Oneida Business Committee (2023)
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Public Packet
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Oneida Business Committee
Regular Meeting
8:30 AM Wednesday, June 14, 2023
BC Conference Room, 2nd floor, Norbert Hill Center
Agenda
Meeting agenda is available here: oneida-nsn.gov/government/business-committee/agendas-packets/.
Materials for the “General Tribal Council” section of the agenda, if any, are available to enrolled members
of the Oneida Nation; to obtain a copy, visit the Government Administrative Office, 1st floor, Norbert Hill
Center and present a valid Tribal I.D. or go to https://goo.gl/uLp2jE. Scheduled times are subject to
change.
I.
CALL TO ORDER
II.
OPENING
III.
ADOPT THE AGENDA
IV.
OATH OF OFFICE
V.
A.
Oneida Police Department - Michael Lynch and Kaleb Brown
Sponsor: Richard Van Boxtel, Chair/Oneida Police Commission
B.
Oneida Election Board Alternates - Shelly King, Sacheen Lawrence, and Yasiman
Metoxen
Sponsor: Lisa Liggins, Secretary
C.
Oneida Election Board Ad Hoc Committee - Brooke Beltran
Sponsor: Lisa Liggins, Secretary
MINUTES
A.
VI.
Approve the May 24, 2023, regular Business Committee meeting minutes
Sponsor: Lisa Liggins, Secretary
RESOLUTIONS
A.
Adopt resolution entitled Adoption of the Restated and Amended Oneida Business
Committee 401(k) Savings Plan
Sponsor: Keith Doxtator, Chief Financial Officer
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B.
Adopt resolution entitled Approval of Use of Economic Development, Diversification
and Community Development Funds for a Payment of $450,000 to contract with
American Indian AG Industries, and requested General Tribal Council for legalized
marijuana in accordance with General Tribal Council January 20, 2020, directive
Sponsor: Justin Nishimoto, Business Analyst
C.
Adopt resolution entitled Approval of Use the Economic Development,
Diversification, and Community Development Funds for a Sponsorship of $10,000 to
the Tribal Housing Summit in October 2023
Sponsor: Justin Nishimoto, Business Analyst
D.
Adopt resolution entitled Authorization of Unbudgeted Expenditure - 4273006
Sponsor: Winnifred Thomas, Chair/Oneida Nation Commission on Aging
E.
Adopt resolution entitled Fiscal Year 2024 Budget Considerations and Calendar
Sponsor: Keith Doxtator, Chief Financial Officer
F.
Adopt resolution entitled Support for Great Law Recital in Oneida Nation Community
2023
Sponsor: Lisa Liggins, Secretary
G.
Enter the e-poll results into the record regarding the adopted BC resolution 05-3123-A Oneida Nation Farm Native American Agriculture Fund Application
Sponsor: Lisa Liggins, Secretary
STANDING COMMITTEES
A.
LEGISLATIVE OPERATING COMMITTEE
1.
B.
QUALITY OF LIFE COMMITTEE
1.
VIII.
Accept the May 17, 2023, regular Legislative Operating Committee meeting
minutes
Sponsor: David P. Jordan, Councilman
Accept the April 20, 2023, regular Quality of Life Committee meeting minutes
Sponsor: Daniel Guzman King, Councilman
TRAVEL REPORTS
A.
Approve the travel report - Councilman David Jordan - Reservation Economic
Summit (RES) - Las Vegas, NV - April 2-6, 2023
Sponsor: David P. Jordan, Councilman
B.
Approve the travel report - Councilwoman Jennifer Webster - National Tribal Health
Conference - Anchorage, AK - April 29-May 5, 2023
Sponsor: Jennifer Webster, Councilwoman
C.
Approve the travel report - Councilwoman Jennifer Webster - Administration for
Children and Families Consultation - Prior Lake, MN - June 4-5, 2023
Sponsor: Jennifer Webster, Councilwoman
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D.
IX.
TRAVEL REQUESTS
A.
X.
XI.
Enter the e-poll results into the record regarding the approved travel request for
Councilman David Jordan to attend the Center for Indigenous Innovation and Health
Equity Tribal Advisory Committee Meeting in Oklahoma City, OK June 28-29, 2023
Sponsor: Lisa Liggins, Secretary
Approve the travel request - Councilman Kirby Metoxen - Native American
Indigenous Games (NAIG) - Halifax, NS - July 15-19, 2023
Sponsor: Kirby Metoxen, Councilman
NEW BUSINESS
A.
Approve the concept paper - CDC # 20-107 Archiquette Building Renovation
Sponsor: Mark W. Powless, General Manager
B.
Approve the CDC approval package - CDC # 22-115 Public Market
Sponsor: Mark W. Powless, General Manager
C.
Approve OBC SOP entitled Holding a Virtual Meeting
Sponsor: Lisa Liggins, Secretary
D.
Accept the 2023 Primary Election final report and declare the official results
Sponsor: Tina Skenandore, Chair/Oneida Election Board
E.
Research Request: Jessica Burghart - Walden University - Developing Business
Strategies for Native American Businesses - Review recommendation and determine
appropriate next steps
Sponsor: Jo Anne House, Chief Counsel
F.
Term appointment and determine next steps regarding Councilwoman Cornelius'
departure and liaison duties
Sponsor: David P. Jordan, Councilman
G.
Post one (1) vacancy - Oneida Election Board
Sponsor: Lisa Liggins, Secretary
GENERAL TRIBAL COUNCIL
A.
Approve notice and materials for July 24, 2023, tentatively scheduled semi-annual
General Tribal Council meeting
Sponsor: Lisa Liggins, Secretary
B.
Reschedule start time for the October 8, 2023, and October 22, 2023, special General
Tribal Council meetings
Sponsor: Lisa Liggins, Secretary
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C.
Accept the supplemental fiscal impact statement re: Right to Review, Discussion
and Take Any Other Action Required
Sponsor: Keith Doxtator, Chief Financial Officer
D.
PETITIONER LINDA DALLAS - Accept the fiscal impact statement - petition # 202301, 2023-08, 2023-09, 2023-10, 2023-12, 2023-16, 2023-17, 2023-18, 2023-19, 2023-21,
2023-27, 2023-28
1.
E.
PETITIONER LLOYD ZEISE - Accept the fiscal impact statement - petition # 2023-04
1.
F.
Accept the fiscal impact statement - petition # 2023-04
Sponsor: Keith Doxtator, Chief Financial Officer
PETITIONER LINDA DALLAS - Accept the statement of effect - petition # 2023-29
1.
XII.
Accept the fiscal impact statements - petition # 2023-01, 2023-08, 2023-09,
2023-10, 2023-12, 2023-16, 2023-17, 2023-18, 2023-19, 2023-21, 2023-27, 202328
Sponsor: Keith Doxtator, Chief Financial Officer
Accept the statement of effect - petition # 2023-29
Sponsor: David P. Jordan, Councilman
EXECUTIVE SESSION
A.
B.
REPORTS
1.
Accept the Chief Counsel report
Sponsor: Jo Anne House, Chief Counsel
2.
Accept the General Manager report
Sponsor: Mark W. Powless, General Manager
3.
Accept the Intergovernmental Affairs, Communications, and Self-Governance
special report and determine next steps
Sponsor: Melinda J. Danforth, Director/Intergovernmental Affairs
AUDIT COMMITTEE
1.
Accept the April 20, 2023, regular Audit Committee meeting minutes
Sponsor: David P. Jordan, Councilman
2.
Accept the Oneida Police Department controls assessment audit and lift
confidentiality requirement
Sponsor: David P. Jordan, Councilman
3.
Accept the Controlled Keys compliance audit and lift confidentiality
requirement
Sponsor: David P. Jordan, Councilman
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C.
XIII.
NEW BUSINESS
1.
Review draft materials from Gaming for the 2023 semi-annual General Tribal
Council meeting packet
Sponsor: Lisa Liggins, Secretary
2.
Review applications - Bay Bancorporation Inc. and determine next steps (1:30
p.m.)
Sponsor: David P. Jordan, Councilman
3.
Approve requested action(s) regarding DR05
Sponsor: Lisa Liggins, Secretary
4.
Review request from Oneida Airport Hotel Corporation liaison and determine
next steps
Sponsor: Kirby Metoxen, Councilman
5.
Deliberations regarding a pardon application - Eric A. Arce
Sponsor: Eric Boulanger, Chair/Pardon and Forgiveness Screening Committee
ADJOURN
Posted on the Oneida Nation’s official website, www.oneida-nsn.gov pursuant to the Open Records and
Open Meetings law (§ 107.14.)
The meeting packet of the open session materials for this meeting is available by going to the Oneida
Nation’s official website at: oneida-nsn.gov/government/business-committee/agendas-packets/
For information about this meeting, please call the Government Administrative Office at (920) 869-4364 or
(800) 236-2214
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Regular Meeting Agenda
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Public Packet
Oneida Police Department - Michael Lynch and Kaleb Brown
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Oneida Election Board Alternates - Shelly King, Sacheen Lawrence, and Yasiman Metoxen
Business Committee Agenda Request
1. Meeting Date Requested:
06/14/23
2. General Information:
Session:
☒ Open
☐ Executive – must qualify under §107.4-1.
Justification: Choose reason for Executive.
3. Supporting Documents:
☐ Bylaws
☐ Contract Document(s)
☐ Correspondence
☐ Draft GTC Notice
☐ Draft GTC Packet
☐ E-poll results/back-up
☐ Other: Describe
☐ Fiscal Impact Statement
☐ Law
☐ Legal Review
☐ Minutes
☐ MOU/MOA
☐ Petition
☐ Presentation
☐ Report
☐ Resolution
☐ Rule (adoption packet)
☐ Statement of Effect
☐ Travel Documents
4. Budget Information:
☐ Budgeted
☒ Not Applicable
☐ Budgeted – Grant Funded ☐ Unbudgeted
☐ Other: Describe
5. Submission:
Authorized Sponsor:
Lisa Liggins, Secretary
Primary Requestor:
Shannon Davis, Recording Clerk
Additional Requestor:
(Name, Title/Entity)
Additional Requestor:
(Name, Title/Entity)
Submitted By:
SDAVIS
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Oneida Nation
Government Administrative Office
PO Box 365 Oneida, WI 54155-0365
oneida-nsn.gov
Memorandum
TO:
Oneida Business Committee
FROM:
Brooke Doxtator, BCC Supervisor
DATE:
June 6, 2023
RE:
Oath of Office – Oneida Election Board Alternate
Background
On May 24, 2023, the Oneida Business Committee appointed Shelly King, Sacheen
Lawrence, and Yasiman Metoxen as Oneida Election Board Alternates.
A good mind. A good heart. A strong fire.
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Oneida Election Board Ad Hoc Committee - Brooke Beltran
Business Committee Agenda Request
1. Meeting Date Requested:
06/14/23
2. General Information:
Session:
☒ Open
☐ Executive – must qualify under §107.4-1.
Justification: Choose reason for Executive.
3. Supporting Documents:
☐ Bylaws
☐ Contract Document(s)
☒ Correspondence
☐ Draft GTC Notice
☐ Draft GTC Packet
☐ E-poll results/back-up
☐ Other: Describe
☐ Fiscal Impact Statement
☐ Law
☐ Legal Review
☐ Minutes
☐ MOU/MOA
☐ Petition
☐ Presentation
☐ Report
☐ Resolution
☐ Rule (adoption packet)
☐ Statement of Effect
☐ Travel Documents
4. Budget Information:
☐ Budgeted
☒ Not Applicable
☐ Budgeted – Grant Funded ☐ Unbudgeted
☐ Other: Describe
5. Submission:
Authorized Sponsor:
Lisa Liggins, Secretary
Primary Requestor:
Shannon Davis, Recording Clerk
Additional Requestor:
(Name, Title/Entity)
Additional Requestor:
(Name, Title/Entity)
Submitted By:
SDAVIS
Public Packet
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Oneida Nation
Government Administrative Office
PO Box 365 Oneida, WI 54155-0365
oneida-nsn.gov
Memorandum
TO:
Oneida Business Committee
FROM:
Brooke Doxtator, BCC Supervisor
DATE:
June 6, 2023
RE:
Oath of Office – Oneida Election Board Ad Hoc Committee
Background
On May 24, 2023, the Oneida Business Committee appointed Brooke Beltran to the Oneida
Election Board Ad Hoc Committee.
A good mind. A good heart. A strong fire.
Public Packet
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Approve the May 24, 2023, regular Business Committee meeting minutes
Business Committee Agenda Request
1. Meeting Date Requested:
06/14/23
2. General Information:
Session:
☒ Open
☐ Executive – must qualify under §107.4-1.
Justification: Choose reason for Executive.
3. Supporting Documents:
☐ Bylaws
☐ Contract Document(s)
☐ Correspondence
☐ Draft GTC Notice
☐ Draft GTC Packet
☐ E-poll results/back-up
☐ Other: Describe
☐ Fiscal Impact Statement
☐ Law
☐ Legal Review
☒ Minutes
☐ MOU/MOA
☐ Petition
☐ Presentation
☐ Report
☐ Resolution
☐ Rule (adoption packet)
☐ Statement of Effect
☐ Travel Documents
4. Budget Information:
☐ Budgeted
☒ Not Applicable
☐ Budgeted – Grant Funded ☐ Unbudgeted
☐ Other: Describe
5. Submission:
Authorized Sponsor:
Lisa Liggins, Secretary
Primary Requestor:
Additional Requestor:
(Name, Title/Entity)
Additional Requestor:
(Name, Title/Entity)
Submitted By:
CELLIS1
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DRAFT
Oneida Business Committee
Executive Session
8:30 AM Tuesday, May 23, 2023
Virtual Meeting – Microsoft Teams1
Regular Meeting
8:30 AM Wednesday, May 24, 2023
BC Conference Room, 2nd floor, Norbert Hill Center
Minutes
EXECUTIVE SESSION:
Present: Chairman Tehassi Hill, Vice-Chairman Brandon Stevens, Secretary Lisa Liggins Council
members: Marie Cornelius, Daniel Guzman King, David P. Jordan, Kirby Metoxen, Jennifer Webster;
Not Present: Treasurer Tina Danforth;
Arrived at: n/a
Others present: Jo Anne House, Mark W. Powless, Melinda J. Danforth, Keith Doxtator, Justin
Nishimoto, Rae Skenandore, Loucinda Conway, Bill Gollnick, Jeff Bowman, Nathan King, John
Breuninger, Jeff House, Jeanne Calhoun, Joe Hanrahan, Arlinda Locklear, Scott Dacey, James Bittorf,
Brandon Wisneski, Melissa Nuthals, Corey Topp, Lisa Summers, Kristine Hill;
REGULAR MEETING
Present: Chairman Tehassi Hill, Vice-Chairman Brandon Stevens, Secretary Lisa Liggins, Council
members: Marie Cornelius, Daniel Guzman King, David P. Jordan, Kirby Metoxen, Jennifer Webster;
Not Present: Treasurer Tina Danforth;
Arrived at: n/a
Others present: Jo Anne House, Mark W. Powless, Todd VanDen Heuvel (via Microsoft Teams),
Katsitsiyo Danforth (via Microsoft Teams), Kaylynn Gresham (via Microsoft Teams), Rhiannon Metoxen
(via Microsoft Teams), Kristal Hill (via Microsoft Teams), Justin Nishimoto (via Microsoft Teams), Rae
Skenandore (via Microsoft Teams), Clorissa Leeman (via Microsoft Teams), Lisa Summers (via Microsoft
Teams), RaLinda Ninham-Lamberies (via Microsoft Teams), Krystal John (via Microsoft Teams), Maureen
Metoxen (via Microsoft Teams), Melanie Burkhart (via Microsoft Teams), Lori Hill (via Microsoft Teams),
Tina Jorgensen (via Microsoft Teams), Elijah Metoxen (via Microsoft Teams), Grace Elliott (via Microsoft
Teams), Candi Cornelius, Eric Boulanger, Brandon VanDeHei, Daniel Wolf, Kristine Hill (via Microsoft
Teams), Patricia King (via Microsoft Teams), Debbie Melchert (via Microsoft Teams), Brooke Doxtator
(via Microsoft Teams), Shannon Davis (via Microsoft Teams), Carol Silva (via Microsoft Teams), Megan
Murphy-Belcaster (via Microsoft Teams), Lois Strong (via Microsoft Teams), Terry Hetzel (via Microsoft
Teams), Cary Gleason (via Microsoft Teams), Mike Debraska (via Microsoft Teams), Fawn Billie, Aliskwet
Ellis;
I.
CALL TO ORDER
Meeting called to order by Chairman Tehassi Hill at 8:31 a.m.
For the record: Treasurer Tina Danforth is out on leave.
1 Microsoft Teams is software which provides a communication and collaboration platform for workplace chat, file
sharing, and video meetings.
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DRAFT
II.
OPENING (00:00:07)
Opening provided by Councilman Kirby Metoxen.
III.
ADOPT THE AGENDA (00:00:41)
Motion by Marie Cornelius to adopt the agenda as presented, seconded by David P. Jordan. Motion
carried:
Ayes:
Marie Cornelius, Daniel Guzman King, David P. Jordan, Kirby
Metoxen, Brandon Stevens, Jennifer Webster
Not Present:
Tina Danforth, Lisa Liggins
Item V.A. was addressed next.
IV.
OATH OF OFFICE
A.
Oneida Police Department - Daniel Wolf (00:01:59)
Sponsor: Richard VanBoxtel, Chair/Oneida Police Commission
Oath of office was administered by Vice-Chairman Brandon Stevens. Officer Daniel Wolf was present.
Item VI.A. was addressed next.
V.
MINUTES
A.
Approve the May 10, 2023, regular Business Committee meeting minutes
(00:01:18)
Sponsor: Lisa Liggins, Secretary
Motion by Marie Cornelius to approve the May 10, 2023, regular Business Committee meeting
minutes, seconded by Jennifer Webster. Motion carried:
Ayes:
Marie Cornelius, Daniel Guzman King, David P. Jordan, Kirby
Metoxen, Brandon Stevens, Jennifer Webster
Not Present:
Tina Danforth, Lisa Liggins
Item IV.A. was addressed next.
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DRAFT
VI.
RESOLUTIONS
A.
Adopt resolution entitled 2023 Tribal Victim Services Set-Aside Grant Application
(00:04:50)
Sponsor: Mark W. Powless, General Manager
Secretary Lisa Liggins arrived at 8:36 a.m.
Motion by Jennifer Webster to adopt resolution 05-24-23-A entitled 2023 Tribal Victim Services SetAside Grant Application, seconded by Marie Cornelius. Motion carried:
Ayes:
Marie Cornelius, Daniel Guzman King, David P. Jordan, Lisa Liggins,
Kirby Metoxen, Brandon Stevens, Jennifer Webster
Not Present:
Tina Danforth
B.
Adopt resolution entitled Supervision of the Chief Financial Officer in the Absence
of the Treasurer (00:05:18)
Sponsor: Lisa Liggins, Secretary
Motion by Marie Cornelius to adopt resolution 05-24-23-B entitled Supervision of the Chief Financial
Officer in the Absence of the Treasurer, seconded by Brandon Stevens. Motion carried:
Ayes:
Marie Cornelius, David P. Jordan, Lisa Liggins, Kirby Metoxen,
Brandon Stevens, Jennifer Webster
Opposed:
Daniel Guzman King
Not Present:
Tina Danforth
Amendment to the main motion by Daniel Guzman King to make one (1) change [1) at line 54
and 55, change “the Oneida Business Committee approves the entire Oneida Business
Committee as supervisor of the Chief Financial Officer in the absence of the Treasurer.” to “the
Oneida Business Committee approves the Officers of the Oneida Business Committee as
supervisor of the Chief Financial Officer in the absence of the Treasurer.”], seconded by Lisa
Liggins. Motion failed:
Ayes:
Daniel Guzman King
Opposed:
Marie Cornelius, David P. Jordan, Lisa Liggins, Kirby Metoxen,
Jennifer Webster
Abstained:
Brandon Stevens
Not Present:
Tina Danforth
C.
Adopt resolution entitled Disparities in Delivery Method Study Recruitment
(00:26:57)
Sponsor: Mark W. Powless, General Manager
Councilman David P. Jordan left at 8:56 a.m.
Councilwoman Jennifer Webster left 8:56 a.m.
Motion by Marie Cornelius to adopt resolution 05-24-23-C entitled Disparities in Delivery Method Study
Recruitment with one (1) addition [1) at line 35, add “WHEREAS, this research is being reviewed in
accordance with BC Resolution # 05-08-19-A Research Requests-- Review and Approval to Conduct
and the Director of Comprehensive Health has identified support of this research], seconded by
Brandon Stevens. Motion carried:
Ayes:
Marie Cornelius, Daniel Guzman King, Lisa Liggins, Kirby Metoxen,
Brandon Stevens
Not Present:
Tina Danforth, David P. Jordan, Jennifer Webster
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VII.
APPOINTMENTS
A.
Determine next steps regarding seven (7) vacancies - Oneida Election Board
Alternates (00:46:28)
Sponsor: Lisa Liggins, Secretary
Councilman Daniel Guzman King left at 9:12 a.m.
Motion by Lisa Liggins to accept the selected the applicants and appoint Sacheen Lawrence, Shelly
King, and Yasiman Metoxen to the Oneida Election Board as an alernate with a term ending upon the
ratification of the 2023 General Election results and request the Secretary to re-notice the remaining
four (4) vacancies, seconded by Marie Cornelius. Motion carried:
Ayes:
Marie Cornelius, Lisa Liggins, Kirby Metoxen, Brandon Stevens
Not Present:
Tina Danforth, Daniel Guzman King, David P. Jordan, Jennifer
Webster
B.
Determine next steps regarding three (3) vacancies - Oneida Election Board Ad
Hoc Committee (00:42:19)
Sponsor: Lisa Liggins, Secretary
Motion by Lisa Liggins to accept the selected the applicants and appoint Brooke Beltran to the Oneida
Election Board Ad Hoc Committee with a term ending December 31, 2023, and request the Secretary
to re-notice the remaining two (2) vacancies, seconded by Kirby Metoxen. Motion carried:
Ayes:
Marie Cornelius, Lisa Liggins, Kirby Metoxen, Brandon Stevens
Not Present:
Tina Danforth, Daniel Guzman King, David P. Jordan, Jennifer
Webster
For the record: Secretary Lisa Liggins stated the appointments made today for the Oneida Election
Board Alternates are made in accordance with the Election Law § 102.4-7 and the appointment of the
Election Board Ad-Hoc Committee members are in accordance with the Oneida Election Board ByLaws. Thank you
VIII.
STANDING COMMITTEES
A.
FINANCE COMMITTEE
1.
Accept the May 1, 2023, regular Finance Committee meeting minutes (00:43:25)
Sponsor: Keith Doxtator, Chief Financial Officer
Motion by Kirby Metoxen to accept the May 1, 2023, regular Finance Committee meeting minutes,
seconded by Lisa Liggins. Motion carried:
Ayes:
Marie Cornelius, Lisa Liggins, Kirby Metoxen, Brandon Stevens
Not Present:
Tina Danforth, Daniel Guzman King, David P. Jordan, Jennifer
Webster
Councilman Daniel Guzman King returned at 9:15 a.m.
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2.
Accept the May 15, 2023, regular Finance Committee meeting minutes (00:43:45)
Sponsor: Keith Doxtator, Chief Financial Officer
Motion by Kirby Metoxen to accept the May 15, 2023, regular Finance Committee meeting minutes,
seconded by Marie Cornelius. Motion carried:
Ayes:
Marie Cornelius, Daniel Guzman King, Lisa Liggins, Kirby Metoxen,
Brandon Stevens
Not Present:
Tina Danforth, David P. Jordan, Jennifer Webster
B.
LEGISLATIVE OPERATING COMMITTEE
1.
Accept the May 3, 2023, regular Legislative Operating Committee meeting
minutes (00:44:03)
Sponsor: David P. Jordan, Councilman
Motion by Kirby Metoxen to accept the May 3, 2023, regular Legislative Operating Committee meeting
minutes, seconded by Marie Cornelius. Motion carried:
Ayes:
Marie Cornelius, Daniel Guzman King, Lisa Liggins, Kirby Metoxen,
Brandon Stevens
Not Present:
Tina Danforth, David P. Jordan, Jennifer Webster
IX.
TRAVEL REPORTS
A.
Approve the travel report - Councilwoman Marie Cornelius - Inter-Tribal Task
Force Committee Meeting - Lac Du Flambeau, WI - May 10-11, 2023 (00:44:26)
Sponsor: Marie Cornelius, Councilwoman
Motion by Kirby Metoxen to approve the travel report from Councilwoman Marie Cornelius for the InterTribal Task Force Committee Meeting in Lac Du Flambeau, WI - May 10-11, 2023, seconded by Lisa
Liggins. Motion carried:
Ayes:
Daniel Guzman King, Lisa Liggins, Kirby Metoxen, Brandon Stevens
Abstained:
Marie Cornelius
Not Present:
Tina Danforth, David P. Jordan, Jennifer Webster
Councilwoman Jennifer Webster returned at 9:16 a.m.
Councilman David P. Jordan returned 9:16 a.m.
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X.
TRAVEL REQUESTS
A.
Approve the travel request - Councilman Kirby Metoxen - Native American
Tourism of Wisconsin (NATOW) 2023 Annual Conference - Keshena, WI - June 2022, 2023 (00:44:54)
Sponsor: Kirby Metoxen, Councilman
Motion by Marie Cornelius to approve the travel request for Councilman Kirby Metoxen to attend the
Native American Tourism of Wisconsin (NATOW) 2023 Annual Conference in Keshena, WI - June 2022, 2023, seconded by Brandon Stevens. Motion carried:
Ayes:
Marie Cornelius, Daniel Guzman King, David P. Jordan, Lisa Liggins,
Brandon Stevens, Jennifer Webster
Abstained:
Kirby Metoxen
Not Present:
Tina Danforth
B.
Approve the travel request - Councilwoman Jennifer Webster - Administration for
Children & Families Tribal Advisory Committee meeting- Prior Lake, MN - June 4-5,
2023 (00:45:45)
Sponsor: Jennifer Webster, Councilwoman
Motion by Lisa Liggins to approve the travel request for Councilwoman Jennifer Webster to attend the
Administration for Children & Families Tribal Advisory Committee meeting in Prior Lake, MN - June 45, 2023, seconded by Marie Cornelius. Motion carried:
Ayes:
Marie Cornelius, Daniel Guzman King, David P. Jordan, Lisa Liggins,
Kirby Metoxen, Brandon Stevens
Abstained:
Jennifer Webster
Not Present:
Tina Danforth
XI.
NEW BUSINESS
A.
Approve letter of support for the renewal of the Wisconsin Alzheimer's Disease
Center's application (00:46:45)
Sponsor: Jennifer Webster, Councilwoman
Motion by Marie Cornelius to approve the letter of support for the renewal of the Wisconsin Alzheimer's
Disease Center's application, seconded by Kirby Metoxen. Motion carried:
Ayes:
Marie Cornelius, Daniel Guzman King, David P. Jordan, Lisa Liggins,
Kirby Metoxen, Brandon Stevens, Jennifer Webster
Not Present:
Tina Danforth
B.
Post one (1) vacancy - Oneida Land Commission (00:50:31)
Sponsor: Lisa Liggins, Secretary
Motion by David P. Jordan to post one (1) vacancy for the Oneida Land Commission, seconded by
Marie Cornelius. Motion carried:
Ayes:
Marie Cornelius, Daniel Guzman King, David P. Jordan, Lisa Liggins,
Kirby Metoxen, Brandon Stevens, Jennifer Webster
Not Present:
Tina Danforth
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C.
Enter the e-poll results into the record to Authorize Chairman Tehassi Hill to sign
and submit the U.S. Department of the Interior Data Collection form (00:50:50)
Sponsor: Lisa Liggins, Secretary
Motion by David P. Jordan to enter the e-poll results into the record the authorization of Chairman
Tehassi Hill to sign and submit the U.S. Department of the Interior Data Collection form, seconded by
Lisa Liggins. Motion carried:
Ayes:
Marie Cornelius, Daniel Guzman King, David P. Jordan, Lisa Liggins,
Kirby Metoxen, Brandon Stevens, Jennifer Webster
Not Present:
Tina Danforth
XII.
REPORTS
A.
Accept the Emergency Management FY-2023 2nd quarter report (00:51:13)
Sponsor: Kaylynn Gresham, Director/Emergency Management
Motion by Jennifer Webster to accept the Emergency Management FY-2023 2nd quarter report,
seconded by David P. Jordan. Motion carried:
Ayes:
Marie Cornelius, Daniel Guzman King, David P. Jordan, Lisa Liggins,
Kirby Metoxen, Brandon Stevens, Jennifer Webster
Not Present:
Tina Danforth
B.
APPOINTED BOARDS, COMMITTEES, COMMISSIONS
1.
Accept the Southeastern Wisconsin Oneida Tribal Services Advisory Board FY2023 2nd quarter report (00:51:37)
Sponsor: Diane Hill, Chair/Southeastern Wisconsin Oneida Tribal Services Advisory
Board
Motion by Jennifer Webster to accept the Southeastern Wisconsin Oneida Tribal Services Advisory
Board FY-2023 2nd quarter report, seconded by Kirby Metoxen. Motion carried:
Ayes:
Marie Cornelius, Daniel Guzman King, David P. Jordan, Lisa Liggins,
Kirby Metoxen, Brandon Stevens, Jennifer Webster
Not Present:
Tina Danforth
Item XIII.A. was addressed next.
C.
TRIBALLY CHARTERED ENTITIES
1.
Accept the Oneida Airport Hotel Corporation FY-2023 2nd quarter report
(01:34:44)
Sponsor: Kathy Hughes, Chair/Oneida Airport Hotel Corporation
Motion by David P. Jordan to accept the Oneida Airport Hotel Corporation FY-2023 2nd quarter report,
seconded by Brandon Stevens. Motion carried:
Ayes:
Marie Cornelius, Daniel Guzman King, David P. Jordan, Lisa Liggins,
Brandon Stevens, Jennifer Webster
Not Present:
Tina Danforth, Kirby Metoxen
Oneida Business Committee
Regular Meeting Minutes
Page 7 of 17
May 24, 2023
Public Packet
21 of 240
DRAFT
2.
Accept the Bay Bancorporation Inc. FY-2023 2nd quarter report (01:35:05)
Sponsor: Jeff Bowman, President/Bay Bank
Motion by David P. Jordan to accept the Bay Bancorporation Inc. FY-2023 2nd quarter report,
seconded by Jennifer Webster. Motion carried:
Ayes:
Marie Cornelius, Daniel Guzman King, David P. Jordan, Lisa Liggins,
Brandon Stevens, Jennifer Webster
Not Present:
Tina Danforth, Kirby Metoxen
3.
Accept the Oneida ESC Group, LLC FY-2023 2nd quarter report (01:35:23)
Sponsor: John Breuninger, Chair/Oneida ESC Group Board of Managers
Motion by Jennifer Webster to accept the Oneida ESC Group, LLC FY-2023 2nd quarter report,
seconded by David P. Jordan. Motion carried:
Ayes:
Marie Cornelius, Daniel Guzman King, David P. Jordan, Lisa Liggins,
Brandon Stevens, Jennifer Webster
Not Present:
Tina Danforth, Kirby Metoxen
4.
Accept the Oneida Golf Enterprise FY-2023 2nd quarter report (01:35:40)
Sponsor: Justin Nishimoto, Agent/Oneida Golf Enterprise
Motion by David P. Jordan to accept the Oneida Golf Enterprise FY-2023 2nd quarter report, seconded
by Jennifer Webster. Motion carried:
Ayes:
Marie Cornelius, Daniel Guzman King, David P. Jordan, Lisa Liggins,
Brandon Stevens, Jennifer Webster
Not Present:
Tina Danforth, Kirby Metoxen
5.
Accept the Oneida Youth Leadership Institute FY-2023 2nd quarter report
(01:36:07)
Sponsor: Marlon Skenandore, President/Oneida Youth Leadership Institute
Motion by Marie Cornelius to accept the Oneida Youth Leadership Institute FY-2023 2nd quarter
report, seconded by David P. Jordan. Motion carried:
Ayes:
Marie Cornelius, Daniel Guzman King, David P. Jordan, Lisa Liggins,
Brandon Stevens, Jennifer Webster
Not Present:
Tina Danforth, Kirby Metoxen
Item XV. was addressed next.
XIII.
GENERAL TRIBAL COUNCIL
A.
Accept the Review of the Eviction and Termination Law memorandum (00:53:50)
Sponsor: David P. Jordan, Councilman
Motion by Kirby Metoxen to accept as information the memorandum entitled Review of the Eviction
and Termination Law, seconded by David P. Jordan. Motion carried:
Ayes:
Daniel Guzman King, David P. Jordan, Lisa Liggins, Kirby Metoxen,
Brandon Stevens, Jennifer Webster
Abstained:
Marie Cornelius
Not Present:
Tina Danforth
Oneida Business Committee
Regular Meeting Minutes
Page 8 of 17
May 24, 2023
Public Packet
22 of 240
DRAFT
B.
Approve the 2023 semi-annual report (00:54:37)
Sponsor: Lisa Liggins, Secretary
Motion by Jennifer Webster to approve the 2023 semi-annual report noting the General Tribal Council
Directives report and the Oneida Business Committee end of term report will be added at a later date,
seconded by Kirby Metoxen. Motion carried:
Ayes:
Marie Cornelius, Daniel Guzman King, David P. Jordan, Lisa Liggins,
Kirby Metoxen, Brandon Stevens, Jennifer Webster
Not Present:
Tina Danforth
C.
Schedule special General Tribal Council meeting to address 4 petitions (01:00:40)
Sponsor: Lisa Liggins, Secretary
Motion by David P. Jordan to schedule a special General Tribal Council meeting to address 4 petitions
on Sunday, October 8, 2023, at 10:00 a.m., seconded by Jennifer Webster. Motion carried:
Ayes:
David P. Jordan, Lisa Liggins, Brandon Stevens, Jennifer Webster
Opposed:
Daniel Guzman King, Kirby Metoxen
Abstained:
Marie Cornelius
Not Present:
Tina Danforth
D.
PETITIONER LINDA DALLAS - Accept the legal reviews - petition # 2023-01, 202302, 2023-04, 2023-05, 2023-06, 2023-07, 2023-08, 2023-09, 2023-10, 2023-11, 202312, 2023-13, 2023-14, 2023-15, 2023-16, 2023-17, 2023-18, 2023-19, 2023-20, 202321, 2023-24, 2023-27, 2023-28
1.
Accept the legal reviews - petition # 2023-01, 2023-02, 2023-04, 2023-05, 202306, 2023-07, 2023-08, 2023-09, 2023-10, 2023-11, 2023-12, 2023-13, 2023-14, 202315, 2023-16, 2023-17, 2023-18, 2023-19, 2023-20, 2023-21, 2023-24, 2023-27, 202328 (01:08:57)
Sponsor: Jo Anne House, Chief Counsel
Motion by Lisa Liggins to accept the legal reviews for petition # 2023-01, 2023-02, 2023-04, 2023-05,
2023-06, 2023-07, 2023-08, 2023-09, 2023-10, 2023-11, 2023-12, 2023-13, 2023-14, 2023-15, 202316, 2023-17, 2023-18, 2023-19, 2023-20, 2023-21, 2023-24, 2023-27, 2023-28, seconded by David P.
Jordan. Motion carried:
Ayes:
Daniel Guzman King, David P. Jordan, Lisa Liggins, Kirby Metoxen,
Brandon Stevens, Jennifer Webster
Abstained:
Marie Cornelius
Not Present:
Tina Danforth
E.
PETITIONER LINDA DALLAS - Accept the statements of effect - petition # 2023-09,
2023-10, 2023-11, 2023-12, 2023-19, 2023-21, 2023-22, 2023-25, 2023-27, 2023-28
1.
Accept the statements of effect - petition # 2023-09, 2023-10, 2023-11, 2023-12,
2023-19, 2023-21, 2023-22, 2023-25, 2023-27, 2023-28 (01:15:00)
Sponsor: David P. Jordan, Councilman
Motion by Jennifer Webster to accept the statements of effect for petition # 2023-09, 2023-10, 202311, 2023-12, 2023-19, 2023-21, 2023-22, 2023-25, 2023-27, 2023-28, seconded by Marie Cornelius.
Motion carried:
Ayes:
Marie Cornelius, Daniel Guzman King, David P. Jordan, Lisa Liggins,
Kirby Metoxen, Brandon Stevens, Jennifer Webster
Not Present:
Tina Danforth
Oneida Business Committee
Regular Meeting Minutes
Page 9 of 17
May 24, 2023
Public Packet
23 of 240
DRAFT
F.
PETITIONER LINDA DALLAS - Accept the fiscal impact statements - petition #
2023-01 through # 2023-28
1.
Accept the fiscal impact statements - petition # 2023-01 through # 2023-28
(01:15:45)
Sponsor: Keith Doxtator, Chief Financial Officer
Motion by Lisa Liggins to accept the fiscal impact statements for petition # 2023-02, 2023-03, 2023-05,
2023-06, 2023-07, 2023-11, 2023-13, 2023-14, 2023-15, 2023-20, 2023-22, 2023-23, 2023-24, 202325 and 2023-26, seconded by Jenny Webster. Motion carried:
Ayes:
Marie Cornelius, Daniel Guzman King, David P. Jordan, Lisa Liggins,
Kirby Metoxen, Brandon Stevens, Jennifer Webster
Not Present:
Tina Danforth
Motion by Lisa Liggins to direct the Chief Financial Officer to submit the remaining fiscal impact
statements by the close of business on Wednesday May 31, 2023, to the Secretary mailbox, seconded
by Brandon Stevens. Motion carried:
Ayes:
Marie Cornelius, Daniel Guzman King, David P. Jordan, Lisa Liggins,
Brandon Stevens, Jennifer Webster
Not Present:
Tina Danforth, Kirby Metoxen
For the record: Secretary Lisa Liggins stated, I would like to thank the staff in the LRO office,
specifically Clorissa Leeman. Attorney Leeman who has worked countless hours on preparing these
statement of effects, being short staffed in there. As well I would like to thank Chief Counsel Jo Anne
House. As well as all of the attorneys working for her that were assigned these areas in order to meet
the deadline that was required. And the CFO for coming in the middle of the process here and being
able to do his best to meet the deadlines and we’ll get the information out to the petitioners in a timely
manner. It was a lot of work and I appreciate the group effort involved. Thank you.
For the record: Councilwoman Marie Cornelius stated, I just want to add a comment on how
unprecedented these petitions are. I feel like it’s an attack on our government and also unconstitutional
and abuse of our Oneida Constitution. Thank you.
G.
PETITIONER LINDA DALLAS - Allow the General Tribal Council full informational
access to the Oneida Nation’s revenue # 2023-30
1.
Approve three (3) requested actions regarding petition # 2023-30 (01:21:20)
Sponsor: Lisa Liggins, Secretary
Motion by Lisa Liggins to acknowledge receipt of the petition from Linda Dallas regarding Allow the
General Tribal Council full informational access to the Oneida Nation’s revenue; to direct the Business
Committee Direct Report Offices to complete and submit their administrative impact statements of the
petition to the Tribal Secretary mailbox by Wednesday, June 14, 2023; And to direct the Law, Finance,
and Legislative Reference Offices to complete, respectively, the legal review, fiscal impact statement,
and statements of effect with status updates to be submitted for the June 28, 2023, regular Business
Committee meeting agenda and the first Business Committee meeting of the month thereafter or until
all final documents are submitted, seconded by Jennifer Webster. Motion carried:
Ayes:
Marie Cornelius, Daniel Guzman King, David P. Jordan, Lisa Liggins,
Kirby Metoxen, Brandon Stevens, Jennifer Webster
Not Present:
Tina Danforth
Oneida Business Committee
Regular Meeting Minutes
Page 10 of 17
May 24, 2023
Public Packet
24 of 240
DRAFT
H.
PETITIONER LINDA DALLAS - Direct the Oneida Business Committee to plan for
and construct a General Tribal Council meeting facility # 2023-31
1.
Approve three (3) requested actions regarding petition # 2023-31 (01:23:53)
Sponsor: Lisa Liggins, Secretary
Motion by Jennifer Webster to acknowledge receipt of the petition from Linda Dallas regarding direct
the Oneida Business Committee to plan for and construct a General Tribal Council meeting facility; to
direct the Business Committee Direct Report Offices to complete and submit their administrative
impact statements of the petition to the Tribal Secretary mailbox by Wednesday, June 14, 2023; to
direct the Law, Finance, and Legislative Reference Offices to complete, respectively, the legal review,
fiscal impact statement, and statement of effect with status updates to be submitted for the June 28,
2023, regular Business Committee meeting agenda and the first Business Committee meeting of the
month thereafter or until the final documents are submitted, seconded by Lisa Liggins. Motion carried:
Ayes:
Marie Cornelius, Daniel Guzman King, David P. Jordan, Lisa Liggins,
Kirby Metoxen, Brandon Stevens, Jennifer Webster
Not Present:
Tina Danforth
I.
PETITIONER RAYMOND SKENANDORE - Make the tribal minimum wage
$15.00/hour mean $15.00/hour with no exceptions or loopholes # 2023-32
1.
Approve three (3) requested actions regarding petition # 2023-32 (01:25:19)
Sponsor: Lisa Liggins, Secretary
Motion by Lisa Liggins to acknowledge receipt of the petition from Raymond Skenandore regarding
Make the tribal minimum wage $15.00/hour mean $15.00/hour with no exceptions or loopholes; to
direct the Business Committee Direct Report Offices to complete and submit their administrative
impact statements of the petition to the TribalSecretary mailbox by Wednesday, June 14, 2023; to
direct the Law, Finance, and Legislative Reference Offices to complete, respectively, the legal review,
fiscal impact statement, and statement of effect with status updates to be submitted for the June 28,
2023, regular Business Committee meeting agenda and the first Business Committee meeting of the
month thereafter or until the final documents are submitted, seconded by Jennifer Webster. Motion
carried:
Ayes:
Daniel Guzman King, David P. Jordan, Lisa Liggins, Kirby Metoxen,
Brandon Stevens, Jennifer Webster
Abstained:
Marie Cornelius
Not Present:
Tina Danforth
Oneida Business Committee
Regular Meeting Minutes
Page 11 of 17
May 24, 2023
Public Packet
25 of 240
DRAFT
XIV.
EXECUTIVE SESSION (01:26:12)
Motion by Lisa Liggins to go into executive session at 9:58 a.m., seconded by Marie Cornelius. Motion
carried:
Ayes:
Marie Cornelius, Daniel Guzman King, David P. Jordan, Lisa Liggins,
Brandon Stevens, Jennifer Webster
Not Present:
Tina Danforth, Kirby Metoxen
Secretary Lisa Liggins left at 10:00 a.m.
Secretary Lisa Liggins returned at 10:23 a.m.
Councilman Kirby Metoxen left at 10:30 a.m.
Roll call for the record:
Present: Councilwoman Marie Cornelius; Councilman Daniel Guzman King; Chairman Tehassi
Hill; Councilman David P. Jordan; Secretary Lisa Liggins; Vice-Chairman Brandon Stevens;
Councilwoman Jennifer Webster
Not Present: Treasurer Tina Danforth; Councilman Kirby Metoxen
Motion by David P. Jordan to come out of executive session at 11:01 a.m., seconded by Marie
Cornelius. Motion carried:
Ayes:
Marie Cornelius, Daniel Guzman King, David P. Jordan, Lisa Liggins,
Brandon Stevens, Jennifer Webster
Not Present:
Tina Danforth, Kirby Metoxen
A.
REPORTS
1.
Accept the Chief Counsel report (01:27:49)
Sponsor: Jo Anne House, Chief Counsel
Motion by Jennifer Webster to accept the Chief Counsel report, seconded by Marie Cornelius. Motion
carried:
Ayes:
Marie Cornelius, Daniel Guzman King, David P. Jordan, Lisa Liggins,
Brandon Stevens, Jennifer Webster
Not Present:
Tina Danforth, Kirby Metoxen
2.
Accept the General Manager report (01:28:00)
Sponsor: Mark W. Powless, General Manager
Motion by Marie Cornelius to accept the General Manager report, seconded by David P. Jordan.
Motion carried:
Ayes:
Marie Cornelius, Daniel Guzman King, David P. Jordan, Lisa Liggins,
Brandon Stevens, Jennifer Webster
Not Present:
Tina Danforth, Kirby Metoxen
Oneida Business Committee
Regular Meeting Minutes
Page 12 of 17
May 24, 2023
Public Packet
26 of 240
DRAFT
3.
Accept the Intergovernmental Affairs, Communications, and Self-Governance
May 2023 report (01:28:14)
Sponsor: Melinda J. Danforth, Director/Intergovernmental Affairs
Motion by Marie Cornelius to accept the Intergovernmental Affairs, Communications, and SelfGovernance May 2023 and move forward with finalizing the concept paper, seconded by Jennifer
Webster. Motion carried:
Ayes:
Marie Cornelius, Daniel Guzman King, David P. Jordan, Lisa Liggins,
Brandon Stevens, Jennifer Webster
Not Present:
Tina Danforth, Kirby Metoxen
Motion by Jennifer Webster to direct the Intergovernmental Affairs, Communications, and SelfGovernance Director to develop next steps and report back at the June 14, 2023, Business Committee
meeting, seconded by Brandon Stevens. Motion carried:
Ayes:
Marie Cornelius, Daniel Guzman King, David P. Jordan, Lisa Liggins,
Brandon Stevens, Jennifer Webster
Not Present:
Tina Danforth, Kirby Metoxen
Motion by Jennifer Webster to approve the Oneida Nation’s Federal Legislative Strategy, seconded by
Marie Cornelius. Motion carried:
Ayes:
Marie Cornelius, Daniel Guzman King, David P. Jordan, Lisa Liggins,
Brandon Stevens, Jennifer Webster
Not Present:
Tina Danforth, Kirby Metoxen
Motion by Jennifer Webster to approve the Oneida Nation’s State Legislative Strategy, seconded by
Marie Cornelius. Motion carried:
Ayes:
Marie Cornelius, Daniel Guzman King, David P. Jordan, Lisa Liggins,
Brandon Stevens, Jennifer Webster
Not Present:
Tina Danforth, Kirby Metoxen
4.
Accept the Treasurer's April 2023 report (01:29:22)
Sponsor: Keith Doxtator, Chief Financial Officer
Motion by David P. Jordan to accept the Treasurer's April 2023 report, seconded by Jennifer Webster.
Motion carried:
Ayes:
Marie Cornelius, Daniel Guzman King, David P. Jordan, Lisa Liggins,
Brandon Stevens, Jennifer Webster
Not Present:
Tina Danforth, Kirby Metoxen
5.
Accept the Business Analyst April 2023 report (01:29:38)
Sponsor: Justin Nishimoto, Business Analyst
Motion by Marie Cornelius to accept the Business Analyst April 2023 report, seconded by Jennifer
Webster. Motion carried:
Ayes:
Marie Cornelius, Daniel Guzman King, David P. Jordan, Lisa Liggins,
Brandon Stevens, Jennifer Webster
Not Present:
Tina Danforth, Kirby Metoxen
Oneida Business Committee
Regular Meeting Minutes
Page 13 of 17
May 24, 2023
Public Packet
27 of 240
DRAFT
6.
Accept the Oneida Airport Hotel Corporation FY-2023 2nd quarter executive
report (01:29:53)
Sponsor: Kathy Hughes, Chair/Oneida Airport Hotel Corporation
Motion by David P. Jordan to accept the Oneida Airport Hotel Corporation FY-2023 2nd quarter
executive report, seconded by Marie Cornelius. Motion carried:
Ayes:
Marie Cornelius, Daniel Guzman King, David P. Jordan, Lisa Liggins,
Brandon Stevens, Jennifer Webster
Not Present:
Tina Danforth, Kirby Metoxen
7.
Accept the Bay Bancorporation, Inc. FY-2023 2nd quarter executive report
(01:30:09)
Sponsor: Jeff Bowman, President/Bay Bank
Motion by David P. Jordan to accept the Bay Bancorporation Inc. FY-2023 2nd quarter executive
report, seconded by Marie Cornelius. Motion carried:
Ayes:
Marie Cornelius, Daniel Guzman King, David P. Jordan, Lisa Liggins,
Brandon Stevens, Jennifer Webster
Not Present:
Tina Danforth, Kirby Metoxen
8.
Accept the Oneida ESC Group, LLC FY-2023 2nd quarter executive report
(01:30:22)
Sponsor: John Breuninger, Chair/Oneida ESC Group Board of Managers
Motion by David P. Jordan to accept the Oneida ESC Group, LLC FY-2023 2nd quarter executive
report, seconded by Jennifer Webster. Motion carried:
Ayes:
Marie Cornelius, Daniel Guzman King, David P. Jordan, Lisa Liggins,
Brandon Stevens, Jennifer Webster
Not Present:
Tina Danforth, Kirby Metoxen
9.
Accept the Oneida Golf Enterprise FY-2023 2nd quarter executive report
(01:30:39)
Sponsor: Justin Nishimoto, Agent/Oneida Golf Enterprise
Motion by David P. Jordan to accept the Oneida Golf Enterprise FY-2023 2nd quarter executive report,
seconded by Jennifer Webster. Motion carried:
Ayes:
Marie Cornelius, Daniel Guzman King, David P. Jordan, Lisa Liggins,
Brandon Stevens, Jennifer Webster
Not Present:
Tina Danforth, Kirby Metoxen
10.
Accept the Business Analyst FY-2023 2nd quarter report (01:30:55)
Sponsor: Justin Nishimoto, Business Analyst
Motion by David P. Jordan to accept the Business Analyst FY-2023 2nd quarter report, seconded by
Marie Cornelius. Motion carried:
Ayes:
Marie Cornelius, Daniel Guzman King, David P. Jordan, Lisa Liggins,
Brandon Stevens, Jennifer Webster
Not Present:
Tina Danforth, Kirby Metoxen
Oneida Business Committee
Regular Meeting Minutes
Page 14 of 17
May 24, 2023
Public Packet
28 of 240
DRAFT
B.
AUDIT COMMITTEE
1.
Approve the FY-2022 year-end audited financial statements presented by RSM,
US Auditors (01:31:20)
Sponsor: David P. Jordan, Councilman
Motion by Marie Cornelius to approve the FY-2022 year-end audited financial statements presented by
RSM, US Auditors, seconded by David P. Jordan. Motion carried:
Ayes:
Marie Cornelius, Daniel Guzman King, David P. Jordan, Lisa Liggins,
Brandon Stevens, Jennifer Webster
Not Present:
Tina Danforth, Kirby Metoxen
Motion by David P. Jordan to approve the FY-2022 Fiscal Year end audited financial report to be
forwarded to the General Tribal Council for presentation, seconded by Marie Cornelius. Motion carried:
Ayes:
Marie Cornelius, Daniel Guzman King, David P. Jordan, Lisa Liggins,
Brandon Stevens, Jennifer Webster
Not Present:
Tina Danforth, Kirby Metoxen
C.
NEW BUSINESS
1.
Review recommendation regarding Government Information Services and
determine next steps (01:31:59)
Sponsor: Melinda J. Danforth, Director/Intergovernmental Affairs
Motion by Jennifer Webster to accept the report and approve option # 1, noting the identified reporting
location as the Government Administrative Office, seconded by David P. Jordan. Motion carried:
Ayes:
Marie Cornelius, Daniel Guzman King, David P. Jordan, Lisa Liggins,
Brandon Stevens, Jennifer Webster
Not Present:
Tina Danforth, Kirby Metoxen
Motion by Jennifer Webster to direct the Intergovernmental Affairs, Communications, and SelfGovernance Director and OBC Area Manger to develop a transition plan and bring an initial draft to the
June 20, 2023, OBC Work Session for feedback, seconded by David P. Jordan. Motion carried:
Ayes:
Marie Cornelius, Daniel Guzman King, David P. Jordan, Lisa Liggins,
Brandon Stevens, Jennifer Webster
Not Present:
Tina Danforth, Kirby Metoxen
2.
Accept the update regarding the May 17, 2023, mandatory retreat (01:32:42)
Sponsor: Lisa Liggins, Secretary
Motion by David P. Jordan to accept the update regarding the May 17, 2023, mandatory retreat,
seconded by Marie Cornelius. Motion carried:
Ayes:
Marie Cornelius, Daniel Guzman King, David P. Jordan, Lisa Liggins,
Brandon Stevens, Jennifer Webster
Not Present:
Tina Danforth, Kirby Metoxen
Oneida Business Committee
Regular Meeting Minutes
Page 15 of 17
May 24, 2023
Public Packet
29 of 240
DRAFT
3.
Discuss options and schedule follow-up appointments regarding DR05
(01:32:57)
Sponsor: Lisa Liggins, Secretary
Motion by Jennifer Webster to approve the options and schedule follow-up appointments regarding
DR05, seconded by David P. Jordan. Motion carried:
Ayes:
Marie Cornelius, Daniel Guzman King, David P. Jordan, Lisa Liggins,
Brandon Stevens, Jennifer Webster
Not Present:
Tina Danforth, Kirby Metoxen
4.
Review Application(s) for seven (7) vacancies - Oneida Election Board
Alternates (01:33:14)
Sponsor: Lisa Liggins, Secretary
Motion by Jennifer Webster to accept the discussion regarding the applications for seven (7) vacancies
- Oneida Election Board Alternates as information, seconded by Brandon Stevens. Motion carried:
Ayes:
Marie Cornelius, Daniel Guzman King, David P. Jordan, Lisa Liggins,
Brandon Stevens, Jennifer Webster
Not Present:
Tina Danforth, Kirby Metoxen
5.
Review application(s) for three (3) vacancies - Oneida Election Board Ad Hoc
Committee (01:33:28)
Sponsor: Lisa Liggins, Secretary
Motion by Jennifer Webster to accept the discussion regarding the applications for three (3) vacancies
- Oneida Election Board Ad Hoc Committee as information, seconded by Marie Cornelius. Motion
carried:
Ayes:
Marie Cornelius, Daniel Guzman King, David P. Jordan, Lisa Liggins,
Brandon Stevens, Jennifer Webster
Not Present:
Tina Danforth, Kirby Metoxen
For the record: Secretary Liggins stated, to add on the one I made for the staff that have been processing
the GTC petition analyses. I also like to thank Aliskwet Ellis in the Governmental Administrative Office for
wrangling all the tracking of the petitions, creating a whole new system in order for them to be easily
tracked and understood by the Committee and all the other administrative work that goes on with just
managing the petitions getting onto the Business Committee agenda. Thank you.
Item XII.C. was addressed next.
Oneida Business Committee
Regular Meeting Minutes
Page 16 of 17
May 24, 2023
Public Packet
30 of 240
DRAFT
XV.
ADJOURN (01:36:22)
Motion by Marie Cornelius to adjourn at 11:10 a.m., seconded by Daniel Guzman King. Motion carried:
Ayes:
Marie Cornelius, Daniel Guzman King, David P. Jordan, Lisa Liggins,
Brandon Stevens, Jennifer Webster
Not Present:
Tina Danforth, Kirby Metoxen
Minutes prepared by Fawn Billie, Information Management Specialist.
Minutes approved as presented on
.
Lisa Liggins, Secretary
ONEIDA BUSINESS COMMITTEE
Oneida Business Committee
Regular Meeting Minutes
Page 17 of 17
May 24, 2023
Public Packet
31 of 240
Adopt resolution entitled Adoption of the Restated and Amended Oneida Business Committee 401(k)...
Business Committee Agenda Request
1. Meeting Date Requested:
06/14/23
2. Session:
☒ Open
☐ Executive – must qualify under §107.4-1.
Justification: Choose or type justification.
3. Requested Motion:
☐ Accept as information; OR
To adopt the Resolution
4. Areas potentially impacted or affected by this request:
☒ Finance
☐ Law Office
☐ Gaming/Retail
☐ Other: Describe
☐ Programs/Services
☐ MIS
☒ Boards, Committees, or Commissions
5. Additional attendees needed for this request:
Keith Doxtator, Chief Financial Officer
Name, Title/Entity OR Choose from List
Name, Title/Entity OR Choose from List
Name, Title/Entity OR Choose from List
Revised: 04/25/2023
Page 1 of 2
Public Packet
32 of 240
6. Supporting Documents:
☐ Bylaws
☐ Contract Document(s)
☐ Correspondence
☐ Draft GTC Notice
☐ Draft GTC Packet
☐ E-poll results/back-up
☐ Other: Describe
☐ Fiscal Impact Statement
☐ Law
☐ Legal Review
☐ Minutes
☐ MOU/MOA
☐ Petition
☐ Presentation
☐ Report
☒ Resolution
☐ Rule (adoption packet)
☐ Statement of Effect
☐ Travel Documents
7. Budget Information:
☐ Budgeted – Tribal Contribution
☐ Unbudgeted
☐ Other: Describe
☐ Budgeted – Grant Funded
☒ Not Applicable
8. Submission:
Authorized Sponsor:
Keith Doxtator, Chief Financial Officer
Primary Requestor:
(Name, Title/Entity)
Revised: 04/25/2023
Page 2 of 2
Public Packet
33 of 240
P.O. Box 365 ● Oneida, WI 54155
Phone: 920- 869-4325
FINANCE ADMINISTRATION OFFICE
To:
Oneida Nation Business Committee
From:
RaLinda Ninham-Lamberies, ACFO
CC:
Keith Doxtator, CFO
RE:
Approval of Oneida Nation Business Committee 401(k) resolution
Date:
June 9, 2023
Finance Administration is requesting approval of the Oneida Nation Business
Committee 401(k) resolution to meet the regulatory requirements for
transferring the plan from the former American Funds plan administration to
the T. Rowe Price plan administration. The Oneida Business Committee has
previously met with SagePoint Financial to discuss alternate 401(k) plan
administrators. The Oneida Nation Business Committee selected T. Rowe Price
as they had lower fees and more investment options. T. Rowe Price requires
adoption of the resolution to authorize the plan.
Public Packet
34 of 240
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Oneida Nation
Post Office Box 365
Phone: (920)869-2214
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Oneida, WI 54155
BC Resolution # Leave this line blank
Adoption of the Restated and Amended Oneida Business Committee 401(k) Savings Plan
WHEREAS,
the Oneida Nation is a federally recognized Indian government and a treaty tribe
recognized by the laws of the United States of America; and
WHEREAS,
the Oneida General Tribal Council is the governing body of the Oneida Nation; and
WHEREAS,
the Oneida Business Committee has been delegated the authority of Article IV, Section 1,
of the Oneida Tribal Constitution by the Oneida General Tribal Council; and
WHEREAS,
the Oneida Business Committee 401(k) savings plan was adopted with an effective date
of January 1, 2001; and
WHEREAS,
the Oneida Business Committee desires to amend the Plan to comply with the changes
permitted by Treasury Regulation sections 1.401(k)-6 and 1.401(m)-1; and
WHEREAS,
section 12.01 of the Plan document authorizes the Oneida Business Committee to amend
the plan from time to time; and
WHEREAS,
the Oneida Business Committee has reviewed the documentation and believes that
compliance with the Treasury Regulations and maintaining an up to date 401(k) savings
plan is in the best interests of the Nation; and
WHEREAS,
the plan documents have been provided a legal review approving the documents to be
executed after Oneida Business Committee approval in contract review # 2023-0164;
NOW THEREFORE BE IT RESOLVED, that the Oneida Business Committee hereby ratifies and approves
the restated Oneida Nation Business Committee 401(k) Savings Plan effective as of January 1, 2022 as
associated with contract review # 2023-0164.
BE IT FURTHER RESOLVED, that the Oneida Business Committee, as the elected representative of the
Primary Sponsor the Oneida Nation, appoints Keith Doxtator, Chief Financial Officer and RaLinda NinhamLamberies, Assistant Chief Financial Officer, as Trustees of the Trust.
BE IT FURTHER RESOLVED, that the amended and restated Plan and Trust is hereby adopted, confirmed
and ratified by the Oneida Business Committee, in the form presented for its approval this date as
associated with contract review # 2023-0164.
BE IT FURTHER RESOLVED, that the Chair and Vice-Chair of the Oneida Business Committee are
authorized to execute the restated Plan and Trust on behalf of the Oneida Nation.
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BC Resolution # _______
Adoption of the Restated and Amended Oneida Business Committee 401(k) Savings Plan
Page 2 of 2
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BE IT FINALLY RESOLVED, that the actions taken by the Oneida Business Committee and personnel in
connection with the matters addressed in this resolution are ratified, confirmed and adopted as actions of
the Oneida Nation.
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Adopt resolution entitled Approval of Use of Economic Development, Diversification and Community...
Business Committee Agenda Request
1. Meeting Date Requested:
06/14/23
2. Session:
☒ Open ☐ Executive – must qualify under §107.4-1.
Justification: Proprietary - trade secrets/commercial/financial
3. Requested Motion:
☐ Accept as information; OR
Accept the Resolution to use Economic Development, Diversification, and Community
Development Fund to contract and payment to a consultant company to complete a
marijuana feasibility study, business strategy, and requested actions from the General
Tribal Council.
4. Areas potentially impacted or affected by this request:
☐ Finance
☐ Law Office
☐ Gaming/Retail
☐ Other: Describe
☐ Programs/Services
☐ MIS
☐ Boards, Committees, or Commissions
5. Additional attendees needed for this request:
Rae Skenandore, Budget Analyst
Name, Title/Entity OR Choose from List
Name, Title/Entity OR Choose from List
Name, Title/Entity OR Choose from List
Revised: 04/25/2023
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6. Supporting Documents:
☐ Bylaws
☐ Contract Document(s)
☐ Correspondence
☐ Draft GTC Notice
☐ Draft GTC Packet
☐ E-poll results/back-up
☐ Other: Describe
☐ Fiscal Impact Statement
☐ Law
☐ Legal Review
☐ Minutes
☐ MOU/MOA
☐ Petition
☒ Presentation
☒ Report
☒ Resolution
☐ Rule (adoption packet)
☒ Statement of Effect
☐ Travel Documents
7. Budget Information:
☐ Budgeted – Tribal Contribution
☐ Budgeted – Grant Funded
☐ Unbudgeted
☐ Not Applicable
☒ Other: Use of Economic Development, Diversification, and Community Development
Fund.
8. Submission:
Authorized Sponsor:
Justin Nishimoto, Business Analyst
Primary Requestor:
(Name, Title/Entity)
Revised: 04/25/2023
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MEMO
To:
Oneida Business Committee
From:
Economic Development Diversity and Community Development Team
Date:
June 14, 2023
Re:
Payment for Marijuana Feasibility Study and Business Strategy
Background
At the January 20, 2020, annual General Tribal Council (GTC) meeting, the following action was
taken:
“Motion by Gina Buenrostro to direct the Business Committee prepare for the legalization of
marijuana in the State of Wisconsin; that the Business Committee consult with experts and
bring back a business strategy; and that the business strategy be brought back to GTC at the
2020 semi-annual GTC meeting agenda. Seconded by Stacy Grignon. Motion carried by show of
hands
Amendment to the main motion by Ralinda Ninham-Lamberies that the business strategy
include the banking impacts, IGRA impacts, and any other regulatory impacts. Seconded by
Gina Buenrostro. Amendment carried by show of hands.”
This request is to provide the necessary funds to contract a professional consultant vendor to
complete the feasibility study, the business strategy, and the requested actions from the
General Tribal Council. The total amount will be $450,000 and this will cover the contract with
American Indian Ag Industries and travel. Then if any unused amounts will be returned to the
EDDCD fund.
Public Packet
Current Request
On May 31st, 2023, the request to the Economic Development, Diversification, and Community
Development team to review the request for payment of $450,000 to contract with
consultants, American Indian Ag Industries, to do a feasibility study and business strategy for
the Oneida Nation.
Findings after review
The request supplied the proposal and contract with the consultant company.
The Guiding Documents utilized to determine the use of the EDDCD funds include the Broad
Goals, Comprehensive Plan Elements, and Economic Development plan which have the
following community related items:
Revenue Generation- We want to gain financial security by leveraging our assets and
strengths, such as agriculture, tourism, entertainment, and the ability to create our own
corporate and tax laws to provide financial independence from Gaming and from the
federal government to provide a strong economy where the Nation and community
members can succeed and have individual independence and self-reliance.
Economic Development-Support sound economic activities.
In Closing
The requested $450,000 payment from the Economic Development, Diversity, and Community
Development fund and this is appropriate use of these funds.
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Economic Development, Diversification, and Community Development Fund (EDDCD) Request
Name: Justin Nishimoto
Date Requested: 6/14/23
Department: OBC
Please Select ☒ use for the funds:
q
☐Social Wellness
☐Housing
☐Community Design
☐Transportation, Facilities & Utilities
☐Economic Development
☐Natural Resources
☐Public Safety
☐Land Use
☐Parks and Recreation
☐ Agriculture
Detailed Description (Please attach any supporting documents to form and dollar amounts needed):
The
1. Marijuana legalization team is requesting $450,000 for feasibility study and
business strategy. Attached is the proposal with American Indian Ag Industries.
*For more information please refer to the 2014 Comprehensive Plan, Land Use Plan, Neighborhood Development Plan, Live, Sustain, Grow Plan,
and the Economic Development Plan.
Does this project already exist or have been approved for CIP? No
If “YES” please indicate the CIP or project number:
Responsible employee for authorizing expenditures: Justin Nishimoto
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Oneida Nation
Post Office Box 365
Phone: (920)869-2214
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Oneida, WI 54155
BC Resolution # Leave this line blank
Approval of Use of Economic Development, Diversification and Community Development Funds
for a Payment of $450,000 to contract with American Indian AG Industries to complete a
Feasibility Study, a Business Strategy, and requested actions from General Tribal Council for
legalized marijuana in accordance with General Tribal Council January 20, 2020, directive
WHEREAS,
the Oneida Nation is a federally recognized Indian government and a treaty tribe
recognized by the laws of the United States of America; and
WHEREAS,
the Oneida General Tribal Council is the governing body of the Oneida Nation; and
WHEREAS,
the Oneida Business Committee has been delegated the authority of Article IV, Section 1,
of the Oneida Tribal Constitution by the Oneida General Tribal Council; and
WHEREAS,
the Economic Development, Diversification and Community Development Fund was
created by resolutions # BC-09-28-16-B, BC-07-12-17-A, and BC-01-23-19-D and the
procedures for use of the fund set forth in resolution # BC-12-12-18-B, BC-01-23-19- C,
and BC-05-26-21-B, Updating and Clarifying Access to the Economic Development,
Diversification and Community Development Fund As Amended; and
WHEREAS,
the Marijuana Legalization Team is requesting $450,000 payment to contract American
Indian AG Industries to complete a feasibility study, a business strategy, and requested
actions as directed in General Tribal Council January 20, 2020, motions; and
WHEREAS,
utilizing the Economic Development, Diversification, and Community Development Fund
to fund $450,000 for payment for the contracted vendor with Oneida Business Committee
Broad Goals, the approved Comprehensive Plan Elements related to economic
development, and the approved Economic Development Plan.
NOW THEREFORE BE IT RESOLVED, the Oneida Business Committee does approve the allocation of
$450,000 from the Economic Development, Diversification and Community Development Funds for the
purpose of payment for American Indian AG Industries to complete a feasibility study, a business strategy,
and the request actions from the General Tribal Council.
BE IT FUTHER RESOLVED, the $450,000 as payment is not intended to be used for any other expenses
and any unspent funds from the $450,000 will be returned to the Economic Development, Diversification,
and Community Development Fund.
BE IT FINALLY RESOLVED, any expenses over the $450,000 payment will be the recommended to apply
for the Economic Development, Diversification, and Community Development Fund and responsible
employees identified as Business Analyst, Justin Nishimoto.
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Oneida Nation
Oneida Business Committee
Legislative Operating Committee
PO Box 365 • Oneida, WI 54155-0365
Oneida-nsn.gov
Statement of Effect
Approval of Use of Economic Development, Diversification and Community Development Funds
for a Payment of $450,000 to Contract with American Indian AG Industries to Complete a
Feasibility Study, a Business Strategy, and Requested Actions from General Tribal Council for
Legalized Marijuana in accordance with General Tribal Council January 20, 2020, Directive
Summary
The resolution approves an allocation of four hundred fifty thousand dollars ($450,000) from the
Economic Development, Diversification and Community Development Fund for the purpose of a
payment for American Indian AG Industries to complete a feasibility study, a business strategy,
and the request actions from the General Tribal Council directive for legalized marijuana.
Submitted by: Clorissa N. Leeman, Senior Staff Attorney, Legislative Reference Office
Date: June 1, 2023
Analysis by the Legislative Reference Office
The Oneida Business Committee has adopted resolutions which set aside funds disbursed from
corporations to the Nation in an Economic Development, Diversification and Community
Development fund (“the Fund”) and describes the process for accessing those funds. [Resolutions
BC-09-28-16-B, BC-07-12-17-A, BC-12-12-18-B, BC-01-23-19-C, BC-01-23-19-D, and BC-0526-21-B]. When a request to utilize monies from the Fund is received, the Review Team,
comprised of the Strategic Planner, Business Analyst, and the Budget Analyst, review the request
for use of the Fund and determines if the proposed use is consistent with the Fund. The Review
Team is then required to provide a written recommendation to the Oneida Business Committee
regarding whether to authorize the allocation from the Fund to a specific project identified by a
contract number, CIP number, economic development opportunity number or other easily
trackable number or designation. The Oneida Business Committee is then responsible for
authorizing use of the Fund by a resolution clearly identifying the amount of funds authorized and
purpose of the funds, which may be identified by a contract number, CIP number, economic
development opportunity number or other easily trackable number or designation, and the
employee responsible for authorizing expenditures of the authorized amount.
Through the adoption of this resolution the Oneida Business Committee would be approving an
allocation of four hundred fifty thousand dollars ($450,000) from the Fund for the purpose of a
payment to the American Indian AG Industries to complete a feasibility study, a business strategy,
and the request actions from the General Tribal Council directive for legalized marijuana. Utilizing
the Fund for the payment to American Indian AG Industries is aligned with the Oneida Business
Committee Broad Goals, and the approved Comprehensive Plan Elements related economic
development, and the approved Economic Development Plan. Business Analyst, Justin Nishimoto,
is identified as the responsible employees for this allocation of funding. This resolution provides
that this allocation of funding is not intended to be used for any other expenses, and any unspent
funds will be returned to the Fund. This resolution provides that any expenses over the four
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hundred fifty thousand dollars ($450,000) payment will be recommended to apply for additional
funds from the Fund. This resolution does not directly provide a contract number, CIP number,
economic development opportunity number or other easily trackable number or designation – but
this funding could be tracked through the resolution number.
Conclusion
Adoption of this resolution would not conflict with any of the Nation’s laws.
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AMERICAN INDIAN
AG INDUSTRIES
Proposal For
Cannabis Business Consultation
March 3, 2022
Submitted to ONEIDA BUSINESS COMMITTEE
ATTN: Justin Nishimoto, Business Analyst
CONTACT: Lewis Lincoln, 707-758-1695, indigenous.lewis@gmail.com
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Dear Oneida Nation Business Council,
We are delighted to offer our proposal toward conducting your requested feasibility
study to examine cannabis as a commercial activity from a variety of angles. We already
feel like your Nation is on the right track, visualizing the orientation you are preparing
yourselves for.
The scope of work asked for in your RFP is outright exciting to us. It is as if we, as a
team, have spent years gathering insights, experience and lessons all to be applied for
this opportunity. And make no mistake, we do see this as an outsized opportunity.
We believe that as a path can be established to operations, The Oneida Nation stands
at the forefront of a highly valuable opportunity to knock the proverbial door down, and
bring the entire region around you an incredible plant with medicinal, transpersonal,
economic and societal benefits.
Being a group that leads is what got Oneida to its present position, and we are so
encouraged to see you lead once again in the direction of cannabis. We believe that our
team and your nation can do great things together, and if your committee selects us to
guide the effort, we can’t wait to dig into the work. Thank you all for your kind
consideration.
Sincerely,
The American Indian Agricultural Industries Team
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OVERVIEW
The Oneida Nation is a federally recognized Indian tribe in the United States with its
own tribal government and sovereign rights. As such, they have the authority to create
their own cannabis program on their lands, subject to certain federal regulations and
guidelines. Here are some of the key considerations and steps that the Oneida Nation
will need to take to create a cannabis program:
1. Research and develop a plan: The Oneida Nation would need to research and
develop a comprehensive plan for their cannabis program, which should include
legal and regulatory compliance, security measures, product safety and quality
control, and marketing and distribution strategies. They may also want to consult
with experts and stakeholders in the cannabis industry and the tribal community.
2. Obtain state buy in: Although the Oneida Nation has sovereignty over their lands,
they are potentially beholden to the surrounding state laws and regulations,
including those related to cannabis. The tribe would need to obtain
acknowledgement from the state government to create a cannabis program on
their lands, which may involve negotiating a compact with the state government.
3. Establish regulations and licensing: The Oneida Nation will need to establish
regulations for their cannabis program, including licensing requirements for
growers, processors, and retailers. These regulations should be designed to
protect public health and safety, prevent diversion to the black market, and
ensure compliance with federal laws and regulations.
4. Implement security measures: The Oneida Nation will need to implement strict
security measures to prevent theft, diversion, and unauthorized access to
cannabis products. This could include video surveillance, security personnel,
background checks for employees, and inventory control systems.
5. Ensure product safety and quality control: The Oneida Nation will need to
implement strict product safety and quality control measures to ensure that their
cannabis products are safe for consumption and meet industry standards. This
could include testing for contaminants, potency, and consistency.
6. Establish a distribution network: The Oneida Nation will need to establish a
distribution network for their cannabis products, which may include partnering
with established cannabis businesses or creating their own retail outlets. They
would also need to establish policies for pricing, taxation, and product labeling.
7. Educate the public and stakeholders: The Oneida Nation will need to educate the
public and stakeholders about their cannabis program and the benefits and risks
of cannabis use. They should consider developing programs to address any
potential negative impacts of cannabis use, such as addiction or impaired driving.
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Overall, creating a cannabis program on Oneida lands can be a complex and involved
process, requiring careful planning, legal compliance, and strong partnerships with
experts and stakeholders in the cannabis industry and the tribal community.
CRUCIAL FIRST STEP BEFORE COMMERCIAL CANNABIS PROGRAM
Before starting a commercial cannabis program, the Oneida Nation should engage with
the state of Wisconsin government to ensure that they are in compliance with all
relevant laws and regulations. Here are some steps that the Oneida Nation can
consider to engage with the state government:
1. Identify the relevant state agencies: Oneida Nation should identify the relevant
state agencies that oversee cannabis regulation in Wisconsin. This could include
the Wisconsin Department of Agriculture, Trade and Consumer Protection
(DATCP), the Department of Revenue (DOR), and the Department of Safety and
Professional Services (DSPS).
2. Reach out to state officials: Oneida Nation should reach out to state officials in
these agencies to establish a dialogue and share their plans for the commercial
cannabis program. This could involve setting up meetings or calls with officials to
discuss the program and seek guidance on compliance with state laws and
regulations. American Indian Ag can take a lead role in lobbying state agencies
and cabinets to achieve necessary acknowledgement.
3. Obtain necessary alowance/buy in: Oneida Nation should work with state
agencies to obtain any necessary allowances for the cannabis program.
4. Consider working with state regulators: Oneida Nation may also consider working
with state regulators to develop regulations that are tailored to the needs of the
tribal community. This could involve collaborating with state officials to develop
regulations that are sensitive to the unique cultural and economic needs of the
Oneida Nation. In kind, certain incentives for the state could be negotiated,
including running something akin to a pilot program that the state can observe
and mirror over time.
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Overall, engaging with the state of Wisconsin government is an important step in
ensuring that the commercial cannabis program is successful and compliant with all
relevant laws and regulations. By establishing a dialogue with state officials, obtaining
necessary permits and licenses, and complying with state regulations, Oneida Nation
can create a strong foundation for their cannabis program and ensure its long-term
viability.
GEOGRAPHIC MARKET DISCUSSION (2.2.1)
The appropriate geographic market for Oneida Nation cannabis retail would depend on
a variety of factors, including the size of the tribe's population, the demand for cannabis
products in the surrounding areas, and the availability of competing cannabis retailers.
Some potential options for Oneida Nation's cannabis retail market could include:
1. On-site sales: Oneida Nation could focus on selling cannabis products on their
own lands, such as at a casino or other tribal property. This would allow them to
capture revenue from visitors and tourists while maintaining control over their
own retail environment.
2. Local market: Oneida Nation could focus on serving the local market in the
immediate vicinity of their lands. This would involve identifying the demand for
cannabis products in nearby towns or cities and developing a retail strategy to
capture that market.
3. Regional market: Oneida Nation could also consider expanding their cannabis
retail operations to serve a broader regional market. This could involve opening
additional retail locations in nearby cities or towns or partnering with other
cannabis businesses to distribute their products more widely.
4. Online sales: Finally, Oneida Nation could also consider selling cannabis
products online to customers throughout the United States, subject to federal
regulations and guidelines. This would allow them to reach a broader market and
potentially capture revenue from customers who are unable or unwilling to visit
their physical retail locations.
Ultimately, the appropriate geographic market for Oneida Nation cannabis retail will
depend on a variety of factors, including their business goals, the competitive
landscape, and the regulatory environment in their area. It will be important for Oneida
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Nation to conduct market research and carefully evaluate their options before making
any strategic decisions about their retail operations.
APPROVED BUSINESSES IN DEFINED AREA (2.2.2)
A full scrape of all like businesses in an agreed to geographic zone will be performed.
Part of this will be deciding if that zone will stretch to state boundaries, as that is where
the closest legally recognized businesses will be located.
UNMET DEMAND (2.2.3)
To determine if there is unmet demand for cannabis in the Oneida Nation's defined
market, American Indian Ag will conduct market research and analysis, which may
include the following steps:
1. Conduct a survey: American Indian Ag will conduct a survey of Oneida tribal
members and surrounding communities to determine their interest in cannabis
products, their current purchasing habits, and their preferences for different types
of cannabis products.
2. Analyze existing data: We will also analyze existing data sources, such as sales
data from other cannabis retailers in the area or market research reports on
cannabis trends and consumer behavior.
3. Evaluate the competition: We will evaluate the competition in the market,
including the number of existing cannabis retailers, their pricing strategies, and
their product offerings.
4. Consider market segmentation: Oneida Nation could segment the market based
on demographics, psychographics, or other factors to identify specific target
markets with unmet demand for cannabis products.
5. Evaluate regulatory restrictions: We will evaluate regulatory restrictions in their
area, including any limitations on the types of cannabis products that can be sold
or restrictions on the location of cannabis retailers. Working with Oneida legal
counsel, we will construct a strategy to engage any legal hurdles as they are
identified.
By conducting this research and analysis, Oneida Nation can determine if there is
unmet demand for cannabis products in their defined market. If they find that there is
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unmet demand, they could consider developing a cannabis program that meets the
needs of their target market, potentially capturing new revenue streams and providing
new services to their community.
CASH HANDLING (2.2.4)
Firstly before answering this segment, we maintain that there are actionable and
federally legal ways to bank this sector. The industry has utilized the guidance of the
2013 Cole Memo as it has allowed over 375 federally insured financial institutions to
legally bank cannabis businesses. We have the ability to work with a financial institution
such as the Oneida Nation owned Bay Bank to unlock a cannabis banking program.
That said, we acknoweldge that cash handling is of vital importance in the business.
The following is the retail side of our preferred SOPs. We provide this to give you a
window into the specificity that goes into our planning and best practices. It is modified
as appropriate for the other cannabis activities:
The need to safely store and handle cash on premises remains a priority. Cash on site
is stored in a secure safe with the bulk of cash double secured in a secure safe within a
secure vault. The Manager On Duty is responsible for accessing, distributing, and
collecting cash. The cash safe shall only be accessed when a security guard is present
and on duty. Prior to the start of business the Manager On Duty shall verify funds in the
safe and update the Cash Log. If necessary the Manager On Duty shall prepare a bank
deposit. The Manager On Duty shall prepare sales floor cash drawers for the coming
day. Each drawer shall contain $100.00 in change. The Manager On Duty shall lock the
safe and the vault before distributing prepared drawers to Sales Associates.
At the start of their shift, Sales Associates shall contact the Manager On Duty to receive
their cash drawer. The Sales Associate shall count the drawer in the presence of the
Manager On Duty to verify the $100.00 change fund. The Manager On Duty assigns the
drawer to the Sales Associate in the POS System and places the cash drawer at the
assigned workstation and the Sales Associate may then begin helping customers. Each
Sales Associate is assigned their own cash drawer so that employees are held
accountable and so that any discrepancies can be identified efficiently.
Throughout the day it may be necessary for Cash Drops to be made. The POS System
will issue an alert to the Manager On Duty and the Sales Associate that the cash drawer
has reached $1,000.00. After receiving notification, the Manager On Duty shall alert the
security personnel of the pending Cash Drop and contact the Sales Associate. The
Sales Associate may also notify the Manager On Duty of the need for a Cash Drop. The
Manager On Duty shall remove $800.00 from the cash drawer and place it in an
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envelope, recording the time of the drop, register ID, Sales Associate name, Manager
On Duty name. The Manager On Duty shall also complete the Cash Drop in the POS
System. The envelope shall be placed in a drop safe located in the wall between the
sales floor and the Inventory Office. The Manager shall transfer the envelope from the
drop safe into the safe in the vault later in the shift. The drop safe ensures that the cash
is removed from the sales floor immediately, and allows the Manager On Duty the ability
to choose a slower time to transfer the cash into the vault, while keeping the cash
secure in a restricted area. Once the Cash Drop is complete the Manager On Duty shall
notify security. All drops shall be reconciled with their corresponding cash drawer at the
end of the Sales Associate’s shift.
At the end of their shift, the Sales Associate shall run an “End of Shift” report from the
POS System that itemizes and summarizes the activity for the person and drawer
assigned to that person including the expected cash from shift activities. The Manager
On Duty and Sales Associate shall remove the drawer and take it to the Inventory Office
to count. Security personnel shall be notified when end of shift counting is taking place.
The Sales Associate shall remove all cash from the drawer and create a $100.00
change fund, returning that $100.00 to the drawer. The Sales Associate counts the
remaining cash and compares that count to the expected cash from the POS System
“End of Shift” report. Overages or Shortages are noted in the system and the Sales
Associate signs the report. The Manager On Duty verifies the cash count and reconciliation and signs the report. The Manager shall then place the cash in the safe in the
vault and either assign the drawer to another sales associate or place it in the safe as
unassigned. The signed “End of Shift” reporting is placed into the safe for the daily
reconciliation.
At the close of business each day the Manager On Duty shall advise security personnel
when end of day cash counting begins. The Manager On Duty shall run a daily
reconciliation/activity report from the POS System. The Manager On Duty shall count all
drops and drawers, verifying the previous counts from the day. The Manager On Duty
records the total cash received and compares that amount to the expected cash
calculated by the POS System, recording any overages or shortages in the POS
System. The Manager On Duty shall research any overage or shortage to the extent
possible within the time allowed. If necessary, further research shall continue the
following day and the General Manager is notified.
Once reconciled, the Manager On Duty shall prepare a bank deposit and armored
courier documentation for all cash from the day’s activities. The cash, deposit slip and
documentation shall be placed in bank bags and then into lockable courier bags and
locked. The courier bags are then placed in the cash safe in the vault until the courier
arrives to pick up.
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An armored courier compatible with our banking institution shall be utilized. The courier
shall pick up cash on a schedule to be determined. When an armored courier arrives
they shall check in with security. Security will then inform the Manager On Duty. The
Manager On Duty will secure the Inventory Office and Receiving Area. Security shall
direct the courier to the Receiving Area. The Manager On Duty shall verify the courier
via security camera at the gate to the Receiving Area. Once verified, the Manager On
Duty shall open the gate remotely from the Inventory Office. Once the couri- er’s vehicle
is safely within the Receiving Area, the Manager On Duty shall remotely close the gate,
securing the vehicle. The Manager On Duty shall remove the locked courier bags from
the safe in the vault and place them in the Inventory Office. The Manager On Duty shall
then lock the vault. Once this is complete the Manager On Duty may allow the courier
access to the Inventory Office. The Manager On Duty shall transfer the deposit to the
courier and the courier and Manager On Duty shall sign the transfer documentation and
the courier shall exit the Inventory Office to the Receiving Area. Once the Manager On
Duty confirms the deposit is secure in the courier’s vehicle and the access from the
Inventory Office to the Receiving Area is locked, she/he shall open the gate to allow the
vehicle to exit. Once the courier has exited the Receiving Area, the Manager On Duty
shall close the gate. The Manager On Duty shall then notify security that the transfer is
complete.
TESTING & RESEARCH PROTOCOL DISCUSSION (2.2.5)
Testing and research protocols for a legal cannabis program are important to ensure the
safety and efficacy of cannabis products, as well as to comply with regulations and legal
requirements. The following are some common testing and research protocols that are
typically employed in legal cannabis programs:
1. Product testing: Cannabis products should be tested for potency, purity, and
contaminants such as pesticides, heavy metals, and residual solvents. Testing
should be conducted by accredited laboratories using validated methods and
protocols.
2. Clinical trials: Clinical trials are research studies that investigate the safety and
efficacy of cannabis products for specific medical conditions. Clinical trials
typically involve human subjects and are conducted in phases to evaluate the
safety and effectiveness of the product.
3. Preclinical research: Preclinical research involves testing the safety and efficacy
of cannabis products in animal models before moving on to human trials. This
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research can provide important insights into the potential benefits and risks of
cannabis products.
4. Genetic testing: Genetic testing can help identify the specific strains of cannabis
that are most effective for treating different medical conditions. Genetic testing
can also help identify potential genetic markers for the development of
cannabis-related disorders.
5. Long-term monitoring: Long-term monitoring is important to track the effects of
cannabis use over time. This can involve monitoring patients who are using
cannabis for medical purposes, as well as conducting population-based studies
to track trends in cannabis use and associated health outcomes.
It is important to note that testing and research protocols for cannabis may vary
depending on the legal and regulatory environment in which the program is operating. It
is important for legal cannabis programs to comply with all relevant laws and regulations
and to adhere to best practices in testing and research to ensure the safety and efficacy
of cannabis products.
SAFETY & SECURITY DISCUSSION (2.2.6)
We focus our efforts around safety and security, utilizing the following elements:
SECURITY
1. Access to facilities & Limited-Access Areas
2. Cameras, video monitoring, archiving
3. Security Personnel, Locks & Alarm Systems
4. Prevention of product diversion, theft, and loss
5. Employee training
6. Police Department Cannabis access
7. Employee badging
9. Delivery & Transportation Security
SAFETY
1. Employee Training
2. Safe & Ergonomic Facility Design
3. Fire Protection Planning
4. Customer Education
5. Youth Diversion Prevention Program
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TAX CONSIDERATIONS (2.2.8)
There are several potential tax issues that Oneida Nation should consider when
implementing a cannabis program:
1. Federal taxation: Even though some states have legalized cannabis, it remains
illegal under federal law. This creates tax issues for cannabis businesses
because they cannot take standard business deductions on their federal taxes.
This means that Oneida Nation may be subject to higher tax rates compared to
other businesses.
2. Excise taxes: Many states impose excise taxes on cannabis products. Oneida
Nation should ensure that they are compliant with all applicable excise taxes and
that they are collecting and remitting them correctly.
3. Sales tax: Oneida Nation may also need to collect and remit sales tax on
cannabis products. The tax rate and requirements may vary by state, so they
should ensure they are compliant with all applicable laws and regulations.
4. Tribal tax: Oneida Nation may have the ability to impose its own tax on cannabis
products sold within their tribal lands. This could provide a new source of
revenue for the tribe but would require careful consideration of tax rates and
potential impact on customers and the market.
5. Cross-border tax issues: If Oneida Nation sells cannabis products to customers
outside of their tribal lands, they may need to navigate cross-border tax issues.
This could involve compliance with state and local tax laws, as well as potential
import and export duties.
6. Secion 280E limitations: Oneida Nation may be subject to 280E limitations which
prohibits cannabis businesses from deducting certain business expenses. This
can lead to a significant increase in tax liability for cannabis businesses. As
applicable, American Indian Ag can offer practical strategies to work with and
limit the impact of Section 280E.
It is important for Oneida Nation to work with tax professionals and legal counsel to
ensure that they are compliant with all applicable tax laws and regulations. By doing so,
they can avoid potential legal and financial risks and maximize the financial benefits of
their cannabis program.
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NORTHWEST WISCONSIN CITIES SURVEY (2.2.9)
Performing a survey of the current state of cannabis regulation for all cities in the
Northeast Wisconsin Region would require a systematic and thorough approach. Here
are some steps that could be taken to conduct such a survey:
1. Define the scope of the survey: Start by defining the geographic scope of the
survey. In this case, the survey would focus on the Northeast Wisconsin Region.
Identify the specific cities or municipalities that will be included in the survey.
2. Identify relevant regulatory agencies: Identify the relevant regulatory agencies
that oversee cannabis regulation in the region. This could include state-level
agencies, such as the Wisconsin Department of Agriculture, Trade and
Consumer Protection, as well as local agencies, such as city councils or zoning
boards.
3. Review existing regulations: Review the existing cannabis regulations for each
city in the region. This could include reviewing local ordinances, zoning
regulations, and licensing requirements.
4. Identify gaps and inconsistencies: Identify any gaps or inconsistencies in the
regulations between different cities in the region. For example, some cities may
have more restrictive zoning requirements for cannabis businesses, while others
may have more lenient licensing requirements.
5. Conduct interviews and surveys: Reach out to local officials, industry
stakeholders, and community members to gather additional insights and
perspectives on the current state of cannabis regulation in the region. This could
involve conducting interviews or surveys to gather data on attitudes toward
cannabis regulation, concerns or challenges related to regulation, and potential
opportunities for improvement.
6. Analyze the data: Analyze the data gathered from the regulatory review,
interviews, and surveys to identify trends and patterns in the current state of
cannabis regulation in the region.
7. Create a report: Create a report summarizing the findings of the survey, including
an overview of the current state of cannabis regulation in the region, key gaps
and inconsistencies, and potential opportunities for improvement.
By following these steps, Oneida Nation can gain a comprehensive understanding of
the current state of cannabis regulation in the Northeast Wisconsin Region, which can
inform their decision-making related to their own cannabis program.
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ASSUMPTIONS
When creating our fiscal analysis, normal assumptions will include:
1. Economic growth: Assumptions about the rate of economic growth in the relevant
market or industry can be made. This could include assumptions about inflation,
GDP growth, or other economic indicators.
2. Market share: Assumptions about the market share that Oneida Nation's
cannabis program could capture in the relevant market can be made. This could
be based on factors such as pricing, product quality, or customer service.
3. Sales volume: Assumptions about the volume of sales that Oneida Nation's
cannabis program could generate can be made. This could be based on factors
such as market demand, the size of the relevant market, and the capacity of the
program.
4. Pricing: Assumptions about the pricing of cannabis products can be made. This
could be based on the prices of comparable products in the market, as well as
the costs of producing and distributing the products.
5. Operating costs: Assumptions about the costs associated with operating the
cannabis program can be made. This could include costs such as rent, utilities,
employee salaries and benefits, marketing, and other expenses.
6. Tax rates: Assumptions about the tax rates that Oneida Nation may be subject to
can be made. This could include assumptions about federal, state, and local
taxes that may apply to cannabis sales.
7. Capital expenditures: Assumptions about the capital expenditures required to
launch and operate the cannabis program can be made. This could include costs
such as building or renovating facilities, purchasing equipment, and investing in
marketing and advertising.
These assumptions can be used to create a financial model that estimates the revenue,
costs, and profitability of the cannabis program over time. It is important to note that
these assumptions are based on estimates and projections and may not reflect actual
results. It is therefore important to regularly review and update the assumptions and
financial model to ensure accuracy and relevance.
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CREATING BUDGETS (2.4)
Creating a five-year budget for a proposed Oneida cannabis program involves
forecasting the revenue, expenses, and cash flow of the program over a five-year
period. Here are some steps that can be taken to create a comprehensive five-year
budget:
1. Define revenue streams: The first step is to define the revenue streams of the
cannabis program. This could include revenue from sales of cannabis products,
revenue from cultivation and processing activities, and revenue from ancillary
services such as education and training.
2. Forecast sales: Based on market research and analysis, forecast the sales
volume and pricing of cannabis products over the five-year period. This should
take into account factors such as market demand, competition, and pricing
strategies.
3. Estimate costs: Estimate the costs associated with the cultivation, processing,
and sale of cannabis products. This could include costs such as labor, raw
materials, packaging, and distribution.
4. Factor in capital expenditures: Consider any capital expenditures required to
start and operate the cannabis program over the five-year period. This could
include investments in facilities, equipment, and marketing.
5. Include taxes and fees: Estimate the taxes and fees that Oneida Nation will be
required to pay on the cannabis program over the five-year period. This could
include federal, state, and local taxes, as well as any fees associated with
permits or licenses.
6. Calculate cash flow: Use the revenue and expense estimates to calculate the
cash flow of the cannabis program over the five-year period. This will help to
determine the amount of capital that is required to start and operate the program.
7. Monitor and adjust: Monitor the performance of the cannabis program over the
five-year period and adjust the budget as needed. This could involve revising
revenue and expense estimates, adjusting pricing strategies, and making capital
investments as needed.
Overall, creating a five-year budget for a proposed Oneida cannabis program requires a
detailed understanding of the revenue and expense drivers of the program, as well as a
careful consideration of capital expenditures, taxes and fees, and cash flow. By carefully
planning and monitoring the budget over the five-year period, Oneida Nation can create
a strong financial foundation for their cannabis program and ensure its long-term
success.
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American Indian Ag has the direct experience to be able to build trustworthy budget,
cashflow and revenue documents. We pride ourselves on under promising and over
delivering, so know that you will not be lead into troubled waters based on bluesky
projections that are unattainable.
Community and Environmental Impacts (2.5)
(2.5.1) Infrastructure Requirements
Cannabis cultivation requires specialized infrastructure to create an optimal growing
environment for the plants. For our purposes here, we include nursery activities under
this category. Here are some of the essential infrastructure requirements for cannabis
cultivation:
1. Growing space: The first requirement for cannabis cultivation is adequate
growing space. Cannabis plants require enough space to grow and develop fully.
The size of the space needed will depend on the number of plants being grown
and the cultivation method used.
2. Lighting: Cannabis plants require a specific light spectrum for optimal growth
and flowering. Cultivators may choose to use natural sunlight, artificial light or a
combination of both to provide the necessary light spectrum for the plants.
Artificial lighting is often used in indoor grow operations to ensure consistent
lighting.
3. Temperature and humidity control: Cannabis plants thrive in a specific
temperature and humidity range. The ideal temperature for cannabis cultivation is
between 70-85°F (21-29°C), and the ideal humidity range is between 40-60%.
Climate control systems such as air conditioners, heaters, and dehumidifiers are
necessary to regulate the temperature and humidity in the grow space.
4. Ventilation: Proper ventilation is essential for cannabis cultivation as it helps
maintain a steady airflow, which can prevent the buildup of harmful gases such
as carbon dioxide. Exhaust fans and intake vents are typically used to maintain
airflow and to remove excess heat and humidity.
5. Water and nutrient delivery system: Cannabis plants require a consistent
supply of water and nutrients to grow and thrive. Automated irrigation and
nutrient delivery systems are often used to ensure that plants receive the correct
amount of water and nutrients.
6. Pest and disease control: Cannabis plants are susceptible to a range of pests
and diseases that can damage or destroy crops. A robust pest and disease
control system are essential to protect the plants. This can include the use of
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biological controls such as beneficial insects or chemicals such as pesticides and
fungicides.
7. Security: Cannabis cultivation facilities require a high level of security to prevent
theft, vandalism, and unauthorized access. Security measures may include
surveillance cameras, security guards, access control systems, and alarm
systems.
In summary, cannabis cultivation requires specialized infrastructure to create an optimal
growing environment for the plants. Growers must consider factors such as lighting,
temperature, humidity, ventilation, water and nutrient delivery systems, pest and
disease control, and security when designing and constructing a cannabis cultivation
facility.
Cannabis manufacturing involves the processing of cannabis plant material into
various products such as oils, edibles, tinctures, and topicals. The manufacturing
process requires specialized infrastructure to ensure the quality and consistency of the
final product. Here are some of the essential infrastructure requirements for cannabis
manufacturing:
1. Extraction equipment: The extraction process is used to extract cannabinoids
and other compounds from the cannabis plant material. Extraction equipment
may include CO2 extractors, hydrocarbon extractors, or ethanol extractors. The
choice of extraction method will depend on the desired end product.
2. Processing equipment: Once the cannabinoids are extracted, they need to be
processed into the final product. Processing equipment may include distillation
units, evaporators, or filtration systems. The type of processing equipment
needed will depend on the desired end product.
3. Quality control and testing equipment: Cannabis manufacturing requires strict
quality control and testing to ensure the safety and consistency of the final
product. Quality control equipment may include analytical instruments such as
high-performance liquid chromatography (HPLC) or gas chromatography-mass
spectrometry (GC-MS). These instruments are used to test for potency, purity,
and contaminants such as heavy metals, pesticides, and residual solvents.
4. Packaging and labeling equipment: Cannabis products must be properly
packaged and labeled to comply with regulations and ensure consumer safety.
Packaging equipment may include filling machines, labeling machines, and
sealers.
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5. Waste management system: Cannabis manufacturing generates waste material,
including plant material and solvents. A proper waste management system is
essential to comply with regulations and minimize environmental impact.
6. HVAC and ventilation systems: Cannabis manufacturing facilities require proper
heating, ventilation, and air conditioning (HVAC) systems to maintain the desired
temperature and humidity levels. These systems are also necessary to control
odors and prevent the buildup of harmful gases.
7. Security: Cannabis manufacturing facilities require a high level of security to
prevent theft, diversion, and unauthorized access. Security measures may
include surveillance cameras, security guards, access control systems, and
alarm systems.
Summarizing, cannabis manufacturing requires specialized infrastructure to ensure the
quality and consistency of the final product. Manufacturers must consider factors such
as extraction equipment, processing equipment, quality control and testing equipment,
packaging and labeling equipment, waste management, HVAC and ventilation systems,
and security when designing and constructing a cannabis manufacturing facility.
Cannabis distribution refers to the process of transporting cannabis products from the
manufacturer to the dispensary or retail store. Cannabis distribution requires specialized
infrastructure to ensure the safety and legality of the product during transport. Here are
some of the essential infrastructure requirements for cannabis distribution:
1. Transportation vehicles: Cannabis products must be transported in vehicles
specifically designed for the safe and secure transportation of cannabis. These
vehicles must meet state and local regulations and be equipped with security
features such as GPS tracking, locking doors, and alarm systems.
2. Storage and warehousing: Cannabis products must be stored in a secure and
controlled environment. Warehouses and storage facilities must meet state and
local regulations and be equipped with security features such as surveillance
cameras, security guards, and access control systems.
3. Tracking and inventory management: Cannabis distribution requires accurate
tracking and inventory management to ensure the legality and safety of the
product during transport. Inventory management systems may include RFID
tracking, barcoding, and GPS tracking.
4. Compliance management: Cannabis distribution must comply with state and local
regulations, including transport manifests, licensing requirements, and
record-keeping. Compliance management systems may include software and
documentation management tools to ensure regulatory compliance.
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5. Security: Cannabis distribution requires a high level of security to prevent theft,
diversion, and unauthorized access. Security measures may include surveillance
cameras, security guards, access control systems, and alarm systems.
6. Training and education: Cannabis distribution personnel must be trained in
proper handling, transportation, and compliance procedures. Training and
education may include employee onboarding, safety training, and compliance
training.
To conclude, cannabis distribution requires specialized infrastructure to ensure the
safety and legality of the product during transport. Distributors must consider factors
such as transportation vehicles, storage and warehousing, tracking and inventory
management, compliance management, security, and training and education when
designing and operating a cannabis distribution facility.
Cannabis retail facilities must meet strict regulations and requirements to ensure the
safety and legality of the product. Here are some of the essential infrastructure
requirements for cannabis retail:
1. Physical space: Cannabis retail facilities must be located in areas zoned for
cannabis sales and meet state and local regulations regarding the size and
layout of the retail space.
2. Security: Cannabis retail facilities require a high level of security to prevent theft,
diversion, and unauthorized access. Security measures may include surveillance
cameras, security guards, access control systems, and alarm systems.
3. Point of sale systems: Cannabis retail facilities must use point of sale (POS)
systems that are specifically designed for the sale of cannabis products. These
systems must meet state and local regulations and include features such as age
verification and inventory management.
4. Display and storage: Cannabis products must be displayed and stored in a
secure and controlled environment. Retail facilities must comply with regulations
regarding the display and storage of cannabis products, including requirements
for child-resistant packaging.
5. Compliance management: Cannabis retail facilities must comply with state and
local regulations, including licensing requirements, record-keeping, and inventory
management. Compliance management systems may include software and
documentation management tools to ensure regulatory compliance.
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6. Training and education: Cannabis retail personnel must be trained in proper
handling, sales, and compliance procedures. Training and education may include
employee onboarding, safety training, and compliance training.
7. Accessibility: Cannabis retail facilities must be accessible to all consumers,
including those with disabilities. Retail facilities must comply with regulations
regarding accessibility, including requirements for ramps, parking, and doorways.
Cannabis retail facilities must meet strict regulations and requirements to ensure the
safety and legality of the product. Retailers must consider factors such as physical
space, security, point of sale systems, display and storage, compliance management,
training and education, and accessibility when designing and operating a cannabis retail
facility.
Cannabis lab testing refers to the analysis and testing of cannabis products for purity,
potency, and safety. Cannabis testing facilities must meet strict regulatory requirements
and have specialized infrastructure to ensure accurate and reliable testing. Here are
some of the essential infrastructure requirements for cannabis lab testing:
1. Testing equipment: Cannabis testing facilities must have specialized equipment
for the analysis and testing of cannabis products. This may include
high-performance liquid chromatography (HPLC), gas chromatography (GC),
mass spectrometry (MS), and other analytical instruments.
2. Sample preparation equipment: Cannabis samples must be prepared and
processed before testing. This may include equipment such as grinders,
homogenizers, and extraction equipment.
3. Testing environment: Cannabis testing facilities must provide a controlled
environment to ensure accurate and reliable testing results. This may include
temperature and humidity control, ventilation, and lighting.
4. Data management systems: Cannabis testing facilities must have a robust data
management system to track samples, results, and regulatory compliance. This
may include laboratory information management systems (LIMS) and electronic
data capture (EDC) systems.
5. Quality control and assurance: Cannabis testing facilities must have a rigorous
quality control and assurance program to ensure the accuracy and reliability of
testing results. This may include quality control samples, proficiency testing, and
adherence to accreditation standards.
6. Personnel and training: Cannabis testing facilities must have qualified personnel
who are trained in proper testing procedures and regulatory compliance. This
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may include laboratory technicians, quality assurance personnel, and regulatory
compliance specialists.
In summation, cannabis lab testing requires specialized infrastructure to ensure
accurate and reliable testing results. Testing facilities must consider factors such as
testing equipment, sample preparation equipment, testing environment, data
management systems, quality control and assurance, and personnel and training when
designing and operating a cannabis testing laboratory. Intelligent and repeatable lab
standards and achievable regulations are essential for cannabis testing facilities.
(2.5.2) Environmental Impacts Discussion
Cannabis cultivation has the potential to have several environmental impacts, both
positive and negative. For our purposes, we include nursery activity under this header.
Here are some of the main environmental impacts of cannabis cultivation:
1. Energy consumption: Cannabis cultivation requires a significant amount of
energy, particularly for indoor cultivation. This energy consumption can lead to
increased greenhouse gas emissions, contributing to climate change.
2. Water consumption: Cannabis cultivation requires a significant amount of water,
particularly for outdoor cultivation in dry climates. Water consumption can lead to
water scarcity and impact local ecosystems.
3. Soil and land use: Cannabis cultivation can impact soil health and lead to soil
erosion, particularly for outdoor cultivation. Land use changes for cannabis
cultivation can also impact natural ecosystems and biodiversity.
4. Pesticide use: Cannabis cultivation may require the use of pesticides to control
pests and diseases. Pesticide use can lead to environmental contamination and
impacts on local ecosystems.
5. Waste management: Cannabis cultivation generates a significant amount of
organic waste, particularly from plant trimmings and other processing waste.
Proper waste management is necessary to prevent environmental contamination
and mitigate potential impacts.
6. Deforestation: Cannabis cultivation can contribute to deforestation, particularly
for outdoor cultivation in areas with forested land.
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7. Light pollution: Outdoor cannabis cultivation can contribute to light pollution,
particularly from artificial lighting used to extend the growing season.
So cannabis cultivation has the potential to have several environmental impacts,
particularly with indoor and outdoor cultivation. Cannabis cultivators can mitigate these
impacts through sustainable cultivation practices, including the use of renewable
energy, water conservation, soil health management, and responsible waste
management. Crafting useful and actionable regulations is also essential to prevent
environmental impacts.
Cannabis manufacturing refers to the process of extracting and processing cannabis
into various products, such as concentrates, edibles, and topicals. The manufacturing
process can have several environmental impacts, both positive and negative. Here are
some of the main environmental impacts of cannabis manufacturing:
1. Energy consumption: Cannabis manufacturing requires a significant amount of
energy, particularly for the extraction process. This energy consumption can lead
to increased greenhouse gas emissions, contributing to climate change.
2. Waste generation: Cannabis manufacturing generates a significant amount of
waste, particularly from the extraction process. Proper waste management is
necessary to prevent environmental contamination and mitigate potential
impacts.
3. Solvent use: Cannabis extraction typically involves the use of solvents, such as
butane or ethanol. These solvents can contribute to environmental contamination
and impacts on local ecosystems.
4. Water use: Cannabis manufacturing may require water for processing and
cleaning equipment. Water consumption can lead to water scarcity and impact
local ecosystems.
5. Air pollution: Cannabis manufacturing can generate air pollutants, particularly
from the use of solvents and other chemicals. These pollutants can impact local
air quality and contribute to health impacts.
6. Transportation: Cannabis manufacturing may require the transportation of raw
materials and finished products, contributing to greenhouse gas emissions and
other environmental impacts.
In total, cannabis manufacturing has the potential for several environmental impacts,
particularly with the extraction process. Cannabis manufacturers can mitigate these
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impacts through sustainable manufacturing practices, including the use of renewable
energy, responsible waste management, solvent recovery, and responsible water use.
Compliance with state and local regulations is also essential to prevent environmental
impacts.
Cannabis retail refers to the sale of cannabis products to consumers through licensed
retail stores or online platforms. The retail process can have several environmental
impacts, both positive and negative. Here are some of the main environmental impacts
of cannabis retail:
1. Energy consumption: Cannabis retail stores require energy for lighting, heating,
and cooling. This energy consumption can lead to increased greenhouse gas
emissions, contributing to climate change.
2. Waste generation: Cannabis retail generates waste from packaging, such as
plastic containers and bags. Proper waste management is necessary to prevent
environmental contamination and mitigate potential impacts.
3. Transportation: Cannabis retail requires the transportation of products to and
from retail stores, contributing to greenhouse gas emissions and other
environmental impacts.
4. Water consumption: Cannabis retail may require water for cleaning and
maintaining stores, particularly for stores with cultivation areas. Water
consumption can lead to water scarcity and impact local ecosystems.
5. Land use: Cannabis retail stores require physical space, and land use changes
may be necessary for store construction. Land use changes can impact natural
ecosystems and biodiversity.
6. Air pollution: Cannabis retail stores can contribute to air pollution from vehicle
emissions, particularly from customers driving to and from stores.
7. Compliance and regulation: Compliance with state and local regulations is
essential for cannabis retail stores to prevent environmental impacts, particularly
with waste management and energy consumption.
Although less than some of the other industry sectors, cannabis retail can have several
environmental impacts, particularly with energy consumption and waste generation.
Cannabis retailers can mitigate these impacts through sustainable practices, including
the use of renewable energy, responsible waste management, and responsible water
use. Compliance with state and local regulations is also essential to prevent
environmental impacts.
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Cannabis Lab Testing refers to the process of analyzing cannabis products to
determine their potency, purity, and safety. The lab testing process can have several
environmental impacts, both positive and negative. Here are some of the main
environmental impacts of cannabis lab testing:
1. Energy consumption: Cannabis lab testing requires energy for equipment, such
as analytical instruments and environmental control systems. This energy
consumption can lead to increased greenhouse gas emissions, contributing to
climate change.
2. Waste generation: Cannabis lab testing generates waste from sample
preparation, such as consumables and solvents. Proper waste management is
necessary to prevent environmental contamination and mitigate potential
impacts.
3. Chemical use: Cannabis lab testing may require the use of chemicals, such as
solvents and reagents. These chemicals can contribute to environmental
contamination and impacts on local ecosystems.
4. Transportation: Cannabis lab testing may require the transportation of samples to
and from testing labs, contributing to greenhouse gas emissions and other
environmental impacts.
5. Compliance and regulation: Compliance with state and local regulations is
essential for cannabis testing labs to prevent environmental impacts, particularly
with waste management and chemical use.
Cannabis lab testing can have several environmental impacts, particularly with energy
consumption and waste generation. Cannabis testing labs can mitigate these impacts
through sustainable practices, including the use of renewable energy, responsible waste
management, and responsible chemical use. Considering the net gains for quality and
purity assurance, careful protocols can more than offset the potential negative effects.
(2.5.3) Neighborhood & Land Use Impacts
Cultivation
Legal commercial cannabis cultivation operations can have potential impacts on
neighborhood and land use in the surrounding areas. Here are some of the potential
impacts:
● Land use changes: Cannabis cultivation may require large amounts of land and
infrastructure, which can impact the availability and use of land in the
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surrounding area. This may include changing the use of agricultural land to
cannabis cultivation or altering the land to accommodate indoor cultivation
facilities.
Odor and air pollution: Cannabis cultivation can produce strong odors and air
pollution from the use of fertilizers, pesticides, and energy-intensive cultivation
methods. These emissions can impact the health and quality of life of nearby
residents.
Water use: Cannabis cultivation may require large amounts of water, particularly
in arid regions, which can impact water availability and quality in the surrounding
area.
Security concerns: Cannabis cultivation operations may require additional
security measures, including fencing and surveillance cameras, which can impact
the aesthetic and character of the surrounding area.
Economic impacts: The establishment of legal cannabis cultivation operations
can have economic impacts on the surrounding area, including job creation and
increased tax revenue.
To address these concerns, it is important for cannabis cultivation operations to work
with local authorities and communities to develop appropriate management plans. This
may include measures such as odor and pollution control systems, water conservation
and management plans, and community engagement and outreach programs.
In summary, the establishment of legal commercial cannabis cultivation operations can
have potential impacts on neighborhood and land use in the surrounding areas. It is
important for regulatory bodies to work with operations to develop appropriate
management plans to mitigate these impacts and ensure public safety and quality of life
for nearby residents.
Manufacturing
The establishment of legal commercial cannabis manufacturing facilities can have
potential impacts on neighborhood and land use in the surrounding areas. Here are
some of the potential impacts:
● Land use changes: Cannabis manufacturing may require large amounts of land
and infrastructure, which can impact the availability and use of land in the
surrounding area. This may include changing the use of industrial or commercial
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land to cannabis manufacturing or altering the land to accommodate
manufacturing facilities.
Air pollution: Cannabis manufacturing can produce air pollution from the use of
solvents, chemicals, and energy-intensive manufacturing methods. These
emissions can impact the health and quality of life of nearby residents.
Noise pollution: Cannabis manufacturing operations can produce significant
noise from equipment and machinery, which can impact the quality of life of
nearby residents.
Traffic impacts: The establishment of cannabis manufacturing facilities may
attract more traffic to the area, leading to increased congestion, longer commute
times, and potentially lead to increased accidents.
Economic impacts: The establishment of legal cannabis manufacturing facilities
can have economic impacts on the surrounding area, including job creation and
increased tax revenue.
To address these concerns, some of the same guidance applies as in cultivation: it is
important for cannabis manufacturing facilities to work with local authorities and
communities to develop appropriate management plans. This may include measures
such as pollution control systems, noise mitigation measures, and community
engagement and outreach programs. Appropriate management plans to mitigate these
impacts and ensure public safety and quality of life for nearby residents.
Retail
The establishment of legal commercial cannabis retail facilities can have potential
impacts on neighborhood and land use in the surrounding areas. Here are some of the
potential impacts:
● Land use changes: Cannabis retail may require large amounts of land and
infrastructure, which can impact the availability and use of land in the
surrounding area. This may include changing the use of commercial or retail land
to cannabis retail or altering the land to accommodate retail facilities.
● Traffic impacts: The establishment of cannabis retail facilities may attract more
traffic to the area, leading to increased congestion, longer commute times, and
potentially lead to increased accidents.
● Security concerns: Cannabis retail operations may require additional security
measures, including fencing, surveillance cameras, and security personnel,
which can impact the aesthetic and character of the surrounding area.
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● Economic impacts: The establishment of legal cannabis retail facilities can have
economic impacts on the surrounding area, including job creation and increased
tax revenue.
● Public perception: The establishment of legal cannabis retail facilities can be met
with opposition from some members of the community who may not want
cannabis-related businesses in their neighborhood.
To address these concerns, it is important for cannabis retail facilities to work with local
authorities and communities to develop appropriate management plans. This may
include measures such as traffic management plans, security measures that blend with
the surrounding area, and community engagement and outreach programs.
In summary, the establishment of legal commercial cannabis retail facilities can have
potential impacts on neighborhood and land use in the surrounding areas. It is important
for facilities to work with local authorities and communities to develop appropriate
management plans to mitigate these impacts and ensure public safety and quality of life
for nearby residents.
Distribution
The establishment of legal commercial cannabis distribution facilities can have potential
impacts on neighborhood and land use in the surrounding areas. Here are some of the
potential impacts:
● Land use changes: Cannabis distribution facilities may require large amounts of
land and infrastructure, which can impact the availability and use of land in the
surrounding area. This may include changing the use of industrial or commercial
land to cannabis distribution or altering the land to accommodate distribution
facilities.
● Traffic impacts: The establishment of cannabis distribution facilities may attract
more traffic to the area, leading to increased congestion, longer commute times,
and potentially lead to increased accidents.
● Security concerns: Cannabis distribution operations may require additional
security measures, including fencing, surveillance cameras, and security
personnel, which can impact the aesthetic and character of the surrounding area.
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● Economic impacts: The establishment of legal cannabis distribution facilities can
have economic impacts on the surrounding area, including job creation and
increased tax revenue.
● Public perception: The establishment of legal cannabis distribution facilities can
be met with opposition from some members of the community who may not want
cannabis-related businesses in their neighborhood.
Some appropriate management plans. This may include measures such as traffic
management plans, security measures that blend with the surrounding area, and
community engagement and outreach programs.
Lab Testing
The establishment of legal commercial cannabis lab testing facilities can have
potential impacts on neighborhood and land use in the surrounding areas. Here are
some of the potential impacts:
● Land use changes: Cannabis lab testing facilities may require large amounts of
land and infrastructure, which can impact the availability and use of land in the
surrounding area. This may include changing the use of industrial or commercial
land to cannabis lab testing or altering the land to accommodate testing facilities.
● Traffic impacts: The establishment of cannabis lab testing facilities may attract
more traffic to the area, leading to increased congestion, longer commute times,
and potentially lead to increased accidents.
● Environmental impacts: Cannabis lab testing may involve the use of hazardous
chemicals and materials, which can impact the environment and potentially pose
a risk to nearby residents.
● Economic impacts: The establishment of legal cannabis lab testing facilities can
have economic impacts on the surrounding area, including job creation and
increased tax revenue.
● Public perception: The establishment of legal cannabis lab testing facilities can
be met with opposition from some members of the community who may not want
cannabis-related businesses in their neighborhood.
Good rules can go a long way. Mandating measures such as pollution control systems,
traffic management plans, and community engagement and outreach programs.
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Appropriate management plans can mitigate these impacts and ensure public safety
and quality of life for nearby residents.
(2.5.4) Parking Impacts
We’re treating this section as a whole, because parking in particular is so site
dependent, it really transcends license type or business category. The one outlier
among the types of business is the consumer traffic and parking demands around a
busy dispensary. Of all activities in this space, the most amount of consideration and
planning needs to be applied to ‘brick and mortar’ retail.
The establishment of cannabis businesses can have potential impacts on traffic and
parking in the surrounding areas. Here are some of the potential impacts:
● Increased traffic: Cannabis businesses may attract more customers to the area,
leading to increased traffic. This can create congestion, longer commute times,
and potentially lead to increased accidents.
● Parking demand: Cannabis businesses may have high demand for parking,
particularly if they are located in areas with limited parking availability. This can
lead to increased competition for parking spaces and potentially lead to illegal
parking or blocking of driveways.
● Security concerns: Cannabis businesses may require additional security
measures, including security personnel and cameras. These measures can
impact traffic flow and create potential safety hazards for pedestrians and drivers.
● Local regulations: The Oneida Nation may require specific parking and traffic
management plans for cannabis businesses, which can impact the costs and
feasibility of establishing a business in a specific location.
To address these concerns, it is important for cannabis businesses to work with local
authorities and communities to develop appropriate traffic and parking management
plans. This may include measures such as increased public transportation options,
designated parking areas, and traffic management plans to reduce congestion and
ensure public safety.
The establishment of cannabis businesses can have potential impacts on traffic and
parking in the surrounding areas. It is important for businesses to work with local
authorities and communities to develop appropriate management plans to mitigate
these impacts and ensure public safety.
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(2.5.5) Economic Development
One of the most significant potential benefits of legalizing commercial cannabis is its
impact on job creation and economic development.
Direct impacts refer to the employment opportunities and revenue generated by the
legal cannabis industry itself. Legalization of cannabis creates a new industry that
requires a variety of job positions, such as cultivators, processors, distributors, retailers,
and security personnel. These jobs create new income opportunities for individuals who
were previously unemployed or underemployed. Additionally, legalization results in the
collection of taxes and fees, generating revenue for state and local governments.
Indirect impacts refer to the economic activity generated by the legal cannabis industry
through the purchase of goods and services from other businesses. For example,
cannabis growers require a range of inputs such as fertilizers, lighting systems, and
packaging materials, creating demand for related industries. This increased demand for
goods and services by the legal cannabis industry leads to the creation of jobs in other
sectors, resulting in a multiplier effect. American Indian Ag uses top of the industry
software to generate true local economic impact, providing a strong argument for
decision makers to offer the community at large when creating overall buy in.
Induced impacts refer to the increased spending and investment by individuals and
businesses due to the direct and indirect impacts of the legal cannabis industry. For
example, increased income generated by the legal cannabis industry leads to increased
spending on housing, food, and entertainment, creating additional jobs in these sectors.
Overall, the legal commercial cannabis industry can have a significant positive impact
on job creation and economic development. However, it is worth noting that these
benefits depend on several factors, including the level of regulation, taxation, and
licensing requirements imposed on the industry. These, of course, need to be balanced
against any negative impacts on public health and safety, and these should be taken
into consideration as well.
(2.5.6) Youth Impacts
We are treating the question as a whole industry answer, as there are not wide
differences for access among industry categories. One of the primary concerns
regarding a legal cannabis market is the potential for increased exposure and access to
cannabis by youth. Here are some of the potential impacts of a legal cannabis market
on youth:
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1. Increased exposure: A legal cannabis market may increase the visibility and
normalization of cannabis use, which can lead to increased exposure for youth.
This exposure may be through advertising, packaging, or social norms.
2. Impacts on brain development: Cannabis use during adolescence can have
negative impacts on brain development, including impacts on memory, attention,
and learning. This can have long-term consequences for academic and
professional success.
3. Impacts on mental health: Cannabis use during adolescence may increase the
risk of developing mental health issues, including depression, anxiety, and
psychosis. This can have long-term consequences for mental health and
well-being.
4. Impacts on substance abuse: Cannabis use during adolescence may increase
the risk of developing substance abuse issues later in life, including issues with
other drugs.
To address these concerns, it is important for a legal cannabis market to have strong
regulations in place to prevent youth exposure and access. This may include restrictions
on advertising, packaging, and store location, as well as proper enforcement of age
verification systems. Education and awareness campaigns may also be helpful in
preventing youth cannabis use. This kind of outreach and public relations campaign is
something that American Indian Ag prides itself on.
It should be noted in legal adult use cannabis markets of long standing (Washington and
Colorado) that substantial data demonstrates that youth access to all cannabis products
goes down. The properly executed legal market shrinks the black market where youth
have the freest access.
(2.5.7) Substance Abuse and Other Crime
The legalization of cannabis has a complex set of social and legal issues, including
concerns about substance abuse and crime. Here are some of the potential impacts of
a legal cannabis program on substance abuse and crime:
1. Substance abuse: Some studies have suggested that the legalization of cannabis
may lead to an increase in substance abuse, particularly among youth. However,
other studies have suggested that legalization may lead to a decrease in opioid
abuse and overdose deaths.
2. Driving under the influence: Cannabis use can impair driving ability, and driving
under the influence of cannabis is illegal in all states. It is important to educate
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the public about the risks of driving under the influence of cannabis and enforce
laws related to impaired driving.
3. Organized crime: Legalization of cannabis can reduce the profits of organized
crime groups that have historically controlled the black market for cannabis.
However, these groups may transition to other criminal activities, such as human
trafficking or other illicit drug markets.
4. Financial crime: Legalization of cannabis can create opportunities for financial
crime, including money laundering and tax evasion. Proper regulation and
enforcement of financial regulations can help mitigate these risks.
5. Public safety: Legal cannabis programs require regulation and enforcement to
ensure public safety. This includes ensuring that products are free from
contaminants, and that they are properly labeled and packaged.
A legal cannabis program can have both positive and negative impacts on substance
abuse and crime. Proper regulation and enforcement can help mitigate these risks and
ensure public safety. Monitoring and addressing any unintended consequences of
legalization can ensure that the benefits of legalization outweigh the potential harms.
(2.6) Case Studies
(2.6.1) Jurisdictional Comparables
We will draw a minimum of one comparable Native American Nation that has a
successful cannabis program. Our comps may be drawn from the following: the
Suquamish Tribe in Washington state, the Flandreau Santee Sioux Tribe in South
Dakota, the Sault Ste. Marie Tribe of Chippewa Indians in Michigan, the Santa Ysabel
tribe in Southern California, and the Las Vegas Paiute tribe. We will also include one
like a city or county program that also serves as a success story.
(2.6.1.1) Our methodology will include the prescribed implementation date, taxation
rate, and revenue generated as well as cost to administer the program. We will utilize
public information act requests, as well as any published reports from the city, county or
native american nation. We will leverage direct relationships where we have them to
further the comprehensive look of each comparable program.
(2.6.1.1.1) We will leverage the above methods to tease out useful data related to public
safety and crime statistics and data related to property value impacts.
(2.6.2) AIA will also provide case studies of 2 or more cities, counties or nations similar
in size, characteristics, and demographics to the Nation who considered cannabis
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businesses but ultimately chose not to approve cannabis businesses in their cities or
counties or nations.
(2.6.2.1) We will use public information as well as direct interview methods to the
reasons why the cities did not allow cannabis businesses in their city, county or nation
and the primary deciding factor.
(4) Pricing Information
Proposed Pricing for Oneida Nation Cannabis Feasibility Study
Initial Outward Lobbying: $25,000
Income & Revenue Modeling: $15,000 x 4 = $60,000
Full Budgets for each Business Category: $15,000 x 4 = $60,000
Community & Environmental Impacts Report: $40,000
Case Studies Report: $30,000
Regulating, Permitting, Taxing Analytical Report: $30,000
Total: $245,000
(Initial Retainer: $50,000)
Please note that the above pricing is based on the scope of work outlined in our
proposal. Any changes to the scope of work may result in changes to the pricing.
We look forward to the opportunity to work with you and provide exceptional service. If
you have any questions or concerns, please do not hesitate to contact us.
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(6.3) Company Name
American Indian Ag Industries LLC - (Tribal Homeland Cannabis dba)
(6.3.1) Owners/Partners
Lewis Lincoln - owner/ CEO
Gary Cordova - partner
Adam Laurent - partner
Elizabeth Howe-Lincoln- partner
(6.5) Pricing (See Section 4 above)
(6.5.1) Differentiating Services & Technology
American Indian Ag has differentiated service and technology to offer the Oneida
cannabis industry to support future onboarding and growth in these areas;
● Outward facing Strategy & Lobbying Services and political support
● Banking service solutions for the various cannabis enterprises, working within
FINCEN guidelines with full compliance SOPs and software
● Expertise in track and trace software including METRC
● Unparalleled Access to powerful software and databases in demographics,
marketing as well as actionable and leverageable cannabis user data
(6.5.2) Best Choice Considerations
American Indian Ag is an independent, California based American Indian business
strategy and management group that works with Tribal entities to actuate their business
goals. And we do this while listening intently to your issues, goals and vision, facilitating
their communication with clarity and accuracy.
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As the complex issues of tribal sovereignty and culture interact with the larger economy
and social structure, it's vital that the American Indian voice is communicated effectively.
We are uniquely suited to be the amplifier for that voice. We believe core native values
such as honesty, humor, and mutual respect provide excellent guidelines for our work
and lives. And we feel that these are key advantages that will assist Native American
cannabis efforts on the whole, serving as foundation stones of business philosophy and
execution.
We at American Indian Ag know our team is special. From thought leaders in the space
to best of class operators in their respective categories, we are built to exceed
expectation. Please see our concluding remarks for more on why we believe we are
your absolute best choice.
(6.3.3) Organizational Chart
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Reports To
Affiliate
Company
Lewis Lincoln (CEO)
Adam Laurent (COO)
Lewis Lincoln (CEO)
Gary Cordova (Senior Analyst)
Lewis Lincoln (CEO)
Elizabeth Howe-Lincoln (CPO)
Lewis Lincoln (CEO)
Ariel Clark (General Counsel)
Elizabeth Howe-Lincoln (CPO)
Clark Howell
LLP
Lisa Buffo (Marketing/Compliance)
Elizabeth Howe-Lincoln (CPO)
Cannabis
Marketing
Association
LIsa Bugrova (Environmental)
Adam Laurent (COO)
The Lise
Consulting
Austen Connella
(Cultivation/Manufacturing)
Adam Laurent (COO)
SLOCal
Roots
Cody McLaughlin (Design)
Gary Cordova (Senior Analyst)
MCM
Architect
Tom McAuley (Retail/Supply Chain)
Gary Cordova (Senior Analyst)
SLOCal
Roots
Kirk Azevedo (Genetics)
Austen Connella (Cultivation/Manufacturing)
Riparian
Biosupport
(6.4) Experience
In total, American Indian Ag has over 40 years of cannabis business experience in
Indian America and brings a long history of quality experience, knowledge and
business resources in both the public and government arenas. Our experiences have
provided us with a thorough understanding of the challenges and problems Tribes and
their Members face when it comes to private developers, landowners, public agencies,
and Tribal and non Tribal communities. With our “highest and best answer” philosophy,
we were diligently and earnestly to strike a careful balance for all stakeholders.
Particularly in cannabis, being a good corporate citizen and a good neighbor is
absolutely crucial. This industry already comes pre-packaged with all kinds of baggage
in the eyes of many. Playing against those low expectations and being the standard
bearer is the shortest path for turning oppositionists into supporters. We’ve seen that
over and over in our efforts throughout a range of communities, and trust the same will
be in play in the project.
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(6.4&6.4.1&6.4.1.1) Team Experience
The American Indian Ag Industries Team
Lewis Lincoln - CEO
Owner of:
American Indian Ag Industries
Tribal Homeland Cannabis (dba)
Redbud Apothecary - California Medical / Recreational Dispensary
Lewis brings his experience with hands-on training and knowledge, including over 13
years of experience in cultivation, distribution, retail deployment, marketing and security.
He was raised on the Round Valley Indian Reservation with cultural dynamics and
competency associated with a tribal reservation environment.
Lewis’ mission is to contribute his expertise to benefit tribal organizations and nations
venturing into the cannabis markets worldwide. This includes assisting the creation of
tribal laws and ordinances that are necessary for a successful tribal cannabis economy.
Some of his other community facing work career includes: Sonoma County Sheriff
Deputy in CA, Wildland Firefighter, Community Emergency Response Team Trainer and
FEMA Tribal Hazard Mitigation analysis. He’s also been the project coordinator for Napa
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County Mental Health Outreach for Native Americans in Napa, CA, promoting cultural
preservation and positive mental health through cultural activities.
Adam Laurent - COO/Chief Strategist
Adam has specialized in the cannabis space since 2016, being magnetized to the social
justice, health and personal empowerment aspects of a long demonized industry. He
applies skillsets gained in past experience in finance, business sales and acquisitions,
tech and media. Some of these include unique and varied abilities ranging from forensic
accounting to financial forecasting; from enterprise resource planning to in-the-moment
logistical problem solving.
He is a founder and president of the Central Coast Cannabis Council, the regional trade
association whose mission is to work for fair and safe policy, and the professionalization
of the industry. He has successfully campaigned for improved policy near and far,
including lobbying in Washington DC directly to congressmen. He has also authored
ordinance language that has become county and state law.
He has skillfully ferried projects in this space, including the first approved cannabis
greenhouse cultivation project in San Luis Obispo County, CA, and the first hemp
extraction facility in Jackson County, OR. He has unfurled companies throughout the
supply chain across an array of license types, and among many ongoing projects, he
focuses on building out the premier independent cannabis retail brand on the Central
Coast of California.
Adam achieved his education at the University of California, Santa Barbara. He is an
Olympic cyclist with ten national championships, and two world championship medals to
his credit. The dedication to excellence and exceptional team dynamics in sport carries
over into all his projects.
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Gary Cordova - Senior Analyst, Logistics
Gary R Cordova joins American Indian Agricultural Industries, playing key roles around
purchasing, logistics and management. CEO and Co-Founder of Native Vision Strategy
Group, LLC, has more than 25 years of progressive, responsible experience in business
development, project management, and analysis in Tribal Governments, Tribal
Economic Development and Indian Gaming. Gary has led companies through start-up,
build up, turn around and growth windows.
Gary”s qualifications include 30 years of experience ranging from consumer durables,
building products, to project development and project management. He has guided
strategic planning, federal and state negotiations, procurement systems, operations
services and business planning. His understanding of Tribal Government and Tribal
Economic Development and experience in both the public and government sectors has
given him a valuable perspective that allows him to better negotiate agency and
community approval.
Among his significant previous positions, Gary served as Chairman of the Tribal
Economic Development Authority for Dry Creek Rancheria Band Of Pomo Indians,
President of the National Native American Purchasing Association, Advisory Council for
American Indian Chamber Of Commerce California, Principal of Pomo Nation Wine
Group, Director of Purchasing - River Rock Casino, Manager - Dry Creek Rancheria
Executive Services Business Development.
In 2015 he started working with Mendocino County Native American cannabis
cultivators. Gary developed cannabis cultivation projects with local Native American
growers, establishing a Native American Collective for tribal members from the Round
Valley Indian Reservation in Northern California.
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Elizabeth Howe-Lincoln - Finance, CPO
Elizabeth is a member of the Cheyenne River Sioux Tribe located in South Dakota. She
has written, managed and procurred grants since she graduated from Kansas State
University in 2001 with a Bachelor’s in Park Resource Management and a secondary
degree in Natural Resources and Environmental Sciences.
She has involved herself in many start-up projects as well as salvation projects that
needed funding or re-organization for sustainability. She is a subject matter expert in tax
incentives, Green Energy, and has extensive knowledge in Water and Agriculture. She
ahas lobbied on behalf of Tribal Nations and the Alaskan Refuge. Over the course of my
career I have been involved in over $150 Million in Federal, State, Tribal and Private
funds for Tribes. These funds have been used for many purposes including Economic
Development. Most recently I have secured funding for one client, over a 7 year period,
$90 Million in funding. I have created and completed a vertically integrated tribal
cultivation, processing and Dispensary in Northern California. She is also part owner of
a State Licensed California dispensary currently operating in Northern California.
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Ariel Clark - General Counsel
Ariel Clark is a business and regulatory attorney advising clients in highly regulated and
emerging ecosystems.
For over 15 years, Ariel has been in the trenches of drug policy reform, helping to enact
ecosystem-defining regulations while being deeply committed to her clients — leading
operators, entrepreneurs, innovators, investors, and healers. When the idea of a robust,
diverse, and regulated cannabis supply chain was considered impossibly out-of-the-box,
she committed her practice to be of service to the plants and communities she is in
deep connection with — foresight that was recognized by Rolling Stone, which named
her one of 18 “Women Shaping The Culture of Tomorrow.” Ariel’s hard work,
intelligence, and tenacity have earned her a national reputation as one of the fiercest
lawyers working on law reform related to drugs, plant medicine, and psychedelics.
Ariel’s extensive legal and political expertise provide valuable counsel to other
trailblazers building successful, impactful, and mindful organizations and offerings.
Ariel is a founding Board Member of the Psychedelic Bar Association (PBA), serves as
the Board Steward of PBA’s Religious Use Committee, and participates in the Ethics
Committee and Legislation and Regulation Committee (LARC). She co-founded and
served on the Executive Committee of the Cannabis Law Section of the Los Angeles
County Bar Association.
While in law school, she participated with a group of other Native American law students
in discussions at the United Nation for what became the UN Declaration on the Rights
of Indigenous Peoples. Her holistic, forward-thinking, and thorough approach to law –
coupled with deep policy expertise and progressive vision – is of enormous benefit to
clients, colleagues, and fellow paradigm-shifters.
J.D., University of California
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LISA BUFFO - Marketing & Compliance
● visionary and producer of the annual Cannabis Marketing Summit; conceived,
programmed, fundraised and produced 450+ person national educational
conference + trade show
● past experience in non-profits (fundraising), marketing, venture capital,
operations, sales
● has worked in cannabis industry nearly a decade (2014) done everything from
badge-holder trimming to C-suite work and understanding the intricacies and
nuances of the industry
● currently have hundred of cannabis businesses as our members across the US +
abroad and speak with them daily about their needs; what works and what
doesn't in marketing + compliance
Lisa Buffo is an entrepreneur, marketer, and public speaker. She is the Founder & CEO
of the Cannabis Marketing Association, a membership association focused on
education and best practices for industry marketers with the vision of rebranding
cannabis at the national level. CMA has hundreds of business members nationwide;
hosting the annual Cannabis Marketing Summit to bring the cannabis marketing
community together. Lisa has been quoted in the Wall Street Journal, Forbes, Rolling
Stone, The Guardian, VICE, Denver Business Journal and other national, local, and
trade publications.
Lisa has worked in the cannabis industry since 2014. Lisa helped launch 10 cannabis
startups for the industry’s first business accelerator in 2015. Lisa is the Founding Chair
of the National Cannabis Industry Association’s Marketing & Advertising Committee
where she co-authored the Public Relations Crisis Manual and the Short Guide to
Colorado’s Marketing & Advertising Regulations. Lisa is an active speaker and has
spoken at MJBiz, WomenGrow, NCIA, and CMA events
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Lisa Bugrova - Environmental & Land Use Planning
Founding Director of The Lise Consulting holds an Environmental Policy degree from
the University of California, Santa Cruz.
Over the past 20 years she has focused on environmental documentation and CEQA
compliance, land use planning, multi-agency permitting, and regulatory compliance in
both the public and private sectors.
After spending the past several years serving cannabis clients in multiple California
counties, taking projects from concept to cultivation, operation and/or vertically
integrated production, The Lise Consulting was formed to fill a direct need for
commercial cannabis business’s state permit acquisition and on-going compliance.
Lisa provides operations team the peace of mind by providing support for initial permit
acquisition, regulatory compliance, tracking of state licensing and renewals. Ongoing
compliance is handled with all relevant state agency regulations, and Lisa provides the
ongoing tracking and compliance tools necessary for regular license renewals.
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Austen Connella - Cultivation and Manufacturing
For the past 20 years, Austen has dedicated himself to cultivating, manufacturing, and
selling the purest, safest, and highest quality cannabis products for both medical and
recreational users. Austen's commitment to the cannabis industry goes beyond just
producing high quality products. He believes that cannabis not only heals people but
heals communities.
Austen participated in San Francisco State University's Entrepreneurship Program with
a core emphasis on the cannabis industry. He has gone onto own numerous successful
businesses in the cannabis space from cultivations to manufacturing to dispensaries.
Austen is frequently featured as a cannabis industry expert on various news outlets and
has been a vocal proponent of cannabis activism and the industry making a positive
impact on the community in which it operates. His boutique cannabis brands and his
work have been featured in Vogue magazine, Rolling Stone, Clever Root, and other
cannabis magazines that have all highlighted his philanthropic views, high-end cannabis
fundraiser events with famous chefs, wine pairings, yoga retreats, cannabis science,
and more.
He is a current board member as well as a co-founder of the regional trade association:
Central Coast Cannabis Council. Austen now serves on the SLO County Cannabis
Advisory Group, and advises County Planning staff throughout local cannabis ordinance
formation and implementation. Having personally written a complete cannabis
ordinance that was made into county law, Austen looks forward to the next chance to
help create a cannabis program and the opportunity to create success for all
stakeholders.
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Cody McLaughlin - Facility Design, Architect
Cody McLaughlin studied at Washington State University and holds a Bachelor of
Architecture Degree and a Bachelor of Science in Architectural Studies Degree. He
began designing log homes in Boise, Idaho and subsequently moved to the Lake Tahoe
area to design highly customized mountain style homes and a multitude of commercial
projects. Cody is well-versed in a variety of architectural styles and has been creating
chiefly on the California Central Coast and Washington for over 20 years. He is
renowned for his aesthetic range, demonstrating high design in traditional, craftsman,
mediterranean and contemporary styles.
Cody has walked lead on dozens of cannabis projects in California, designing for
energy efficiency, ergonomic engagement, and optimal use of space. His overall
understanding of designing to compliment the numerous regulations and rules around
cannabis is partly informed by his six years as a Planning Commissioner in the city of
Grover Beach, CA, which has successfully onboarded dozens cannabis businesses
across all license types.
Tom McAuley - Retail Operations & Supply Chain
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Tom brings extensive cannabis retail operations experience to his role as Director of
Retail Operations. Before joining SLOCAL Roots, Tom founded Milkman LLC, an
award-winning cannabis delivery company. He previously served as Director of Retail
Operations and Business Development at Urbn Leaf and Jushi/Beyond Hello for
multiple retail locations throughout CA. His proven track record and expertise in retail
operations has been a crucial key component in the successful launch and aggressive
growth strategy. Tom is a virtuoso in being able to control cost deltas in operations while
assuring high levels of service and customer satisfaction. He earned his degree from
the University of California, Santa Cruz.
Dr. Kirk Azevedo - Genetics & Lab Testing
Kirk has been breeding the cannabis and hemp strains to the land for the largest and
the most persnickety players in the industry for 25 years. Areas of expertise include
plant patent facilitation and data collection, setting up in-house testing for cannabinoids,
terpenes and metabolites.
Kirk is principal Investigator for in-house research publications: EpiMite: Cannabis and
Hemp Epigenetic Breeding Program for Mite Tolerance (year 6); EpiMacro: Epigenetic
Breeding Program for Macronutrient Deficiency Tolerance (year4); CRISPR THC
synthase knockout - Literature Review(2016); Benefits of plasticulture on hemp and
cannabis(2018); XY testing: PCR Based Testing for Male / Female Cannabis and Hemp
Plants(2019); Benefits of hoop houses and types of film on hemp and cannabis(2020);
Cannabis and Hemp Extraction Techniques and Implementation Protocols: CO2,
Ethanol, Rosin, and Kief extraction; (2021) THCv Chemovar Assisted Selection(2022).
Work history:
Helena Chemical Company(Field evaluator)
Abbott Laboratories(R&D PGRs and Biocontrol)
FMC Corporation (Biocontrol resistance management)
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Monsanto Corporation (Local Market Manager and team lead for genetics)
Core Care (Founder and successful exit strategy executed)
Riparian Management (Founder - Medical Corporation - stem cell technology)
Riparian Biosupport, Inc. (Founder - Cannabis Genetics Consulting and Contracting).
He has consulted some of the world’s largest corporate farms including JD Boswell, as
well as helped small family farms find their niche transitioning from hard-core pesticide
use to sustainable organic and biodynamic farming practices.
B.S Biochemistry (Cal Poly, SLO)
(6.4.1.2) Experience with Operations the size of the Oneida Nation
Our team members have experience working with tribes from 93 members to
over 5000 members. We have worked with cities from population ~8000 to counties with
populations over 280,000. This experience dates back to 2002 for some on our team. In
all cases, we are able to adapt our engagement and work product to fit the goals and
scale of the governmental entity. Our team can provide the appropriate framework that
can be integrated into the existing Oneida Nation tribal economy.
(6.6) Additional Services
● SOPs for each industry segment: Fully vetted and calibrated SOPs adjusted
for y
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