many challenges in his

life. After starting school in Simnasho, he moved to the

Warm Springs Boarding School. Boarding School was a

challenge since he was not allowed to speak his Native

language...the only language he knew. A friend, Leroy Scott,

acted as his interpreter.

Graduating from Madras High School in 1952,

Pierson attended Oregon Tech for a year before being

drafted into the military. The United States was engaged in

a "Police Action" in Korea, With training over and the

Korean War ended, he was sent to Germany. Completing

his military obligation, Pierson returned home and went to

work for forestry as a fire fighter.

German beer is world famous, and Pierson often

sampled the brew, as did many other off-duty soldiers. As

the years passed, Pierson continued to drink socially.

However, after losing his job twice in one week he realized

he had a problem. He admitted himself to the Recovery

House in Warm Springs.

While in treatment, representatives from the Full

Gospel, Presbyterian, Catholic, and Baptist churches made

visits. Pierson remembers, "When my Mother and two

Aunts paid us a visit, they must have rearranged some brain

cells. I started to think about my early childhood and talks I

had with my Grandfather. After I got myself back on my

feet, I went back to the Longhouse."

Pierson was eight years old when his Grandfather,

Chief Frank Queahpama, died. His Grandfather was Chief

of the Warm Springs Tribe and a member of the first Tribal

Council in 1938. "Several times my Grandfather talked to

me about the proper way to live as defined by our religion,"

Pierson recalled. " He said there are many religions in this

world...but there is only one God. All people worship the

14

same God in their own way. Some of the religions are not

true...they are false...you will know they are false because of

your teachings. You will always come back to this religion

because it is yours and your people’s." As Pierson got back

to the old ways, the songs he had learned as a child started

coming back to him.

As Pierson Mitchell explains, "Our language is so

important because if you don’t know the language, you can’t

understand the meaning of our songs. The songs that we

sing in the Washut religion were not made up by anyone

living now. In the old days, when someone died, the body

was left outside where they had a tule mat longhouse. Some

people would be resurrected and come back with a message

from the land beyond death. And the message would be in

the form of a song.”

Pierson has learned a lot since returning to the

Washut religion over twelve years ago. He continues to

learn from his Mother, Aunts and Wille John. Pierson also

travels to Yakima and Umatilla to continue his quest for

spiritual knowledge.

When asked about the economic future of the

reservation, Pierson says, "The forest has served us well.

Now it is time to start giving something back to the forest."

He suggests developing Kah Nee Ta Lodge further, maybe

even gambling each Tuesday, Wednesday, and Thursday.

Pierson says the weekends take care of themselves. He also

says the Village should stay the same and not include

gambling. Developing hiking trails and horseback trails

around Kah Nee Ta would be a benefit. Pierson adds, “I’m

not saying we should open up the Reservation to hunting,

but we need to investigate to see what we can do with big

game. The Apaches sell permits for hunting bull elk for

$10,000."

Pierson’s advice to the young people is "Stay in

school...learn to be productive.,.do it sober. 1 drank for over

thirty years of my life...it didn’t get me anywhere...it’s only

the last thirteen years of my life that I’ve made any strides

to improve myself, and I did it being sober."

Recently completing three years on Tribal Council,

Pierson says one of the things he is most proud of is "How

the leadership of our community sticks together. We might

have our differences at times...but when it comes right down

to the nitty gritty, we stick together...and we always have."

He feels Warm Springs has good leadership. "That’s the key

to the success of Warm Springs."

Pierson is married to Rose Marie Dick, who quit

drinking two days before he did. He may always be two

days behind Rose in sobriety...but in the last thirteen years,

he has made up for lost time. He is the Probate Officer for

the Tribe, he was elected to Tribal Council in 1989 serving

as 2nd Vice Chairman, and is the Warm Springs Tribe Sub-

Chief. Pierson Mitchell is a role model, demonstrating the

power of an alcohol and drug free life.

OLNEY PATT, SR.

Photo courtesy of Eastman Photography, Bend, Oregon

Forty-one years have elapsed since Olney Patt, Sr.

was first elected to Tribal Council. In 1950, many important

decisions and issues faced a small, struggling tribe. The

Tribal Council had been in existence only 12 years. Then, as

now, Tribal Council tried to conduct business with a vision

and concern for the people. Not only the people of the

day...but the people yet to come.

Highway 26, from Warm Springs to Portland, was

just a year old. Life was difficult for the people of Warm

Springs. There was no money...no industry...no tribally

funded education and no tribal government as we know it

today.

1950 was the dawning of a new era...and a new

leader would lend his visionary quest to an already imposing

cast of tribal leaders. They would move Warm Springs to the

forefront of Indian Country.

United States District Court Judge Owen Panner

commented, "Over the years, Olney was correct in his

judgment on every basic issue. He favored keeping the funds

from the Celilo settlement for use by the tribes generally,

and to produce more income for future generations. He

favored the Oregon State Study, which turned out to be a

real blessing to the tribes. He was in favor of the Pelton

and Round Butte dams, when there was much opposition."

Olney constantly reminded his constituents that

timber must be managed on a sustained yield basis. He

favored acquisition of the Kah-Nee-Ta lands which had

fallen into fee patent status. He supported legislation to

authorize the return of Kah-Nee-T'a to trust status. While in

Council, Olney worked for the acquisition of Warm Springs

Lumber Company, and helped spearhead legislation which

returned the McQuinn Strip Lands to the Tribe. Olney

Patt’s legacy to his people is rich and full.

15

Doyce L. Waldrip, Warm Springs Agency

Superintendent from 1965 to 1972, commented, "If anyone

ever writes a Profiles in Courage for Tribal leaders, Olney

should have a prominent place in that publication." The

early sixties were critical times for the Confederated Tribes.

The Celilo settlement funds had been appropriated by the

congress, Yakima, Nez Perce, and Umatilla had already paid

out most of the settlement funds per capita and pressure was

building within the Confederated Tribes to do the same

thing.

Waldrip remembers, "In a critical meeting at the

Agency Longhouse, Olney Patt Sr., standing almost alone,

made a profoundly moving speech urging the Tribes to keep

the funds intact for future Tribal projects and programs.

Many of the projects flowing from the Celilo Funds decision

were made under the stewardship and leadership of Olney

Patt Sr." Waldrip concludes by saying, "He was a pleasure to

work with and in my 30 plus years working with Tribes, he

remains always to me, the Dean of Tribal Chairmen."

In March of 1975, Olney was presented the Indian

Leadership Award by Morris Thompson, the Commissioner

on Indian Affairs. The citation, in part, reads, "Mr. Patt’s

foresight and advocacy enhanced the Warm Springs Tribes

capability to inaugurate programs beneficial to the

membership on a long range basis which provided work and

utilized both the natural and human resources of the

reservation. Mr. Patt’s determination and adroit guidance

brought about social and economic changes that encouraged

the Warm Springs Tribes to begin their march towards selfdetermination Warm Springs Style."

Scribbling on a piece of note paper, Olney neatly

summed up a complex issue. He wrote, "The U.S.

Constitution with its Bill of Rights protects people by

regulating what federal, state and local governments can do.

These Constitutional rights do not limit the actions of tribal

government, because Indian Tribes derive their governing

authority from inherent sovereignty rather than from the

Constitution."

Charles F. Wilkinson, law professor at the

University of Colorado Law School, remembers, “Olney has

always been a champion of the Treaty of 1855, which

reserved tribal sovereignty. During the 1950’s, he fought

tooth-and-nail against Public Law 280, which would have

gutted the historic tribal sovereignty that had prevailed for

so many thousands of years. Later, he was in the forefront

of every issue, including tribal fishing rights, religious rights,

regulatory and court jurisdiction, and many more. He has

taken on a great many battles and never lost one of them."

Olney served ten elected terms on the Tribal

Council and filled Larry Calica’s position in 1986 when Larry

resigned. He served as Chairman or Vice Chairman seven

times, It is because of leadership personified by Olney Patt

and others, that Warm Springs is recognized as one of the

top Indian reservations in Indian Country.

EVALINE SIMTUSTUS PATT

Photo courtesy of COCC Broadside Newspaper

In today’s world, people have a difficult time

making ends meet. If you are raising a family, its even

tougher. If you are a single parent it can seem impossible.

Evaline Simtustus Patt is a shining example that

“All things are possible if you have faith." When Evaline

became a widow, she was the mother of 13 year-old William

(Hobo) and 3 year-old Jordan. Until 18 months ago, she

worked full-time as an employee of the Confederated Tribes.

When Evaline lost her husband, Byron Patt, ten years ago,

she became sole support for her family. Evaline says, “In

losing a spouse, you find yourself faced with a lot of different

responsibilities. The house still needs to be paid for, my

kids owned cattle and horses and I felt I had a lot to learn."

With her world in turmoil, Evaline comments, “I was

thankful for having a job and an understanding boss. I also

felt thankful for my children. My oldest boy was a crutch

and a catapult in helping us continue with the added duties.

My boys are a Godsend. I have great respect for the single

mothers trying to maintain a household by being both the

breadwinner and a mother.”

Despite formidable responsibilities and challenges,

Evaline found time to serve on the Tribe’s Education

Committee for six years, the Johnson O’Malley and Title V

Parent Committees, 509-J School Board Budget and

Curriculum Council, Oregon Indian Education Committee,

the Wellness Steering Committee and the Warm Springs

16

Alcohol and Drug Council. As if she didn’t have enough to

do, she was an EMT volunteer for the Kah-Nee-

Ta/Simnasho area.

In June of 1990, Evaline made a decision. She had

21 years of service with the Confederated Tribes. One son

was grown, and the other at an age where she had some .

flexibility. If she was going to broaden her horizons, now

was the time. Evaline resigned her supervisory position in

the accounting department, moved to Bend, and enrolled at

Central Oregon Community College. Being the mother of an

11 year-old made giving up a good job difficult. That,

coupled with leaving her son in the care of his 22 year-old

brother and leaving the reservation to enter college was an

unsettling change.

¢

However, knowing the roots of Evaline’s raising

makes this remarkable undertaking understandable. Evaline

was born into a homesteading family in Simnasho. Her

parents, Amos Simtustus, Sr., and Dorothy Thompson

Simtustus, provided strong direction. She and her five

brothers and two sisters were born into a family rich in

tradition and prominent ancestry. Her father, Amos

Simtustus, became Chief. Her grandfather, Johnnie

Simtustus, was Chief of the Warm Springs Tribe at the time

of her birth. Her great-great-grandfather Chief Simtustus,

was one of the treaty signers. On her mother’s side,

Evaline’s great-grandfather was Chief Tommy Thompson,

great Chief of the Celilo Wyam.

Like other youngsters in Simnasho, she attended

Simnasho grade school, boarding school at Warm Springs,

and Junior and Senior high school in Madras. After

persistent urging on Evaline’s part, her parents agreed to let

her attend Chilocco Indian School in Oklahoma as a Senior.

Evaline graduated in 1964.

After high school, Evaline attended secretarial

school in Pasadena, California, and completed the Manpower

Development training program at Central Oregon

Community College before getting married.

Evaline will achieve one of her long-standing goals

when she receives her Associate of Arts degree in business

administration next fall. Evaline will continue her education

at a four-year institution, working toward her bachelor’s he

degree.

Evaline has faced and met many challenges.

Sometimes she had to change her way of life, but she

continued to move forward. In her quiet way, she exudes

confidence, compassion, friendliness and grace. Always

quick with a smile, Evaline says, "I encourage tribal

members to return to school. If I can do it, anybody can.”

Beginning college 26 years after graduating from high school

and maintaining a 3.25 GPA, Evaline Simtustus Patt is an

inspiration.

JANICE WHITE CLEMMER

Photo courtesy of Busath Photography, Salt Lake City, Utah

Just a look at the impressive high school record of a

teenager from Warm Springs over thirty years ago speaks

volumes. It says that young Janice White would someday

achieve spectacular success.

During high school she was on The Honor Roll and

a member of the National Honor Society. She served as the

White Buffalo Staff Circulation Manager, Cartoonist, and

Feature Editor.

Janice was active in the GAA (Girls Athletic

Association), serving as Vice President and President. She

received the GAA "Most Valuable Member" award and

represented the GAA at the State Convention. She also held

positions of Representative, Treasurer, and President of

Future Homemakers of America and was FHA State

Delegate twice.

Her participation in Leadership Training may have

sharpened that quality she already possessed, as she was

honored with the Elks Leadership Award. She was also a

member and Vice-President of Quill and Scroll. Janice won

the Jaycee "My True Security" contest and was voted by the

student body as "Dream Girl.”

Almost like the movies, the "Dream Girl” graduated

from High School, went off to college, got married and

raised a family. The "Dream Girl" became Dr. Janice White

Clemmer.

17

Dr. Janice White Clemmer was born and raised

primarily on the Warm Springs Reservation. She is the

daughter of Walter White (deceased) and Cecil H. and

Aradonna Aguilar White Seyler. Dr. Clemmer is a greatgreat granddaughter of Wasco Chief Billy Chinook Parker.

Her tribal heritage is Wasco-Shawnee-Delaware.

A product of Madras elementary school and high

school, Dr. Clemmer earned a B.Sc. degree in archaeology

with a minor in history from Brigham Young University,

Provo, Utah; an M.A. in History from the Dominican College

of San Raphael, California; an M.A.in Education from the

University of San Francisco, California; a Ph.D. in History

from the University of Utah, Salt Lake City; and a second

Ph.D. in Cultural Foundations of Education, University of

Utah, She will graduate in April, 1993, with a Juris

Doctorate from the J. Reuben Clark Law School, Brigham

Young University.

According to certifiable sources, Dr. Clemmer is the

first Native American woman in United States history to

earn two Ph.D.s and the first of her tribe to earn a

doctorate.

Over the years, Dr, Clemmer has taught in both

public and private high schools, colleges and universities.

She still maintains an active teaching certificate besides

being a full-time, tenured university professor at Brigham

Young University assigned to the College of Education with

an adjunctship in the Department of History. Among

numerous assignments, she has served as co-coordinator of

Native American Studies at Brigham young University.

Dr. Clemmer is a member of numerous scholastic

and professional fraternities and societies. She has

researched, written, published and presented papers on a

variety of topics dealing with education, history, art, and

ethnic groups. Dr. Clemmer has an active role in

community and national endeavors and serves on several

boards of directors and councils. She has received

fellowships, academic and service honors recognition. Dr.

Clemmer has made presentations nationally and

internationally.

Married to Terry P. Clemmer, M.D., Director of the

Shock-Trauma Unit, LDS Hospital in Salt Lake City, and a

member of the University of Utah Medical School, they are

parents of two children, a son and a daughter. Both

children have earned their bachelor’s and master’s degrees.

Drs. Clemmer have five grandchildren.

Dr. Janice White Clemmer states, "Whatever

measure of success I enjoy is due to tremendous

encouragement, sacrifice, love, humor, patience and faith

from my husband, parents, children, son and daughter-inlaw, grandchildren, sisters, brother, extended family

members and friends."

|

MARTINEZ HEATH

Martinez Heath was one of eight children born to

Nathan and Lilly Heath. He acquired the nickname

"Peanuts" because of his small size.. But it was his size that

would provide his livelihood later in life.

At age 13, Martinez started riding race horses at

small Oregon and Washington tracks such as Tillamook,

Goldendale, Walla Walla, and Waterville. The son of Warm

Springs Chief Nathan Heath, he left school after his junior

year at Madras High and pursued his dream. An article in

the Oregon Thoroughbred Review in 1968 reads, “People

around the tracks knew him as a bright boy with a face so

dishrmingly pleasant, he made friends by the hundreds. And

there was a ready smile."

Martinez won his first race at an official race track

on August 2, 1962, at Gresham Park. It would take

Martinez less than three months to make it to Santa Anita

from the date of his first official win. The October 27, 1962

edition of The Oregonian reads, "Martinez Heath, the 16

year-old Warm Springs Indian who as an apprentice jockey

has burned up the horse race tracks of Portland Meadows,

Gresham, Salem and Tillamook, Thursday got the break of

his young life. He was taken under the wing of Johnny

Longden, the little guy who has ridden more winning horses

than any other ironsman in the world. The article goes on

to say, “Longden, as shrewd in judging riding talent as he is

in bootin’ them babies home, watched Heath perform in the

saddle at Portland Meadows Wednesday night and then

offered to teach the young Brave all the inside points of

being a jockey."

18

Photo courtesy of Portland Meadows/Kathleen Foltz Heath

Martinez, awed with the offer, accepted

immediately. Speaking of Heath, Longden said, "He has all

the natural ability and it is up to his own desire as to how

far he will go in racing." Even though Martinez left before

the meet was over, he set a record for number of wins by an

apprentice jockey at Portland Meadows. Heath’s record was

60 wins.

In 1963, Martinez rode seven winners in one day at

Fresno, California. In 1966 he rode 105 winners and

accounted for $494,764 in purses. (Today those same

victories would pay three times as much.) In 1967 he rode

Renewed Vigor to victory in the Equipoise Mile at Bolmoral

race track in Chicago. Renewed Vigor paid $68.20 for a $2

win ticket. Martinez was the regular rider on World

Champion Thoroughbred Nodouble.

In twenty-five years of riding, Heath rode at top

race tracks in the Bay Area, Southern California, Chicago,

New York, Detroit, St Louis, Florida, New Orleans, and the

Northwest. He rode some of the finest horses in the

country. Starting with his first official win at Gresham Park

in 1962, he left the starting gate in major competition 9,742

times. He finished ist, 2nd, or 3rd, 36% of the time. Heath

rode into the winner’s circle 1,273 times, placed second 1,220

times, and finished third 1,078 times. Horses ridden by

Martinez earned $4,817,101.

To his family and friends on the reservation,

Martinez was "Peanuts"...to his fellow jockeys, he was “Injun

Number Nine"...to race track enthusiasts he was simply

“Winner.”

DANNY MACY JR.

Te,

Photo courtesy of Terrance Courtney, Jr.

London, Norway, Belgium, Nigeria, Angola,

Denmark... exciting faraway places to someone who grew up

on the reservation. Dan Macy Jr. has worked in all these

places in his twenty-plus years with Texaco Oil Company.

Dan, the oldest of five boys and one girl, born to

Dan and Priscilla Macy, grew up in Warm Springs where he

worked in his father’s store. He graduated from Madras

High School in 1954, A four year letterman, Macy’s

basketball team dazzled the Oregon sportsworld at the high

school state tournament in 1954. The smallest school in the

tournament, Madras became the Cinderella team by

knocking off The Dalles and Benson of Portland before

injuries contributed to a 6th place finish. The Portland

Oregonian wrote, "The likes of Chuck Nathan, Roger

Diddock, Dan Macy and Larry Fivecoat are something the

annual hoop fest has not seen in many a moon.” Aside from

playing basketball, Macy played in the high school Band, was

on Student Council, served as Student Body Advertising

Manager, and was a member of the National Honor Society.

Macy received his Bachelor’s degree in Mechanical

Engineering in 1959 from Oregon State University. In 1960,

Macy enrolled at the University of Arizona. His post

graduate work was interrupted when he fulfilled his military

obligation in 1964.

He served with the military for two years at

Picatinny Arsenal in New Jersey with the United States

Army. Dan, a member of the Headquarters for Munitions

Command, was discharged with the rank of Captain.

Receiving an honorable discharge in 1966, Dan

returned to the University of Arizona. He continued post

graduate studies, working toward an aerospace career.

However, in 1968, as Macy puts it, "The whole aerospace

industry went to pot." His chosen profession offered dim

prospects, so he accepted a position with Texaco Oil

Company.

Becoming a member of the Texaco team meant

moving to Morgan City, Louisiana, where he became a

member of the Offshore Division. Five years later he

transferred to the Central Offshore Engineering Group in

New Orleans, Louisiana. In 1990 the entire division

transferred to Houston, Texas, where he joined the Central

Offshore and Procurement division.

Macy’s expertise is in designing off shore production

facilities for crude oil and natural gas. Dan says "I work in

the office except for periodic inspection and troubleshooting

trips to off shore facilities around the world." Macy is also

involved in project management and construction. He

currently has a patent pending for an innovative process

separator for use on floating facilities.

Dan is married and has three children. The eldest,

Angele, lives in New Jersey. Although she has a degree in

Commercial Art, she has pursued a career in tennis. She

plays on the tour back east and also teaches tennis.

Another daughter, Cara, has put her degree in Hotel

Management and Business to good use. She works as the

Connoisseur for VIP’s at the Grand Hyatt Hotel in New

York City. Son Danny is attending the University of

Arizona since receiving a medical discharge from the United

States Army. Danny was injured making a jump, while

serving with the 82nd Airborne Division.

Asked about retirement plans, Macy responded, "I’m

coming back to the reservation. I’ve got property at Warm

Springs, and I’m coming home. I hope they leave me some

fish to catch and some trails to hike.!"

19

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