White Earth Comprehensive (2013)

White Earth Comprehensive

Economic Development

Strategy (CEDS)

Prepared by:

White Earth Economic

Development Office

August 2013

Table of Contents

I.

Methodology ...................................................................... 3

II.

Background ....................................................................... 7

III.

Assessment .................................................................... 25

IV.

Vision Statement ............................................................. 31

V.

Goals and Objectives ...................................................... 31

VI.

Suggested Projects.......................................................... 45

VII.

Implementation Plan ....................................................... 45

VIII.

Performance Measures ................................................... 45

IX.

Disaster Resiliency Strategy ............................................ 45

I.

Methodology

Introduction

A key challenge confronting Native American Tribes today is creating sustainable

economic development and building wealth for tribal members. The White Earth

Reservation is preparing to address these issues by developing an economic

development plan that not only identifies strategies to diversify the Tribe’s economy, but

also identifies strategies to improve the quality of life for tribal members. This

Comprehensive Economic Development Plan (CEDS) expresses the vision and goals of

the White Earth Reservation as they emerged from discussions with tribal policy

makers, an economic development taskforce, and members of the community. The

purpose of this plan is to direct the Tribes' economic development strategy for the next

five years. It does this in four ways:

1. Provides Tribal policy makers with a strategic direction to use in prioritizing projects and

resources.

2. Provides Tribal Council members with a way to check the effectiveness of Tribal

economic development efforts and to be better informed when participating in policy

making.

3. Provides Tribal staff with a directive and a work plan for achieving priority goals.

4. Maintains the White Earth Reservation’s eligibility for federal economic development

funding, especially in the areas of infrastructure, community development projects,

business finance, and technical assistance. Specifically, this project meets the funding

requirements of the US Department of Commerce, Economic Development

Administration.

This report is divided into nine sections. Section I is this introduction and description of

methodology. Section II provides a very detailed look at the natural, human, and

financial resources on the Reservation. It contains detailed information from the 2010

Census of Population and other data sources. Section III provides an assessment of

where we are, past and present economic investments and a Strengths, Weakness,

Opportunities, and Threats (SWOT) analysis used to guide the strategy. Sections IV

through VII. focus on the vision, strategies, and timelines to guide the Reservation’s

economic development efforts in the future. Section VIII. lists the performance

measures used to evaluate success in implementing the CEDS. Section IX details the

disaster resiliency strategy priorities to stabilize and support our community’s economic

resiliency should a disaster occur.

CEDS Strategy Committee

The White Earth Office of Economic Development (WEEDO) led the planning process

for this Economic Development Strategy. The Headwaters Regional Development

Commission (HRDC) worked closely with WEEDO and the Tribal Council throughout

the planning process. The approach that was chosen by the Tribal Council and WEEDO

was characterized by the inclusion of leadership and the community, with an emphasis

on long term results, and fostering the environment to sustain economic development

projects.

Assisting WEEDO with the planning effort was a Steering Committee made up of Tribal

Government employees and the members of the White Earth community. The members

of the Strategy Committee and their affiliations are identified below:

2013 CEDS Strategy Committee

Name

Representation

Jerome Lhotka*

Economic Development, White Earth Nation

Liz Foster-Anderson*

Executive Director - White Earth Enterprises, LLC

Michael Neusser*

Economic Development Director

Pam Keezer*

Grant Writer

Jeremy Syverson*

Grant Writer

Michael Triplett*

Planner

* denotes persons representing one of the main economic

interests/employers/industries on the tribal reservation

2009 Steering Committee

This Comprehensive Economic Development Plan was approximately a one year

process in 2008 and 2009. Assisting WEEDO with the planning effort was a Steering

Committee made up of Tribal Government employees and the members of the White

Earth community. The White Earth Tribal Council would like to thank the following for

their dedication to the project: Much of their work is still relevant and is incorporated in

this updated document:

Cooperation and integration of the CEDS with the state’s economic

development priorities

The Minnesota Department of Employment and Economic Development (MN DEED) is

the Agency that carries out the economic development investment strategies for the

State of Minnesota. Their mission is to “enhance the economic success of individuals,

businesses and communities by improving opportunities for prosperity and

independence.” They plan to accomplish their mission through following objectives.

These include:

• Attract, retain and expand businesses and create jobs

• Cultivate entrepreneurs

• Connect workers to jobs, prepare workers for jobs in demand and assist people to

live independently

• Stabilize and stimulate the economy through benefit payments

• Help communities thrive

This CEDS is closely aligned with these objectives.

As one reviews the strategies established by MN DEED, and the Region’s Local

Workforce Investment Board, the major theme is on developing soft and occupational

skill in all Minnesotan’s to meet the workforce demands of the 21st century. Three goals

were developed by the Governor’s Workforce Council to address these needs”

• Strengthening the skills of our current workforce

• Creating work and lifetime learning options for Minnesota's aging workers

• Ensuring all high school graduates are ready for career and post-secondary

success

When comparing this theme to the themes with the White Earth Reservation’s

economic development problems and opportunities outlined within the S.W.O.T.

Analysis, one can easily see that they a align very closely. The Reservation is focused

on developing a skilled workforce that meets the needs of the 21st century economy.

This relationship between the State’s Economic Development Goals, the Local

Workforce Investment Board Strategies and the Region’s economic development needs

will ensure that the economic development activities and workforce activities undertaken

at the state, regional and local workforce area will align very closely.

Community and private sector participation in the CEDS effort

A CEDS Strategy Committee was identified by the Tribe’s Economic Development

Director in May 2013 to guide the 2013 CEDS Update. Much of the work accomplished

in the development of the 2009 CEDS remains extremely relevant to the work of this the

Strategy Committee. A new group of advisors has been convened. to consider the

elements of the revised document.

In 2008/2009 Community Town Halls were held in each of the tribal community resulting

in community feedback that remains of considerable value. Community Council

meetings were visited in many of the communities on the White Earth Reservation,

where the strategic plans focus areas and goals were discussed with the community.

Feedback, suggestions and comments were provided by the public and were

incorporated into the plan.

Compliance with the public comment period requirement

The monthly tribal newspaper, Anishinaabeg Today, is distributed to all residential and

business postal address within the Reservation and by unpaid subscription request to

tribal members living off-reservation. Notice of this CEDS document’s development and

availability for comment was published in the July 3 issue of the Anishinaabeg Today.

The comment period extended for 30 days, from July 7 until August 31. A notice of

availability that was placed in the newspaper is appended to this document along with a

copy of a news article summarizing the plan’s Vision Statement, Goals and Objectives,

Suggested Projects, and Implementation Plan.

Tribal Resolution

The White Earth Reservation Tribal Council reviewed the proposed CEDS Update on

June prior to its publication for comment. Subsequent to the completion of a 30 day

comment period ending on August 7, the WERTC adopted on September 15 passed a

resolution adopting the 2013 CEDS Update document reaffirming and authorizing the

Comprehensive Economic Development Plan for the White Earth Reservation. The

tribal council resolution follows.

II. Background

Geography

The White Earth Reservation is a federally

recognized Indian tribe. It contains 829,440 acres

and is located in the northwestern Minnesota. It

encompasses all of Mahnomen County and

portions of Becker, and Clearwater Counties. The

reservation is located 68 miles east of Fargo and

225 miles northwest of Minneapolis/St. Paul. The

Tribal headquarters is located in White Earth,

Minnesota.

Located in northwestern Minnesota, the White

Earth Reservation encompasses about 1,300

square miles. Most of that land is no longer

Native-owned, due to allotment and tax forfeiture

losses in the early 20th century. The Reservation

was established by the Treaty of March 19, 1867

with the Chippewa of the Mississippi.

The White Earth Reservation is located in Northwest Minnesota within the counties of

Becker, Clearwater, and Mahnomen. It is on the edge of the fertile Red River Valley.

The boundaries of the present day Reservation were set in 1867 to encompass 829,440

acres of land, or about 1,300 square miles, and contain 36 townships.

The White Earth Reservation includes five incorporated cities and five villages. These

include: Mahnomen (population 1,214), Naytahwaush (population 578), White Earth

(population 580), Waubun (population 400), Pine Point (population 338), Rice Lake

(population 235), Callaway (population 234), Ogema (population 184), Elbow Lake

(population 95), and Bejou (population 89)

Approximately 38 percent of Native Americans living on the Reservation live in the rural

communities described above. The incorporated cities of Mahnomen, Waubun, Ogema,

Bejou and Callaway house approximately 14 percent of Native Americans, while the

remaining are disbursed in the rural areas of the Reservation.

Transportation/Access

The Reservation is located in a very rural area, is sparsely populated, and is remote

from major metropolitan areas. The distances from White Earth, in the heart of the

White Earth Reservation, to major Metropolitan State Areas (MSAs) are as follows:

Ø

Ø

Ø

Ø

Ø

Fargo/Moorhead

Grand Forks, ND

St. Cloud, MN

Duluth, MN

Minneapolis/St. Paul

68 miles

92 miles

1 61 miles

220 miles

225 miles

There currently are no four-lane highways within the boundaries of the Reservation.

However, the Reservation is within easy driving distance to U.S. Highway 10 (36 miles),

U.S. Highway 2 (23 miles), Interstate 94 (77 miles), and Interstate 29 (58 miles). A

breakdown of the roadways on the Reservation by ownership can be found in the table

below.

There are no major commercial airports on the Reservation. Mahnomen County has a

non-commercial airport located just south of Mahnomen, accessible from T. H. 59. The

closest commercial airports are located in Bemidji MN, and Fargo ND.

Unlike many rural areas of Minnesota, the White Earth Reservation continues to have

access to rail transportation. The Canadian Pacific Railroad serves the area along U.S.

Highway 59 through the cities of Waubun, Mahnomen, Bejou, Callaway, and Ogema on

average two to three times daily. In addition, unit trains can be loaded in the City of

Mahnomen at the Mahnomen Farmers Coop Grain Association. The Burlington

Northern Railroad Company also has a short section of track along the northern portion

of the White Earth Reservation.

Road Ownership

Total Miles

Federal

36.9

State

130.4

County/Township

967.9

Tribal

84

Forestry

569.8

Source: White Earth Highway Department

Land Use

Within the White Earth Reservation is the transition between the Red River Valley to the

west and the lake and pines region to the east. These two distinguishing characteristics

dominate the resulting land use in the Reservation.

The nearly 850,000 acres of land in the reservation are broken down as follows:

•

•

•

•

•

Agricultural

Forested

Lakes and other waters

Wetlands

Other

367,857 acres

360,637 acres

48,362 acres

53,243 acres

7,755 acres

The eastern half of the Reservation is dominated by forest cover. All total, nearly onehalf of the entire Reservation is covered by forests. It is these forests that provide much

of the natural resource based revenue to the Reservation.

In contrast, the western half of the Reservation is dominated by cultivated or agricultural

land. Cultivated land covers approximately one-third of all land on the Reservation.

The current land ownership pattern on the Reservation is checkerboard. This

checkerboard ownership pattern has become a significant factor with regard to the

White Earth Reservation Tribal Council’s ability to create economic development on the

Reservation with so little tribally-owned or controlled land in appropriate locations for

economic development. Much of the controlled land are wetlands, lakes or beneath

housing and public buildings in tribal communities. It is difficult to specifically determine

the exact division of land ownership on the White Earth Reservation. The most recent

estimate, however, is as follows:

•

•

•

Tribally Owned

Privately Owned

Government Owned

10.8%

62.4%

26.8%

Of the original reservation, 62 percent is now in private ownership. Although scattered

throughout the Reservation, a majority of the private land ownership consists of farms

on the western section of the Reservation.

The second largest owners of land on the Reservation are the three counties of Becker,

Clearwater, and Mahnomen. These three counties combined own approximately 15

percent. The remaining government ownership of land on the Reservation is broken

down between State (8 percent) and Federal ownership (4 percent).

Just over nine percent (9 percent) of the original 36 township Reservation remains in

tribal ownership. Eighty percent (80 percent) of the tribally owned lands are forested,

while less than five percent (5 percent) are cultivated. Nearly all of the tribally owned

land is concentrated in the eastern two thirds of the Reservation, outside of the valuable

agricultural land of the western section of the Reservation.

Environment

The White Earth Reservation is located in a humid continental zone which results in

wide variations in seasonal temperatures. A natural funnel of cold, Arctic air provides

some of the nation's coldest temperatures, dropping as low as 50 degrees below zero in

the winter. In the summer, warm gulf air increases temperatures, at times to over 100

degrees, with a maximum recorded temperature of 107 degrees. The average summer

temperature on the reservation is 65 degrees and the average winter temperature is 11

above zero. July is the hottest month, January the coldest.

The average annual precipitation on the reservation is 24 inches, about 75 percent of

which falls during the growing season. The growing season lasts about 120 days. The

snowfall on the Reservation averages between 45 and 55 inches annually, with snow

cover lasting approximately 130 days each winter.

The White Earth Reservation's soils are generally divided in half into a line running

north/south through the middle of the Reservation. The western-most section of the

Reservation consists of clay soils characteristic of the Red River Valley. These clay

soils have very high fertility.

The eastern section of the Reservation has generally sandier soils with low fertility.

The eastern half of the White Earth Reservation is covered by forest. All total, the

Reservation has over 360,637 acres of forestland.

The Reservation is located on the edge of three differing geographic regions which

results in a wide variety of tree species. The major forests of the Reservation lie in the

north central hardwood region (Deciduous Forest) and adjacent to the Northern Pine

and Conifer Region to the east.

Of the 57,000 acres of land that are tribally-owned, 80 percent, or 47,000 acres, are

forested. White Earth is responsible for the management of the forested acres on tribalowned lands.

These forested acres have proven to be a valuable and renewable economic tool for the

White Earth Reservation. On average, the tribal-owned forest lands produce nearly 1.7

million board feet annually.

After extensive research, as part of the White Earth Integrated Resource Management

Plan approved in August 2002, the WERTC agreed to follow a policy of maintaining the

present allowable cut of forest acres, with a focus on cutting over mature trees,

particularly aspen. This policy, in addition to other policies agreed to in the report, will

ensure that White Earth will continue to reap the economic benefits of a healthy forest

for generations to come.

In July 1995, straight-line windstorms on consecutive nights leveled large blocks of

timber on the reservation. The blow down was most extensive in Clearwater County,

but also affected large areas of Becker and Mahnomen Counties. Over mature aspen

and recently thinned pine stands were the major resources lost. Over the next two

years, substantial volumes of damaged timber were salvaged. Hazard reduction

projects were implemented which cleared fire breaks around homes adjacent to blow

down areas, and winter sheared some severe areas to reduce the fire threat and clear

space for planting.

Since the windstorms of 1995 and the subsequent salvaging, the forestry program has

fallen far short of its annual allowable cut. This has been primarily due to the difficulty in

locating and accessing viable aspen stands for harvest. It is expected that within five

years, aspen harvesting will be reduced to a byproduct of hardwood management.

The portions of the forest unaffected by the blow down event are for the most part

healthy and fairly vigorous. Maintaining a healthy, vigorous forest with a focus on

sustained yield management is the objective of this plan. By continuing to concentrate

management efforts on reducing the amount of mature and over mature aspen and

shifting the balance of the forest into younger, more vigorous growing stands, insect and

disease problems will be greatly reduced. This plan will also concentrate on improving

the quality of hardwoods on the forest and in converting poor quality and upland brush

sites to higher quality species such as red and white pine, and red oak. Effort will

continue on restoring all unproductive or marginal blow down sites to a productive state

by planting or other treatment.

Valuable mineral resources on the White Earth Reservation are limited to deposits of

sand, gravel, and peat. More valuable deposits, in particular metallic deposits, have not

been produced on the Reservation with little potential for new findings.

The sand and gravel deposits are located in small amounts in each of the three counties

included in the Reservation. Marl or marlstone is a mudstone which contains variable

amounts of clays and aragonite. It has been utilized as a soil conditioner and acid soil

neutralizing agent. There are limited Marl deposits located primarily in the southern

section of the Reservation.

Beyond the limited extraction of the minerals currently occurring on the Reservation,

there is limited potential for economic benefits from the Reservation's mineral

resources.

The water resources on the White Earth Reservation, like that of much of north central

Minnesota, are among the best in all the Midwest. The Reservation enjoys both

abundant and good quality surface water and adequate groundwater supplies.

The surface waters on the Reservation are divided among lakes, streams, rivers, and

wetlands. The surface water resources include 530 bodies of water encompassing over

48,000 acres. In addition, the Reservation has over 300 miles of rivers and streams.

The lakes in the southern portion of the Reservation have steep slopes and sandy

bottoms. They are good lakes for fish habitat. On the other hand, the lakes in the north

are generally shallow and are suited for wild rice production. The lakes vary from very

good to adequate water quality.

Confined aquifers are the major supply of groundwater on the Reservation. Distributed

throughout the Reservations, the aquifers are generally located between 50 to 300 feet

below the surface and are 5 to 25 feet thick. Yields in these aquifers reach up to 100

gallons per minute. With only few exceptions, the groundwater aquifers on the

Reservation meet drinking water standards set by the U.S. Environmental Protection

Agency.

The quality water resources and forests on the White Earth Reservation provide the

natural setting for an abundant fish population and a variety of wildlife. Fish and wildlife

have become an important industry unto themselves on the Reservation. Along with the

area's beautiful lakes and forests, the fish and wildlife provide an attractive and scenic

site for vacationers.

There are a variety of fish in the some 530 lakes and rivers on the Reservation. Types

of fish found include walleye, northern pike, largemouth bass, sunfish, and crappies.

Trout, catfish, sager, and muskellunge are also present. Rough fish, especially carp

and suckers, are also present. The most valuable fish on the Reservation, both for the

sportsman and industry, is the walleye.

The White Earth Biology Office actively manages over 6,600 acres of lakes on the

Reservation. In addition, the Biology Office manages, on a cooperation basis, an

additional 14,000 acres with the Minnesota Department of Natural Resources.

The goal of the Fisheries Program is to maintain a renewable resource through active

fishery management and to ensure the equitable distribution of that resource. Currently,

only 15 percent of the fish resource on the Reservation is harvested by Tribal members.

In order to ensure that the resource is available to future generations, the White Earth

Reservation Tribal Council approved a fishery plan as part of the White Earth Integrated

Resource Management Plan. The plan, in addition to collecting new and extensive data

on annual harvest, will actively manage 44 of the Reservations lakes and six rivers.

The White Earth Reservation Tribal Council will generate lake management plans on 12

of the Reservation's lakes and will produce 5,000 pounds of walleye annually. To reach

that goal, the White Earth Fishery Program must construct two additional rearing ponds.

Overall, the fish resource on the Reservation is growing in importance from an

economic standpoint. It provides an important enticement for tourists to the area and

does support modest industrial development. The White Earth Reservation Tribal

Council has taken important steps over the past decade to ensure an adequate and

renewable resource for future generations.

Management of the Reservation's resources, particularly its forests, water and soils, is

extremely important to the wildlife habitat. Management plans developed as part of the

White Earth Integrated Resource Management Plan each included an analysis on the

impacts on wildlife prior to implementation.

Wild rice production on the Reservation is significant. Currently, there are 53 wild rice

beds on the lakes in the Reservation, totaling over 3,000 acres. A majority of the

acreage, some 1,400 acres, is on the Lower Rice Lake. Lower Rice Lake alone is

capable of producing nearly 300,000 pounds of green wild rice for harvest. Currently,

the harvest of wild rice on the Reservation generates an estimated $600,000 annually.

Forty of the 53 wild rice beds on the Reservation, including Lower Rice Lake, are

actively managed by the WERTC. Management of wild rice beds include monitoring

and regulating water levels, removing beaver dams, cutting aquatic vegetation, and

reseeding.

Tribal members have consistently supported expansion of wild rice production and

harvest on the Reservation. Toward that end, the WERTC recently implemented a plan

to increase production of wild rice on the Reservation. This would be accomplished

through the development of wild rice lake management plans, construction of at least

one new water control structure annually, and development and construction of new

lake accesses.

As shown, the natural resources on the Reservation are abundant and important to the

cultural and economic interests of the WERTC. The White Earth Integrated Resource

Management Plan provided an estimate of the economic impact of the Reservation's

natural resources at $2.2 million annually. Included in that estimate are the following:

•

•

•

Fish/Wildlife

Wild Rice

Forests

$1,050,000

600,000

107,000

Clearly, the management of the Reservation's natural resources is vitally important to

the future economic strength of the Reservation.

Population

Demographics

White Earth Reservation has a total

population of 9,919 people and 3,720

households. The average household size is

2.64 people

The median age is 38 with 8.5% of the

population under age 5, 31.7% of the

population under 19 years of age, and

15.0% aged 65 years and older. Meeting the

needs and challenges of children and

seniors is an important focus of economic

security programs.

The most recent census found the total population on the White Earth Reservation in

2010 was 9,562 people, an increase of four percent over 2000 (9,192 people). The

data summarized below reflects the Population Trends from 1980-2010.

In analyzing the population figures based upon Race, the racial makeup of the White

Earth Reservation is predominantly White and American Indian. The population

demographics are as follows: 90.5% identifying as one race, 49% White, 40% American

Indian, and less than 1% for each category of African American, Asian, and other races.

Furthermore, there are 9.5% of residents that identified as two or more races. The

category “two or more races” was added to the 2000 Census. Previously, respondents

were not given a choice of more than one race.

Population on the White Earth Reservation 19802010

1980

2,554

1990

2,746

2000*

4,029

Native American on the

Reservation

Total Population on the

9,088 8,727 9,192

Reservation

*A change in how racial data was collected in the 2000

Census of Population does not allow for comparison

with previous Censuses.

2010

4,250

9,562

The White Earth Reservation is made up of a number of small communities and

villages. The City of Mahnomen, with 1,214 people and 529 households, is the largest

community on the Reservation. Naytahwaush is the largest village with 578 residents

and 161 households.

Population and Number of Households on the White Earth Reservation, 2010

Community

Population

Households

Mahnomen

1,214

529

Naytahwaush

578

161

White Earth

580

222

Waubun

400

160

Pine Point

338

93

Rice Lake

235

72

Callaway

234

79

Ogema

184

73

Elbow Lake

95

38

Bejou

89

37

Source: U.S. Census of Population - 2010

The three counties that encompass the White Earth Reservation are expected to grow

slightly in the next twenty five years. From 2015 to 2040, Becker County’s population is

projected to increase by 4,848 people. Over the same period, Clearwater County is

projected to grow by 295 people. Mahnomen County has a projected increase of 80

people from 2015 through 2030, with the population decreasing from 2030 to 2040 by

64 people. Becker County is expected to see the largest growth in population but the

Reservation population increase is not expected to be a significant factor in this

increase. Similar to many communities in northern Minnesota, the populations of

Clearwater and Mahnomen County are projected to see slight growth over the next 20 –

25 years.

Historical and Project Population, Area Counties,

1910-2040

Year

1910

1920

1930

1940

1950

1960

1970

1980

1990

2000

2005

2010

2015

2020

2025

2030

2035

2040

Mahnomen

County

3,349

6,197

6,153

8,054

7,059

6,341

5,638

5,535

5,044

5,190

5,270

5,413

5,405

5,452

5,478

5,485

5,479

5,469

Clearwater

County

6,870

8,569

9,546

11,153

10,204

8,864

8,013

8,761

8,309

8,423

8,600

8,695

8,803

8,918

8,998

9,047

9,076

9,098

Source: State Demographers Office

Becker

County

18,840

22,851

22,503

26,562

24,836

23,959

24,372

29,336

27,881

30,000

31,300

32,504

33,571

34,728

35,777

36,714

37,579

38,419

Households

Families make up 74.1% of households. Nearly forty percent (37.4%) of families have at least

one child under the age of 18 and 15% of families have at least one adult over the age of 65. Of

families with related children under the age of 18, 51.0% live in a family with married parents,

32.6% live with single mothers and 16.3% live with single fathers.

Households by Type

Family Households with

Related Children Under Age 18

Married

Couple

Family

49.0%

Person

Living

Alone

25.9%

Single

Person

Family

25.1%

Married

Couples

51.0%

Single

Mothers

32.6%

Single

Fathers

16.3%

Economy

The community of White Earth has historically served as the center of activity on the

White Earth Reservation. Residents on the Reservation, however, rely on the

incorporated cities for commercial services. Within the Reservation, the City of

Mahnomen, the county seat for Mahnomen County, serves as the commercial trade

center. The residents of the Reservation also utilize regional centers surrounding the

Reservation for goods and services, including the cities of Detroit Lakes, Bemidji and

Fargo/Moorhead.

Income

The median income of all tribal households is $37,413. This figure is significantly lower than

Minnesota's statewide median household income of $58,476. More than three-quarters (76.0%)

of households have income from earnings. More than one-third (35.2%) have income from social

security, 10.9% from cash public assistance and 18.0% have received SNAP benefits during the

previous 12 months.

Income and Earnings

Median Household Income

With Earnings

With Social Security

With Cash Public Assistance

With SNAP Benefits

$58,476

81.6%

25.7%

3.3%

6.7%

White

Earth

$37,413

76.0%

35.2%

10.9%

18.0%

Median Earnings, Male Full-Time, Year-Round Workers

Median Earnings Female Full-Time, Year-Round Workers

$50,906

$39,799

$34,617

$29,702

MN

Poverty

Poverty is a persistent problem that affects the health and well-being of the entire community.

Poverty rates on the reservation are significantly higher than statewide Minnesota rates. In

comparison to 11.0% of all Minnesotans, 24.6% of people on the reservation live in poverty. The

poverty rate for children under the age of 18 is more than double the statewide rate at 35.4% and

also higher for people age 65 and over at 11.3%. While 19.1% of all families live in poverty, the

rate for female-headed families with related children under 18 years is dramatically higher at

52.4%.

Percentage of People and Families with

Income Below the Poverty Level in the Past 12 months

All People

Under 18 Years

65 Years and Older

11.0%

14.0%

8.3%

White

Earth

24.6%

35.4%

11.3%

All Families

Families with Related Children under 18 years

Female Headed Families with Related Children under 18 years

7.1%

11.6%

34.7%

19.1%

30.5%

52.4%

MN

Households experiencing poverty face a variety of challenges in meeting their basic needs and

accessing opportunities for economic mobility. Poverty has particularly negative effects on

children who may not receive adequate access to

Educational Attainment, 25 years and over

healthy food, preventative health care, highquality educational opportunities and enrichment

programs. Children, seniors and families living in

High School

poverty need services that not only meet their

Diploma/

No High

GED

short-term needs, but also provide opportunities

School

37.8%

for them to help themselves and improve their

Diploma

economic security.

16.3%

Graduate/

Professional

Degree

3.5%

AA/BA

Degree

19.9%

Some

College,

No Degree

22.6%

As with income, poverty rates have seen dramatic improvements, yet still remain a

concern. In 2010, 25 percent of the White Earth Reservation overall population and 35

percent of its children lived in poverty. Those numbers represent a slight increase from

2000 figures, when 20 percent of the overall population and 26 percent of children lived

in poverty.

Comparing with the statewide average, however, does show how far the area still has to

go. While 11 percent of the state’s residents lived in poverty in 2010, 25 percent of the

White Earth residents did. Even more dramatic, 14 percent of the state’s children live in

poverty, as compared to 35 percent of children on White Earth Reservation.

Decreasing the number of people living in poverty must be a focus of the economic

development efforts of the White Earth Reservation Tribal Council. Studies have shown

that children living in poverty tend to drop out of school more often and have higher

incidents of criminal behavior. Improving the income conditions on the Reservation will

send a rippling effect throughout the social conditions on the Reservation.

Median

Household

Median

Family

Per Capita

Income on the White Earth Reservation - 2010

White Earth

White Earth

Percentage of

Reservation

Minnesota

State Average

2009

2009

2011

$37,737

$58,476

63.9

White Earth

Percentage of

State Average

2000

60.5

$47,346

$73,046

60.7

58.3

$18,721

$30,310

61.8

55.1

Source: U.S. Census, Population – 1990-2010

The most significant growth in employment on the Reservation from 1990 to 2010

was in the arts, entertainment, recreation, accommodation, and food service industry

largely as the result of the building of the Shooting Star Casino and Events Center in the

early 1990’s. This sector saw an increase of 25 to 692 employees from 1990 to 2000,

followed by an increase of 692 to 763 from 2000 to 2010. Over the past two decades

this sector has seen growth of almost 3,000 percent. Other industries growing rapidly

from 1990 to 2010 were:

Ø construction (57.9% growth)

Ø public administration (68.3% growth)

Ø education, health and social services (77.6% growth)

Ø finance, insurance, real estate, and rental and leasing (86.5% growth).

Ø additional sectors that have experienced growth over the past two decades but

had growth rates below 50 percent.

Industry of Employed Persons, White Earth Reservation

1990, 2000, and 2010 Censuses

% of White

Earth

Workforce

2010

1990

2000

2010

% Change

19902010

458

379

299

-34.7

7.3

219

221

66

406

356

253

49

286

346

198

83

355

57.9

-10.4

25.8

-12.6

8.5

4.9

2.1

8.8

196

205

235

19.9

5.8

0

23

20

N/A

0.4

89

107

166

86.5

4.1

95

107

113

18.9

2.8

575

809

1,021

77.6

25.3

25

692

763

2,952.00

19

Other services (except

public administration)

122

127

161

32

4

Public Administration

167

247

281

68.3

7

Industry

Agriculture, forestry,

fishing, hunting, and

mining

Construction

Manufacturing

Wholesale trade

Retail trade

Transportation and

warehousing and utilities

information

Information

Finance, insurance, real

estate, and rental and

leasing

Professional, scientific,

management,

administrative, and waste

management services

Educational, health and

social services

Arts, entertainment,

recreation,

accommodation and food

service

Source: U.S. Census of Population – 1990, 2000, and 2010

Three industries declined in employment on the Reservation from 1990 to 2010.

Ø Retail trade (12.6% decline)

Ø manufacturing (10.4% decline)

Ø agriculture, forestry, fishing, hunting, and mining (34.7% decline)

In 2010, the largest economic industry sectors on the Reservation were:

Ø education, health, and social services (25%)

Ø arts, entertainment, recreation, accommodations, and food service (19%).

Notice that retail accounts for the third highest portion of the workforce, yet observe

that it has experienced some of the greatest decline.

Occupational data on the White Earth Reservation collected by the 2010 census is

shown on the following table. In addition, the table compares the White Earth

Reservation with the statewide average.

The largest occupation categories on the Reservation were the management,

professional related occupations, and the service occupations. Together, these two

occupational categories represent over 55 percent of all employers. Farming, forestry

and fishing occupations represented only three percent of the White Earth Reservation’s

workforce in 2000 and due to decline over the past decade, that category has been

merged with others.

When comparing the Reservation’s occupational distribution with the State of Minnesota

Ø the White Earth Reservation had a greater percentage of their employment - the service

and the natural resources, construction, and maintenance categories.

Ø the state had a higher proportion of their labor force employed in management,

professional related occupations, sales and office occupational, and production,

transportation, and material moving occupations.

Occupations of Employees on the White Earth Reservation

Total

Employees

Percent of White

Earth Reservation

Employees

Percent of State of

Minnesota

Employees

Management,

Professional and

Related Occupations

1,174

29.1

38.2

Service Occupations

1,065

26.4

16.2

783

19.4

24.4

567

14

8.3

452

11.1

12.9

Sales and Office

Occupations

Natural resources,

construction, and

maintenance

occupations

Production,

Transportation and

Material Moving

Occupations

Source: U.S. Census of Population, 2010

Workforce Indicators

The most important resource for economic growth in the future will be the workforce.

Knowledge and skills are critical to the future development of the Reservation. The

section on human resources will examine trends in the general population and labor

force that affect the Reservation’s economy and the economic development. It will

examine general population characteristics, including population count, age, gender,

race, education and income characteristics.

Education

For many tribal members, low levels of educational attainment and training limit access

to employment and other economic opportunities. Of adults 25 years and over, 16.3%

have not graduated from high school. More than one-third (37.8%) are high school

graduates and 19.9% have an associate’s degree or higher. Civilian veterans make up

11.9% of the population. Lower educational levels are strongly related to poverty and

economic insecurity. However, even individuals with higher levels of education face

limited employment opportunities in the area. Available jobs do not necessarily

compensate higher levels of education at the level required to lift families out of poverty

or provide long-term career advancement and economic mobility.

While the educational attainment is troubling, it is important to note the huge strides

made on the Reservation. As early as 1970, nearly three-fourths of the American Indian

population on the White Earth Reservation did not have a high school diploma. That

number has declined significantly. In recent years the White Earth Reservation has

continued to see an increase in educational attainment. As seen below, White Earth has

a significantly larger percent of its population that have not received a high school

diploma. Moreover a significantly larger percent of people in the rest of Minnesota have

obtained a Bachelors Degree.

Educational Attainment on the White Earth Reservation - 2010

White Earth Reservation Minnesota Average

Total

Percentage

Percentage

th

Less than 9 Grade

378

6.1

3.5

9th – 12th Grade, No Diploma

634

10.2

5

High School Graduate

2,356

37.8

27.5

Some Post High School

1,406

22.6

22.5

Associate Degree

609

9.8

9.8

Bachelor Degree

629

10.1

21.5

Graduate/Professional Degree

215

3.5

10.3

High School or Higher

X

83.7

91.6

Bachelor’s Degree or Higher

X

13.6

31.8

Source: U.S. Census, Population 2010

There has been substantial improvement in the labor force participation, employment,

and unemployment rates on the White Earth Reservation from 2000 to 2011. Labor

force participation rates jumped nearly four percentage points, increasing from 59.6

percent in 2000 to 63.8 percent for 2011. The growth indicated in the labor force can be

attributed primarily to the increase in job opportunities in the area, as well as the ability

of the White Earth Reservation to attract workers.

Total employment on the White Earth Reservation grew by 400 people, an increase of

11 percent from 2000 to 2011. However, with the population growth and other

economic factors over the past decade, unemployment has increased by over 90

percent. The Unemployment Rate on the White Earth Reservation increased from 8.2

percent to 13.4 percent over 2000 to 2010. Additionally, those not in the labor force has

dropped by about 1.5 percent over the past decade, and decreased by almost 14

percent since 1990.

Some sources have the unemployment rate in excess of 50 percent. The relatively low

labor force participation rate on the Reservation is a clear indication that there are a

significant number of discouraged workers. Discouraged workers are individuals who

have been unemployed for a long period of time who have generally given up seeking

employment. They are not seen as part of the labor force from the Census Bureau’s

perspective, and as a result are not reflected in the unemployment rate shown above.

In addition to the low labor force participation rate, area labor market studies have

shown the underemployment on the Reservation in excess of 24 percent.

Underemployment is defined as currently working at a job that is less hours, pay or skill

level than the worker is qualified for.

The strong employment and labor force growth on the Reservation clearly has been

primarily the result of the development of the Shooting Star Casino and Event Center

and ancillary businesses resulting from the development of the Shooting Star.

Labor Force Information on the White Earth Reservation –2000-2011

White Earth

White Earth

% Change

State

Reservation 2000 Reservation 2011

2000-2011

Average

Persons 16+

6,654

7,315

9.9

In Labor Force

3,968

4,668

17.6

Employed

3,640

4,041

11

Unemployed

326

627

92.3

Not in Labor Force

2,686

2,647

-1.5

Percentage in

59.6

63.8

70.9

Labor Force

Unemployment

8.2

13.4

6.9

Rate

Source: U.S. Census of Population – 2000 and 2011

Occupation Outlook-Northwest Minnesota 2010-2020

Estimated

Employment

2010

251,220

Projected

Employment 2020

Percent Change

2010 - 2020

287,455

14.40%

22,008

22,689

3.10%

8,884

10,371

16.70%

1,997

2,259

13.10%

3,125

3,558

13.90%

1,854

1,995

7.60%

Community and Social Service

Occupations

6,432

7,771

20.80%

Legal Occupations

1,148

1,315

14.50%

Occupation

Total, All Occupations

Management Occupations

Business and Financial

Operations Occupations

Computer and Mathematical

Occupations

Architecture and Engineering

Occupations

Life, Physical, and Social Science

Occupations

Education, Training, and Library

Occupations

16,207

16,926

4.40%

Arts, Design, Entertainment,

Sports, and Media Occupations

3,886

4,406

13.40%

Healthcare Practitioners and

Technical Occupations

13,456

16,736

24.40%

Healthcare Support Occupations

10,308

13,274

28.80%

Protective Service Occupations

3,734

4,020

7.70%

Food Preparation and Serving

Related Occupations

20,863

22,452

7.60%

Building and Grounds Cleaning

and Maintenance Occupations

10,179

11,654

14.50%

Personal Care and Service

Occupations

12,042

15,838

31.50%

Sales and Related Occupations

23,538

26,564

12.90%

31,563

34,795

10.20%

3,610

3,581

-0.80%

12,220

15,606

27.70%

Installation, Maintenance, and

Repair Occupations

8,986

10,496

16.80%

Production Occupations

19,346

22,628

17%

Transportation and Material

Moving Occupations

15,834

18,521

17%

Office and Administrative Support

Occupations

Farming, Fishing, and Forestry

Occupations

Construction and Extraction

Occupations

III. Assessment

Cluster Analysis

In conjunction with the Headwaters Regional Development Commission, Bemidji,

Minnesota cluster analysis has been done for Northwest Minnesota. With the lack of a

very highly developed economy that is still largely dependent upon tribal casinos and

governmental employment - as with the other tribal reservations in the region – industry

clusters are not present that are inclusive of the White Earth Reservation.

Discussion of other plans

The White Earth Reservation Tribal Council (RTC) has responsibilities and operates

programs that in many ways are very similar to state governments while also engaged

in activities common to that of a local government, obtaining federal, and state to pursue

its mission of serving its community.

The White Earth RTC routinely:

Ø Seeks HUD funding for the maintenance of tribal housing stock

Ø Seeks HUD funds to complete infrastructure projects – mainly tribal buildings in

supported of increased public sector delivery of services

Ø Seeks USDA funding for economic development

Ø Seeks USDA funding for community facilities projects

Ø Seeks Department of Justice funding for domestic violence, court development,

diversionary programs, and law enforcement

Ø Seeks HSS funds for substance abuse prevention programs

that can positively impact tribal communities and economic development.

The White Earth RTC also currently:

Ø engaged in ongoing discussions with the State of Minnesota transferring social

and health service delivery from the State through the Tribe to tribal members vs.

through Minnesota Counties

Identification of past and present economic development investments

The White Earth Reservation has worked to leverage funding resources from a number

of federal and state agencies in order to grow its economy. Fundamental to this growth

is the development of community and economic infrastructure.

Recent investments include:

Ø Funding of an on-reservation Workforce Development Center

Ø Funding and construction of the initial phases of the White Earth Tribal and

Community College - now employs xxx

Ø Acquisition of property for and the development of the Oshki Manidoo youth

treatment facility - now employs xxx

Ø Development of the Circle Back youth recovery community reintegration center –

now employs xxx

Ø Ongoing discussions with the State of Minnesota transferring social and health

service delivery from the State through the Tribe to tribal members vs. through

Minnesota Counties – potential employment - xxx

These investments have focused on bringing resources to the Tribe and developing the

local workforce to meet local workforce needs, and with these investments those

specifically in the social work and healthcare field.

S.W.O.T. Analysis

As part of the planning process a series of community forums were held throughout the

White Earth Reservation. At these meetings anyone who wanted to participate was

welcome to give feedback, suggestions and comments. Community feedback helped to

define the strategy; it was a priority of this plan to have as much feedback as possible to

ensure that the strategy represented the goals of the community members of White

Earth.

The key findings at these meetings were as follows:

•

•

•

•

•

•

•

Lack of Cohesion in Communities: There was a perception about unfairness in the

distribution of Reservation resources. Every community we visited felt slighted when it

came to distribution of scarce resources and projects. Many of the commenter’s felt that

“they get forgotten about when the Tribal Council makes decisions.” Comments were

also made about a need to find a way to overcome community differences and find a

way to work together.

Assisted Living Facility: A number of individuals raised the point that there was no

assisted living facility on the Reservation for elders.

Lack of Jobs: Unsurprisingly, the fact that there are limited job opportunities on the

Reservation came up in community meetings. It was also said that jobs that were

available were mostly low wage.

Blight in Communities: Every community we visited mentioned problems of blight.

Abandoned and rundown housing, garbage in yards and the sides of the roads, and

graffiti, was mentioned as a problem that needs to be addressed.

Renewable Energy: Community members were excited about the possibility of

investment in renewable energy as a potential catalyst for economic development.

Desire for Entrepreneurship: Community members spoke of a desire to see Native

owned businesses open on the Reservation. Many also spoke about the barriers facing

potential entrepreneurs on the Reservation.

Outdoor Recreation Amenities: The majority of the Communities spoke of the

abundance of opportunity to enjoy outdoor recreation on the White Earth Reservation.

•

Many felt that there needed to be more trails, fishing piers, etc., to help community

members enjoy the rich natural environment.

Maximize the Tribal College as an Asset: The Tribal College was mentioned as the

greatest asset for the future of the Reservation’s economy. The ability to retain talent,

creating a skilled workforce, and provide tribal members with new opportunities was all

cited as possibilities for the growing tribal college.

SWOT Analysis

To evaluate the effectiveness of the White Earth Reservation Economic Development

efforts, tribal community members were asked to identify the Reservation’s strengths,

weaknesses, challenges and opportunities in each of the following key economic

development categories:

Incentives, Infrastructure, Business Recruitment and Marketing, Existing

Business Retention, Entrepreneur Support, Work Force Development, Natural

Resources, Growing and Attracting Talent, Technology, Quality of Place, Culture

of Innovation, and Futures Development

Their responses are as follows:

•

What are the strengths?

o The Reservation offers an array of resources for businesses for start-up and

expansions.

o The Reservation can leverage their own incentives with State, Federal and

private funding resources.

o Mahnomen has adequate industrial lots currently available with infrastructure that

can support most businesses.

o Most villages are served by sewer, storm sewer, water, and roads that small

businesses would need.

o Tax incentives and other resources many communities cannot boast.

o There are a number of programs, organizations, and policies designed to help

businesses grow on the Reservation.

o Many of the necessary services are available in the Region.

o A desire to see more local businesses.

o There is a large available labor force.

o The White Earth Tribal College is an excellent resource for training and

educating the workforce.

o The Reservation has diverse natural resources.

o A well designed strategy is currently in place to manage natural resources.

o Outdoor recreation amenities

o The White Earth Tribal College is an excellent resource for creating a network of

talent on the Reservation

o Most communities have adequate high speed internet.

o There are Communities on the Reservation that have technological infrastructure

that is competitive with anywhere in the state.

•

•

o Abundant outdoor recreation opportunities

o Limited but diverse entertainment activities

o Close-knit traditional communities

o White Earth Tribal and Community College

o Entrepreneurial interest

o Willing leadership

o

What are the weaknesses?

o White Earth communities may not be doing their best to streamline, coordinate &

market their resources.

o There is a need for business education/training funds to assist small businesses.

o Outside of the City of Mahnomen, no village has the infrastructure to support

industrial development.

o White Earth communities are undertaking little or no recruitment or marketing

activities.

o There are communities who do not believe they should market or recruit because

they could not presently support the needs of employers for land and workforce.

o We are not good at letting people know about the range of services provided.

o No business visits are currently being done.

o We are not as good as we should be at aligning or publicizing our services.

o Access to start up capital.

o Lack of trainings local to the Reservation.

o The Reservation’s existing workforce cannot meet employers specialized needs.

o The limited funding sources for training make it difficult to serve small, rural

employers.

o Many of the non-skilled workers are also lacking work-readiness skills.

o While diverse, the Reservation economically valuable natural resources are not

abundant.

o Little research or commitment into value added bio-products.

o The Reservation’s rural isolated character.

o Educational attainment figures for the people of White Earth are very

discouraging

o A lack of professional high skilled jobs available

o A lack of professional technology jobs available

o Some communities have obsolete technological infrastructure

o Limited trails, parks, etc.

o Perception of unsafe communities

o Blight, rundown character of some areas of the Reservation

o Limited entertainment amenities

o Skill/education level

o Lack of innovative assets

o Risk adverse culture

o

What are the challenges faced in delivery of specific services/activities?

o Making businesses aware of the incentives they may be eligible for.

o It is tough to help non-manufacturing businesses with current resources.

o Infrastructure is very expensive to install and funds are scarce.

o Entrepreneurial business development in the rural areas may be inhibited by the

limited availability of infrastructure.

o Marketing activities can be very time consuming and expensive.

o

o

o

o

o

o

•

The communities that make up White Earth Reservation have some significant

differences within-both from a cultural standpoint, as well as an economic

standpoint.

The Region is very large geographically, with limited concentrations of people –

making effective and wide-spread service delivery a challenge.

Consistently serving people in the Reservation’s vast rural areas can be very

difficult.

Financial ability to start a business does not exist for many community members.

Competition for the same workers.

Training delivery can be very difficult in sparsely populated, large geographic

areas.

Checkerboard land ownership patterns

Fluctuations of energy prices

Competition from other communities for skilled workers.

Cultural understanding in the schools.

Outside perception of Reservation communities

Geographical dispersion of people.

A workforce that may not be ready for high tech 21st century business.

Limited financial resources of Tribal Council/ members

Geographic dispersion and rural character of Reservation villages

Where to start in building assets

Patience in taking one step at a time

Need for a long term commitment

o

o

o

o

o

o

o

o

o

o

o

o

o

What are some opportunities White Earth can take advantage of?

o Develop an investment fund for smaller non-traditional businesses.

o Develop Education/Training resources for small businesses.

o Better align and market existing resources.

o Monitor Federal and State funding opportunities to expand infrastructure.

o Formalized local marketing approaches.

o Formalized regional marketing.

o Business Assistance:

§ Better coordination of all resources (one-stop-shop for business

assistance).

§ Peer marketing groups to help teach essential skills to new business

owners.

§ Provide ongoing technical assistance to start-up businesses with

business planning, projections, loan applications, loan term negotiations,

etc.

o Business Retention:

§ Assist employers with employee recruitment strategies (and develop

work-readiness programs/strategies that employers can access).

§ Create business education business classes developed by businesses

and not educational institutions.

o Localized business training programs.

o Business Training courses – similar to the “Homestretch” concept, but for new

businesses loan recipients. An incentive for completing the courses would be a

decreased interest rate upon the loan recipient successful testing out of these

courses.

o Develop training modules and enable people to set their own pace for moving

through the trainings.

o

o

o

o

o

o

o

o

o

o

o

o

o

o

o

o

o

o

o

o

o

o

o

Financial planning and management program for middle school age and high

school age students.

Increase funding for employer training opportunities.

Develop and incorporate work readiness training programs.

Growth in the White Earth Tribal College presents new opportunities to train

workers for skilled living wage jobs.

Increased partnerships between the White Earth Tribal College and other

educational institutions can leverage opportunities available to White Earth Tribal

members.

Develop the needed training programs or identify an existing training provider

and offer tuition reimbursement to tribal members.

Implement a soft-skills training course that is targeted for better preparing

community members entering the workforce.

The growth of the Bio-products industry.

Renewable Energy.

Rising cost of natural resource commodities.

Growth in the White Earth Tribal and Community College presents new

opportunities to train workers for skilled living wage jobs

Increased partnerships between the White Earth Tribal College and other

educational institutions can leverage opportunities available to White Earth Tribal

members.

Implement aggressive early childhood and K-12 improvement programs that are

culturally relevant

Financial incentives for graduates who reside on the Reservation

Establish Technical and Trade programs for students who would like to learn a

trade.

Growth in the White Earth Tribal College presents new opportunities to train

workers in latest technology.

Keep track of State and Federal funding opportunities.

Home based business

Create more parks, trails, fishing piers to capitalize on excellent inherited

amenities

Community clean up campaigns

Neighborhood watch type organizations to help prevent crime

There is some potential to build the skills needed with the WETCC and its

partners

There is interest among leaders to support entrepreneurs on the Reservation

IV. Vision Statement

Vision and Mission

The White Earth Nation’s Mission Statement and Vision guides the CEDS:

Mission: To preserve, promote and enhance our quality of life.

Vision: The White Earth Tribal Council will be a proactive organization promoting minobimaadiziwin (the good life). The White Earth Reservation will be a safe place where all people

will have access to quality employment, housing, education, health and human services. While

protecting our inherent right to self-governance and identity, we are a community of respect

where cultural, historical and environmental assets are treasured and conserved for future

generations.

V. Goals and Objectives

Goals

Objectives

To bring prosperity to the White

Earth Nation

Ø Develop WE Enterprises capabilities

Ø Expand WE Enterprises led tribal

enterprises

Ø Develop new business entities as part of

WE Enterprises management/ resource

allocation model

Ø Develop CDFI, CDC

To develop natural indigenous

resources for the benefit of the

White Earth Nation

Ø Continue to develop the wild rice

marketing program – White Earth Foods –

wild rice, maple syrup; crafts, etc.

Ø Identify and expand other marketing

opportunities

To provide transportation access

Ø Continue to strengthen WE Transit

To balance resources through

sound management of

development

To leverage federal, state, and

non-profit organization resources

Ø Ag programs

Ø Continue to seek and implement federal,

state and non-profit organization funding

to help the White earth Nation to address

environmental and economic factors that

hinder economic development

VI. Suggested Projects

The SWOT Analysis provides a listing of suggested projects/opportunities, as

follows:

o

o

o

o

o

o

o

o

o

o

o

o

o

o

o

o

o

o

o

o

o

o

Develop an investment fund for smaller non-traditional businesses.

Develop Education/Training resources for small businesses.

Better align and market existing resources.

Monitor Federal and State funding opportunities to expand infrastructure.

Formalized local marketing approaches.

Formalized regional marketing.

Business Assistance:

§ Better coordination of all resources (one-stop-shop for business

assistance).

§ Peer marketing groups to help teach essential skills to new business

owners.

§ Provide ongoing technical assistance to start-up businesses with

business planning, projections, loan applications, loan term negotiations,

etc.

Business Retention:

§ Assist employers with employee recruitment strategies (and develop orkreadiness programs/strategies that employers can access).

§ Create business education business classes developed by businesses

and not educational institutions.

Localized business training programs.

Business Training courses – similar to the “Homestretch” concept, but for new

businesses loan recipients. An incentive for completing the courses would be a

decreased interest rate upon the loan recipient successful testing out of these

courses.

Develop training modules and enable people to set their own pace for moving

through the trainings.

Financial planning and management program for middle school age and high

school age students.

Increase funding for employer training opportunities.

Develop and incorporate work readiness training programs.

Growth in the White Earth Tribal College presents new opportunities to train

workers for skilled living wage jobs.

Increased partnerships between the White Earth Tribal College and other

educational institutions can leverage opportunities available to White Earth Tribal

members.

Develop the needed training programs or identify an existing training provider

and offer tuition reimbursement to tribal members.

Implement a soft-skills training course that is targeted for better preparing

community members entering the workforce.

The growth of the Bio-products industry.

Renewable Energy.

Rising cost of natural resource commodities.

Growth in the White Earth Tribal and Community College presents new

opportunities to train workers for skilled living wage jobs

o

o

o

o

o

o

o

o

o

o

o

o

Increased partnerships between the White Earth Tribal College and other

educational institutions can leverage opportunities available to White Earth Tribal

members.

Implement aggressive early childhood and K-12 improvement programs that are

culturally relevant

Financial incentives for graduates who reside on the Reservation

Establish Technical and Trade programs for students who would like to learn a

trade.

Growth in the White Earth Tribal College presents new opportunities to train

workers in latest technology.

Keep track of State and Federal funding opportunities.

Home based business

Create more parks, trails, fishing piers to capitalize on excellent inherited

amenities

Community clean up campaigns

Neighborhood watch type organizations to help prevent crime

There is some potential to build the skills needed with the WETCC and its

partners

There is interest among leaders to support entrepreneurs on the Reservation

VI. Implementation Plan

Implementation Plan – How do we achieve our vision?

Ø Vital Projects – a section identifying and prioritizing projects, programs, and activities

derived from the Background, Assessment, and Vision

o Identify sources of funding

o Identify lead organizations responsible for the project/program’s execution

Ø Plan of Action – A section elaborating on implementation of goals and objectives.

o Promote economic development and opportunity

o Foster effective transportation access

o Enhance and protect the environment

o Stay consistent with State of Minnesota goals

o Promote the use of technology in economic development

o Balance resources through sound management of physical development

o Obtain funding

o Create programs that will eventually be self-sustaining – post funding

Using the background information, the case studies and the economic development gap

analysis as a foundation, WEEDO and the steering committee has developed strategies

or initiatives to help move the economy of the White Earth Reservation forward. The

resulting strategies should serve as an action plan for the White Earth Reservation

Tribal Council and the WEEDO staff over the next five years.

There are many opportunities and challenges facing the economy of the White Earth

Reservation that were revealed in the background research and the economic

development gap analysis. In selecting what initiatives to target for the next five years,

the steering committee:

•

•

•

Tried to focus on projects and initiatives that would serve as “tipping points” for the

economy. As such, we were looking for initiatives that, if successfully completed, had

the potential to lead to additional successful strategies in the future. These initiatives

were chosen because they serve as a beginning point for long-term success;

Chose initiatives that balanced short and long term success. Some initiatives will allow

for fairly quick completion and results, while others will take years to show success. The

White Earth Reservation Tribal Council and WEEDO staff are encouraged to understand

that, even though some initiatives take some time to show any results, that does not

make them less important. In fact, the long term initiatives may be the most critical to

the long term success of the economic development efforts of the area; and

Consciously focused on both traditional economic development strategies, as well as

positioning activities. As mentioned in the gap analysis, traditional economic

development activities remain essential to moving the White Earth Reservation economy

forward, but in and of themselves they aren’t sufficient. Successful economic

development programs also focus on positioning activities that lay a stronger foundation

for success, including the development of telecommunications, talent and education, and

a strong quality of place.

Current InitiativesØ Educational facilities, workforce center, tribal college

Ø Expansion of social and health services

Ø Diabetes/dialysis center

Ø Oshki Manidoo and Circle Back treatment facilities

Ø Wild rice marketing

Ø Renewable energy

Ø Tribal enterprise expansion

Ø Diversification -­‐ tribal enterprise opportunities

Vital Projects

The following were the initiatives that were chosen for the next five years:

Ø Marketing plan

Ø Expanding tribal businesses and business opportunities

Ø One-stop center

Ø Tribal college

Ø Additional housing choices

Ø “Green” business development

Ø Park, trail and wellness plan - Lacrosse – culture, health, recreational

Ø Infrastructure improvement

Ø Workforce council

A summary of each initiative follows.

Project:

Strengthening and Implementing a Marketing Plan for the White

Earth Reservation

Timeline:

2014-2018

Leadership: WEEDO

Partners:

Private Businesses, Area Chambers of Commerce

Summary: The White Earth Reservation has historically never marketed itself as a

good place for new business and economic development projects.

Understanding this, the White Earth Reservation Tribal Council recently

gave the responsibility to WEEDO to ensure that a coordinated marketing

plan is in place.

WEEDO staff will lead an effort to create and implement a marketing plan

that includes:

•

•

•

•

•

A market analysis that helps identify business development

opportunities in the area;

An identification of target markets for marketing;

Development of marketing materials; and

Implementation of the marketing plan.

Establishment of a regional partnership outreach plan

Project:

Strengthening and expanding a corporate structure for White Earth

Reservation Tribal Council businesses and economic development

functions

Timeline:

2014-2018

Leadership: White Earth Reservation Tribal Council

Partners:

WEEDO

Summary: The case studies, community input and other background research clearly

showed that successful tribal economies have found a way to separate

tribal enterprises and economic development functions from the

governance of the reservation. Having a separate corporate structure for

businesses and economic development from tribal governance is

important to allow the businesses to operate as a business, working to

ensure that the both is profitable as well as meets their public objectives.

Having a separate economic development authority also helps to

overcome the perception that doing business on the reservation is

complicated and difficult.

Project:

Timeline:

Leadership:

Partners:

Summary:

Entrepreneurial One-Stop Center

2014-2018

WEEDO

White Earth Investment Initiative, Regional Economic Development

Agencies, SBDC, Area Banks

Access to resources and information for entrepreneurs on the reservation

is a critical problem. Too often, potential entrepreneurs are left without

information on the programs and assistance available to help them start or

expand their businesses. In addition, it’s important that the services

available are coordinated to ensure there is no gaps.

To overcome this challenge, the reservation will develop an entrepreneur

center that will include:

•

•

•

•

Access to direct, one-to-one business assistance;

Access to micro loans and other financing;

A database of information on available programs; and

Building space to serve as a business accelerator for new companies.

Project:

Continuing development and promotion of the White Earth Tribal and

Community College

Timeline:

Ongoing

Leadership: WETCC

Partners:

White Earth Reservation Tribal Council, WEEDO

Summary: As mentioned previously, a successful economy on the reservation is

directly linked to developing the education and skills of the workforce. The

White Earth Tribal and Community College is a wonderful asset to begin

to improve the skills and abilities of the area’s workforce. It provides

opportunities for students to gain valuable skills to help build the area’s

economy.

As an economic development strategy, it is critical that the WETCC is

successful at growing and developing. It is also important that the skills

needed for furthering the economy are taught. Students need marketable

skills that are in demand in the area, and the WETCC is nicely positioned

to provide the training the workforce needs.

This initiative includes:

•

•

•

Project:

Linking the workforce needs to the curriculum of the WETCC

Helping develop links between the WETCC and other higher

educational institutions throughout the area

Ensuring the WETCC is successfully marketed to students and

businesses

Developing additional housing choices including Assisted Living

Facilities for on and off-reservation tribal communities

Timeline:

2014-2018

Leadership: WEEDO

Partners:

White Earth Health and Housing Departments

Summary: Assisted living is a growing residential option for seniors. The potential for

an assisted living facilities would not only provide options for seniors, it

would also create new jobs and generate significant investment.

Project:

Expand upon market analysis specifically focused on the potential

for “Green” business development

Timeline:

2014-2018

Leadership: WEEDO

Partners:

White Earth Natural Resources, HRDC, AURI, NRRI,

Summary: There is growing interest and demand for green and alternative energy

businesses ranging from wind energy to biomass pellets. The White Earth

Reservation Tribal Council has been on the leading edge of some of the

research in this area, yet there are so many other opportunities to study

and investigate.

Project:

Timeline:

Leadership:

Partners:

Summary:

WEEDO will continue to investigate the potential for green enterprises on

the reservation, and will complete a feasibility study on the top three

potential opportunities.

Implement a Reservation-Wide Park, Trail and Wellness Plan

2014-2018

White Earth Natural Resource Department

White Earth Health Department, Community Councils, HRDC

A growing number of economic developers are recognizing the link

between economic development and the ‘livability’ of their communities.

In a time where businesses and the workforce is more mobile than ever

before, leaders must ensure that the communities they are looking to

develop are desirable places to live, work and raise a family.

While livability is a very broad term, the steering committee recommends a

strong focus on parks, trails, and wellness. The White Earth Reservation

is blessed with many natural amenities that lay the foundation for a

wonderful quality of life. However, there has never been a comprehensive

effort to improve and develop the Reservation’s parks and trail system.

Wellness is an important part of creating healthy livable communities. The

White Earth Reservation should work to provide its members with a

healthy local food system that sustains both food producers and

consumers in our community, and to promote the policy and infrastructure

necessary to make physical activity easy, fun, and accessible.

Project:

Develop a five year infrastructure improvement program for the

White Earth Reservation communities

Timeline:

2014-2018

Leadership: WEEDO

Partners:

White Earth Health Department, White Earth Natural Resources,

Community Councils, HRDC, USDA, US EDA, HUD, BIA.

Summary: Despite recent progress, there remains significant infrastructure issues

throughout the reservation. Similar to a five year capital improvements

plan many cities develop, WEEDO will develop an infrastructure

improvement plan that will effectively address priority economic

development infrastructure needs in a coordinated, comprehensive way.

Included in this program will be water, sewer, electrical, technological and

other physical infrastructure, as well as land recovery initiatives.

Project:

Establish a workforce council for the White Earth Reservation.

Timeline:

2014-2018

Leadership: White Earth Reservation Tribal Council

Partners:

Summary:

WEEDO, Community Councils, White Earth Tribal and Community

College, Casino.

There are significant challenges and opportunities in the area of workforce

and skill development on the Reservation. Significant federal funding is

being invested in the workforce training, and it is important that the myriad

of programs and organizations involved in workforce development are

working together in a coordinated fashion to ensure the needs of workers

and employers on the reservation are met.

Plan of Action

Promote economic development and opportunity

White Earth’s strategy is to proactively address economic development, building

upon internal and external relationships leveraging these to achieve measurable

results.

Foster effective transportation access

White Earth is now going into its fifth year of operating a commuter bus system that

provides access for workers of the major employers on the reservation reasonably

cost transit service between their resident community and work places. Services is

provided to the tribal casino employees, tribal governmental employees and

employees of the federally-operated tribal health clinic, and additionally to the

general public in assisting with health clinic visits.

Enhance and protect the environment

White Earth recognizes the sacredness of its land base and chooses to take care in

how it is developed. Every effort will continue to be made to promote proper

stewardship of the land and to implement sustainability. Green energy development

will continue to be pursued to reduce the use of non-renewable resources and to

appropriately utilize local resources thus saving precious tribal dollars.

Stay consistent with State of Minnesota goals

White Earth regularly participates in regional economic development forums where

the State of Minnesota’s economic development and workforce development entity,

DEED (Department of Employment and Economic Development) maintains

communication with local economic development entities regarding its objectives,

plans, programs and activities. White Earth finds that these are critical linkages and

will continue to participate in these venues.

White Earth will continue to provide economic development leadership within the

region.

Promote the use of technology in economic development

White Earth will take advantage of GIS technology in its continued planning.

Balance resources through sound management of physical development

White Earth will implement the recently completed land use plans for each of its

tribal communities.

Obtain funding

White Earth works closely with many federal agencies that have various types of

resources that can contribute to the implementation of each of the identified projects

– from funding of feasibility studies, funding for expertise, and short term expertise to

funding for infrastructure design and construction. Among these agencies of prime

interest are the Indian Health Service, USDA, DOE, EPA, and HUD. White Earth will

also creatively access housing tax credits and new market tax credits as available to

accomplish its housing and economic development goals.

Implementation Activities

Calendar Year 2014

Ø Marketing plan

a. Complete an Economic Impact Analysis of tribal expenditures

and payroll impact on the area communities

b. Establish working relationship with Mahnomen Business

Council

c.

Ø Expanding tribal businesses

a. Complete Transfer Station construction

b. Seek USDA RBEG funding to expand WE Enterprise

businesses

c. Reestablish wild rice marketing business site at WE Enterprises

d. Seek out complementary mail order fulfillment opportunities for

WEE

e. Seek 8(a) and HUBZone designation for WEE business subentities

f. Analyze establishment of housing deployment initiative within

WEE

g.

Ø One-stop center

a. Hire business accelerator program manager

b. Mentor 25 clients in looking at business opportunities

c.

Ø Tribal college

a. Assist college in launch of community instructional sites

b. Establish business accelerator program at college

c. Seek funding for completion of remaining wings of college’s

principal building

d.

Ø Additional housing choices

a. Assist Iron Range Community Council with tax credit

application process

b.

Ø “Green” business development

a. Assess status of renewable projects

b. Develop marketing program for private sector marketing

c. Seek DOE funding for casino biomass deployment

d.

Ø Park, trail and wellness plan

a. Initiate park/trail plan

b. Establish youth lacrosse program

c.

Ø Infrastructure improvement

a. Continue to identify infrastructure needs

b.

Ø Workforce council

a. Assist college in launch of community instructional sites

b. Assess the value of conducting a WF survey

c. Develop WF survey template

d. Test distribute WF summary

e. Establish day labor initiative

Calendar Years 2015-2018

Ø Marketing plan

a. Complete an Economic Impact Analysis of tribal expenditures

and payroll impact on the area communities

b. Establish working relationship with Mahnomen Business

Council

c.

Ø Expanding tribal businesses

a. Complete Transfer Station construction

b. Seek USDA RBEG funding to expand WE Enterprise

businesses

c. Reestablish wild rice marketing business site at WE Enterprises

d. Seek out complementary mail order fulfillment opportunities for

WEE

e. Seek 8(a) and HUBZone designation for WEE business subentities

f. Analyze establishment of housing deployment initiative within

WEE

g.

Ø One-stop center

a. Hire business accelerator program manager

b. Mentor 25 clients annually re business opportunities

c.

Ø Tribal college

a. Establish business accelerator program at college

b. Seek funding for completion of remaining wings of college’s

principal building

c.

Ø Additional housing choices

a. Assist Iron Range Community Council with tax credit

application process

b.

Ø “Green” business development

a. Assess status of renewable projects

b. Develop marketing program for private sector marketing

c. Seek DOE funding for casino biomass deployment

d.

Ø Park, trail and wellness plan

a. Initiate park/trail plan

b. Establish youth lacrosse program

c.

Ø Infrastructure improvement

a. Continue to identify infrastructure needs

b.

Ø Workforce council

a. Assess the value of conducting a WF survey

b.

VIII.Performance Measures

The White Earth Nation Economic Development Organization will annually review the

performance of the Reservation in meeting the vision and goals articulated in this

Comprehensive Economic Development Strategy (CEDS). The White Earth Economic

Development Organization will report the results of its evaluation in the CEDS Annual

Report, and will share the results with the Tribal Government, communities and

stakeholders in the Region.

A comprehensive economic development strategy is to contain a list of performance

measures used to evaluate successful development and implementation of the CEDS.

The following performance measures are traditionally used to provide an objective way

to measure the progress made towards the CEDS.

•

Number of Jobs created after implementation of the CEDS:

o We anticipate that the Reservation, in the next three years, the Region will

create at least 300 new jobs as a result of the CEDS implementation.

•

Number and types of investments undertaken in the Region:

o In terms of the number of investments to be undertaken in the Region, we

anticipate that the EDA will make 15 investments in the Region between

2013 and 2018.

•

Amount of private sector investment in the Region after implementation of

the CEDS:

o We estimate that the Region’s private sector will invest $5,000,000 after

implementation of the CEDS.

•

Changes in the economic environment for the region

In addition to these traditional progress indicators, the White Earth Nation evaluation of

progress will focus on the extent the Region has been able to reach the goals and

objectives contained in this CEDS report. The goals will serve as the performance

measures for the White Earth Nation.

IX. Disaster Resiliency Strategy

Emergency Planning, Response and Recovery Plan

Ø White Earth will assign its Business Accelerator Program manager to begin working with

impacted businesses

Ø White Earth will make available business incubator space to impacted businesses

Ø White Earth will create and maintain a database of all know businesses operating within

its boundaries

Ø White Earth will utilize its tribal newspaper as a method of communication to local

businesses and the consumer public to deliver messages and technical knowledge in

support of disaster recovery

Implementation Priorities

Ø White Earth will continue to develop, maintain and improve Disaster and Hazard

Mitigation plans with surrounding Local, State, and Federal partners during the duration

of this CEDS

Ø

Ø White Earth is seeking USDA Rural Development Opportunity Grant funding to hire a

Business Accelerator Program manager to work with mentoring those seeking to start

businesses, strengthening the resiliency of the private sector.

Ø Part of this effort involves the creation of appropriate business incubator facilities in

support of this mission.

Ø White Earth is launching an initiative with the Minnesota Extension Service to begin

looking at the attributes of the local tribal economic, initially beginning with the attributes

of the impact of tribal finances on the local area economy

Ø White Earth will seek to improve relationships with local non-tribal economic

development entities on behalf of jointly strengthening local economies

Ø White Earth Enterprises will seek ways to expand and birth appropriate new businesses

within the tribal enterprise platform wherein these needed businesses might not initially

thrive without a high level of nurturing

Appendices

2009 CEDS Steering Committee

Toni Merdan, Tara Mason, Mike Swan, Dean Johnson, Lorna LaGue, Gloria Lafriniere,

Audra Highelk, Sam Mason, Steven Day, Marshall Brown, John Annette, Pam Keezer,

Marvin Tibbetts, Pat Cobb, Brenda Lundon, Brent Gish, Monte Fox.

Representation

Names

Business:

Tara Mason, Dean Johnson, Gloria Lafriniere, Audra Highelk,

Sam Mason, Steven Day, Marshall Brown, Pat Cobb, Brenda

Lundon.

Industry:

Tara Mason, Mike Swan, Dean Johnson, Lorna LaGue, Steven

Day, John Annette, Pat Cobb, Brent Gish, Monte Fox

Finance:

Agriculture:

Toni Merdan, Dean Johnson, Lorna LaGue, Audra Highelk

Mike Swan, Marshall Brown

Professions:

Brent Gish, Monte Fox

Organized labor:

Tara Mason, Gloria Lafriniere, Sam Mason, Marshall Brown,

Marvin Tibbetts

Utilities:

Dean Johnson, Lorna LaGue

Education:

Brent Gish

Community

organizations:

Public health

agencies

The aged:

Tara Mason, Mike Swan, John Annette, Brent Gish

Disabled:

Tara Mason, Gloria Lafriniere, Sam Mason, Marshall Brown,

Marvin Tibbetts

Tara Mason, Gloria Lafriniere, Sam Mason, Marshall Brown,

Marvin Tibbetts

Tara Mason, Mike Swan, Dean Johnson, Lorna LaGue, Gloria

Lafriniere, Audra Highelk, Sam Mason, Steven Day, Marshall

Brown, John Annette, Pam Keezer, Marvin Tibbetts, Pat Cobb,

Brenda Lundon, Brent Gish, Monte Fox

The unemployed

Racial or ethnic

minorities:

Monte Fox

Dean Johnson, John Annette, Brent Gish

Women:

Toni Merdan, Tara Mason, Lorna LaGue, Gloria Lafriniere, Audra

Highelk, Pam Keezer, Pat Cobb, Brenda Lundon

Non-Government/

Government

Affiliation

Non-Government (10): Tara Mason, Dean Johnson, Gloria

Lafriniere, Audra Highelk, Steven Day, Marshall Brown, John

Annette, Pat Cobb, Brenda Lundon, Brent Gish

Government (7): Toni Merdan, Mike Swan, Lorna LaGue, Sam

Mason, Pam Keezer, Marvin Tibbetts, Monte Fox