The Port Gamble S’Klallam were originally known as the Nut Sklai Yem (or Strong (2025)
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ANNUAL
REPORT
2025
ABOUT THE
PORT GAMBLE
S’KLALLAM
The Port Gamble S’Klallam were originally known as the Nut Sklai Yem (or Strong
People) and are the descendants of the Salish people who have been well established
in the Puget Sound basin and surrounding areas since 2400 BC.
In the late 1930s, the Port Gamble S’Klallam Reservation, located on the northern tip
of the Kitsap County peninsula in Washington State, was established. Many of the
Tribe’s members, totaling over 1,400, still live there today.
LEADERSHIP
TRIBAL COUNCIL (ENDING 2025)
Amber Caldera
Chris Tom
Renee Veregge
CHAIRWOMAN
VICE CHAIR
COUNCIL PERSON I
Donovan Ashworth
Jonelle Grady
Kyle Carpenter
COUNCIL PERSON II
COUNCIL PERSON III
COUNCIL PERSON IV
Kelly Sullivan
Executive Director
Destiny Oliver
Adminstrative Director of
Tribal Services
Tamara Gage
Administrative Director of
Tribal Government
Greg Trueb
Chief Financial Officer
Kara Horton-Wright
Executive Director,
PGS Housing Director
Andrea Dolan-Potter
Executive Director,
Eric Croft
Interim CEO,
Noo-Kayet Investments
Nicola Armstrong
Executive Director,
Tribal Gaming Agency
Sam Cocharo
General Manager,
The Point Casino
Gina Steiner
Administrative Director
02
PGS Foundation
2025 PGST ANNUAL REPORT
LETTER FROM THE
CHAIRWOMAN
As I look back on 2025, I think not only of the successes—and there were many—but also of
the efforts of people throughout this Tribe, the connections made, and, of course, those
that we lost.
In 2025, our government and community continued to thrive, even in the face of
uncertainty at the federal level. As always, Tribal Council and leadership have worked to
strengthen our support of the membership—youth and Elders, alike—as we consider how
to innovate and prepare for the future. All of this is possible because of the strong
relationship Council and leadership have with staff throughout the Tribe with our shared
focus to create better outcomes for our community.
In this report, you’ll find examples of the extraordinary work done by departments
throughout our Tribe. I cannot stress enough how proud I am of our employees: their hard
work, dedication to the community, and ability to tackle challenges have ensured our
Tribe’s continued success.
In 2025, we were able to welcome dozens of new
members to our roles due, in large part, to a multiyear effort that culminated in a membership vote to
amend our Constitution in 2024. Over the course of
almost a decade, a committee made up of PGST
Elders, leaders, and members considered the
implications of different scenarios that would expand
enrollment eligibility. Ultimately, our membership
agreed with the recommendations of the committee
as they voted to expand the geographic area for
automatic enrollment at birth.
CONTINUED NEXT PAGE
Amber Caldera
CHAIRWOMAN
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2025 PGST ANNUAL REPORT
LETTER FROM THE
CHAIRWOMAN
CONTINUED
If you’re reading this Annual Report for the
To all of our members, I want to stress
first time as a Port Gamble S’Klallam
your importance to this community. Part
of our culture is how we come together
and support one another, in good times
and bad. I want to encourage more of that
kindness and respect every day, even
when the stressors of life overwhelm and
it would be easy to let frustrations run
over. Everyone who works for this Tribe is
doing their best to support our
membership and the community. Try to
always show up as your best self and be an
example in how you treat others.
member, I welcome you and encourage you
to get involved in your Tribe. Attend
General Council and cultural events. Stay
connected
through
the
with
opportunities
Tribe’s
Facebook,
found
weekly
memo, monthly newsletter, and app. We
need you and your voice.
As we welcome new members, we also
experience loss. In 2025, we said goodbye
to several Elders. No matter how many
times we experience that grief, it never
gets easier. With every elder we lose, we
lose irreplaceable pieces of our history. To
know our Tribe is to know the deep love
and care our people have for one another,
and I’m always moved by the memories and
tributes shared by our community during
times of loss. I once heard someone say,
I am proud to serve as Chairwoman of the
Port
Gamble
S’Klallam
Tribe
and
understand that all the success we saw in
2025 is because our government is built
on collaboration and community. Simply
put, we are the Strong People and are
always stronger together.
“The deeper the love, the deeper the grief,”
and I think that’s true. To have loved makes
the pain of loss even greater.
Amber Caldera
Chairwoman
Port Gamble S’Klallam Tribe
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2025 PGST ANNUAL REPORT
LETTER FROM NOO-KAYET
INVESTMENTS (NKI) CEO
ʔə́ y ̕ skʷáči, nəsčáyəʔčaʔ
I am pleased to provide this contribution to the
Tribe’s annual report on behalf of Noo-Kayet
Investments (NKI). As the Tribe’s economic
engine, NKI operates our enterprises to provide
funding for Tribal programs and create
opportunities for Tribal and community
members.
I joined NKI as Chief Executive Officer in March
of 2026, and I have been impressed with the
progress our team made in the last year. I want
to extend my sincere gratitude to Chief
Operating Officer Eric Croft for his steady
leadership as interim CEO in 2025. Over the last
year, NKI continued to invest in the success of
existing businesses while actively seeking new
avenues for diversification.
Cultivating a diversified business portfolio is
critical to NKI’s long-term resilience because
this allows us to weather shifting economic
Anthony Jones
CHIEF EXECUTIVE OFFICER
NOO-KAYET INVESTMENTS
conditions. Critically, sustainable growth
requires a willingness to invest before
outcomes are certain.
CONTINUED NEXT PAGE
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2025 PGST ANNUAL REPORT
LETTER FROM NOO-KAYET
INVESTMENTS (NKI) CEO
CONTINUED
In this report, you will read about NKI’s difficult decision to cease operations at
Ascension Craft Cannabis. While Ascension’s earnings ultimately did not justify continued
investment, NKI pursued the opportunity because the potential upside warranted the
initial risk. The decision to wind down the operation reflects the same discipline that
guided our initial investment: we pursue opportunities when the prospective returns
justify the risk, and we reallocate capital when they do not.
In that same spirit of strategic diversification, NKI acquired Minder Meats in 2025, and
we look forward to the continued growth of that business. Minder is already proving to
be a strong partner for The Point Casino & Hotel. And Tribal elders can now use their
meal benefit to buy Minder products. In the near future, we look forward to working with
Tribal harvesters to buy and process seafood products.
In recent months, NKI has filled key leadership positions. We welcomed a new General
Manager at The Point Casino & Hotel. We filled Board positions. And I stepped into my
role as the first Tribal member to serve as CEO. I am grateful for the outpouring of
support I have received from the community and Tribal leadership, and I look forward to
doing my part to serve the economic needs of our people.
Looking ahead, NKI is poised to make pivotal strategic decisions, including smart
reinvestment in our current business portfolio and pursuit of new ventures.
yəhúməct!
06
2025 PGST ANNUAL REPORT
FINANCIAL REPORT
Building on several years of hard work and thoughtful planning, 2025 was a pivotal year for
the Tribe focused on preparing for future growth and diversification. The Tribal
government experienced continued strong financial performance driven by strategic
planning, zero-based budgeting, and prudent management of the Tribe’s resources. 2025
included notable investments in staffing, member benefits and land acquisition, including
the purchase of an office building and vacant lot in Kingston as well as 13 acres on the
corner of Highway 104 and Hansville Rd. 2025 was also a significant year for the Tribe’s
enterprise arm, Noo-Kayet Investments, marked by continued solid financial performance
of the casino, the completion of the “NKI refresh” project and the acquisition of Minder
Meats.
As a team, we continue to evaluate relationships,
strategies, and policies to ensure that we are
prepared to address challenges and take
advantage of opportunities. We are focused on
long-term planning that aligns the Tribal Council’s
strategic directions with the goals and objectives
of the Tribe’s departments and its entities. By
doing so, and while always honoring and building
upon the hard work and visionary leadership of
those that came before us, we are positioning the
Tribe to realize its full potential while providing a
sustainable financial framework for future
generations.
Greg Trueb
CHIEF FINANCIAL OFFICER
07
2025 PGST ANNUAL REPORT
FINANCIAL REPORT
CONTINUED
Looking ahead, there are many exciting projects and opportunities on the horizon. The
Admin Campus project is getting underway, the NKI Board and leadership team have
been put in place, and the Tribe continues to look at real estate acquisitions both for
government and enterprise uses. Strategic investments combined with years of hard
work and thoughtful planning have started producing results as mentioned on the
previous page and highlighted on the next page and the Tribe’s financial health has never
been stronger.
08
2025 PGST ANNUAL REPORT
FINANCIAL REPORT
CONTINUED
Below is a snapshot of the financial performance mentioned above, please note the
amounts presented are unaudited. In general, the Tribe’s assets increased, we
maintained an operating surplus, and hard dollar revenues exceeded budget while
expenditures were on track or under budget across the government.
FY 2025 Financial Highlights
Total Cash as of 12/31/25 equaled $28,168,840 compared to $26,616,982 as of 12/31/24,
an increase of $1,551,858.
Total Assets as of 12/31/25 equaled $231,912,164 compared to $212,153,880 as of
12/31/24, an increase of $19,758,284.
Total Investments as of 12/31/25 equaled $85,483,217 compared to $78,904,706 as of
12/31/24, an increase of $6,578,511.
Total Cash and Investments as of 12/31/25 equaled $113,652,057 compared to
$105,521,688 as of 12/31/24, an increase of $8,130,369.
Total Surplus of revenues over expenditures as of 12/31/25 equaled $5,492,915
compared to $5,853,881 as of 12/31/24, a decrease of $360,966.
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2025 PGST ANNUAL REPORT
FINANCIAL REPORT:
GRAPHS
CONTINUED
10
2025 PGST ANNUAL REPORT
PGST LANDS
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2025 PGST ANNUAL REPORT
EMPLOYMENT STATS
GENDER
IDENTIFICATION
Male
38%
Female
62%
PGS Tribal
39%
Non-Tribal
44%
TRIBAL STATUS
Non-Tribal parent Other Tribal
9%
of PGST child
7%
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2025 PGST ANNUAL REPORT
EMPLOYMENT STATS:
TENURE
Underlined names indicate PGST members
5 YEARS
10 YEARS
Austin Ashworth
Leslie Purser
Ross Bayton
Selina Ramirez
Martin Brown
Ashlee Rangel
Darius Cole
Garrett Sitting Dog
Jordan Decoteau
Jacob Sullivan
Mychal Oliver
Matthew Tom
15 YEARS
Stacy Mills
Barrett Schmanska
Abigail Welch
Andrea Murphy
Christina Barone
Dayna Benefield
Bernadine Folz
Joylina Gonzalez
Brandon Halsey
Jessica Hankin
Cherie Jacobs
Amanda Purser
Sarah Shaw
Elizabeth Strandberg
20 YEARS
Vicki Brown
Irina K. Fox
Robin Houtz
Dorie Salem
William Swift
25 YEARS
Tamara Eisenhart
Elizabeth Kelton
13
30 YEARS
Mandi Moon
James Price
Theodore Seachord
35 YEARS
Rogina Steiner
Melissa Streun
2025 PGST ANNUAL REPORT
D E PA RT M E NT
R E P O RT S
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2025 PGST ANNUAL REPORT
CAREER &
EDUCATION
Career
Higher Education
G r a d e s K- 1 2
A Major Milestone
Awarded a three-year Administration
for Native Americans (ANA) Language
Preservation and Maintenance Grant.
This grant provides critical support for
the revitalization of the Klallam
language and will guide the
development of a centralized language
curriculum, family-centered language
nests, and culturally grounded teaching
resources. This work strengthens the
transmission of language and cultural
knowledge across generations and
helps ensure the Klallam language
continues to thrive in our community.
Strengthened K-12 Academic Supports
Academic coaching, advocacy, and collaboration with school districts helped
students access tutoring, cultural support, and college and career readiness
opportunities. These efforts help ensure students feel supported both academically
and culturally as they move through their educational journeys.
The Places Outdoor Education Program continued to grow and serve as a
cornerstone of culturally grounded learning. Through hands-on outdoor
experiences, students connected with the land, explored traditional ecological
knowledge, and learned about S’Klallam history and stewardship.
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2025 PGST ANNUAL REPORT
CAREER &
EDUCATION
Career
Higher Education
G r a d e s K- 1 2
CONTINUED
Higher Education and Career Pathways
Tribal members received assistance with college applications, scholarships,
financial aid, and academic planning.
Workshops such as FAFSA support sessions and college visits helped students and
families better understand the steps toward post-secondary success.
College enrollment is the highest it has ever been.
320,000 was spent providing support to approximately 32 members for their
higher education.
1 running start student
25 undergraduate students
1 vocational student
5 graduate students
Workforce Development and
Employment Readiness
Staff worked to build partnerships with
training institutions and employers to bring
more skill-building opportunities to the
community. These efforts are part of a
larger strategy to help tribal members gain
the training and certifications needed for
stable
careers
employment.
Baker Technical
and
livable
Institute
wage
provided
a
training on the reservation and helped nine
tribal members obtain Heavy Equipment
operator certifications as well as other
stackable certifications such as Forklift
certification, Flagger certification, OSHA 10,
heavy load securement as well as job
interview skills and resume writing.
16
2025 PGST ANNUAL REPORT
Child Support Services
CHILD &
FAMILY
SERVICES
C h i l d We l f a r e
Elders Services
Fa m i l y A s s i s t a n c e
Kinship Care
Special Needs Services
Tr i b a l Vo c a t i o n a l R e h a b
To g e t h e r f o r C h i l d r e n
Vulnerable Adult Services
WIC
Yo u t h S e r v i c e s
Child Support Services
Total number of cases: 365
Total collected: $193,696
$104,572 collected from clients working at tribal enterprises, treaty income license
suspensions, and interception of tribal funds
Child support paid to families: $124,516
Child support sent to states and other tribes: $68,053
Actively focusing on hard to collect cases and closing cases
The Program strengthened partnerships with key departments and initiatives—
including the Early Education Center, Re-entry Program, Temporary Assistance for
Needy Families (TANF), and Together for Children—to provide coordinated,
wraparound support for families.
17
2025 PGST ANNUAL REPORT
Child Support Services
CHILD &
FAMILY
SERVICES
CONTINUED
C h i l d We l f a r e
Elders Services
Fa m i l y A s s i s t a n c e
Kinship Care
Special Needs Services
Tr i b a l Vo c a t i o n a l R e h a b
To g e t h e r f o r C h i l d r e n
Vulnerable Adult Services
WIC
Yo u t h S e r v i c e s
Child Welfare
Provided services to families and held monthly
events, for example, family movie night,
fatherhood outreach event, and a holiday
decorating night.
Continued to provide preventative services to
families. At the end of 2025 there were a total
of 11 children in open dependency and 18
children in guardianship.
Continued to look for an in-home service
provider and hope to find someone this year.
Total of 14 foster homes, including 1 kinship
licensed home.
Received the TANF Child Welfare Grant. The
grant allows TANF and Child Welfare to work
together to:
Improve case management for families
eligible for assistance from a tribal TANF
program.
Provide supportive services and assistance
to
tribal
children
in
out-of-home
placements and the tribal families caring for
such children.
Provide prevention services and assistance
to tribal families at risk of child abuse and
neglect.
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2025 PGST ANNUAL REPORT
Child Support Services
CHILD &
FAMILY
SERVICES
CONTINUED
C h i l d We l f a r e
Elders Services
Fa m i l y A s s i s t a n c e
Kinship Care
Special Needs Services
Tr i b a l Vo c a t i o n a l R e h a b
To g e t h e r f o r C h i l d r e n
Vulnerable Adult Services
WIC
Yo u t h S e r v i c e s
Elders Services
Elders traveled to Hawaii for the Elders trip in September. 102 PGST Elders and their
significant others attended along with 10 staff and three tribal council members,
including Chairwomen Caldera. This was a great trip for the elders.
Served 15,555 Elders meals for 2025
Hired a full-time Elders Assistant/Activity Coordinator and on-call Cook
Hosted and coordinated several activities, including movie trips, bowling, bingo, Elders
Volleyball, sporting events (Mariners), attended other tribal elder’s luncheons, Elder
socials with youth, jam making classes, provided daily care, and attention to Elders.
The Elder Chair Volleyball team competed in a Chair Volleyball tournament in Arizona.
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2025 PGST ANNUAL REPORT
Child Support Services
CHILD &
FAMILY
SERVICES
CONTINUED
C h i l d We l f a r e
Elders Services
Fa m i l y A s s i s t a n c e
Kinship Care
Special Needs Services
Tr i b a l Vo c a t i o n a l R e h a b
To g e t h e r f o r C h i l d r e n
Vulnerable Adult Services
WIC
Yo u t h S e r v i c e s
Family Assistance
Increased the emergency food vouchers amount and used a tier approach for family.
sizes, this has led to decreased stress on families when providing food.
TANF has hosted monthly events with other programs and has seen an increase in
case numbers.
TANF and Child Welfare are working together on a grant and streamlining case plans
for mutual clients, in order to avoid duplicating service requests in case planning.
477 Program is expanding and working with Education and Early Childhood
Education to help increase educational fluency.
Increase in budget from WSDA for foodbank purchasing, leading to purchase of
larger quantities of variety of foods for salt-free, gluten-free, allergen-friendly foods.
PL102-477 Plan was approved until 2030, and successfully added the LIHEAP Program
to the plan.
Kinship Program
Worked with 20 caregiver families.
Held two appreciation events for
caregivers and their families.
Annual Culture & Support event
cooking oysters with caregivers for
lunch.
Financial Support: utility bill, food,
bedding, and household/concrete
goods
20
2025 PGST ANNUAL REPORT
Child Support Services
CHILD &
FAMILY
SERVICES
CONTINUED
C h i l d We l f a r e
Elders Services
Fa m i l y A s s i s t a n c e
Kinship Care
Special Needs Services
Tr i b a l Vo c a t i o n a l R e h a b
To g e t h e r f o r C h i l d r e n
Vulnerable Adult Services
WIC
Yo u t h S e r v i c e s
Special Needs Services
Assisted families in navigating programs such as developmental disability services and
other state or community supports.
Hosted events and activities that promote social interaction, community participation,
and relationship building for individuals with special needs.
Tribal Vocational Rehabilitation
Awarded a 5-year Tribal Vocational Rehabilitation Grant through the Department of
Education.
Hired a Program Manager to oversee the program, Danielle Thomas, in December. She
is working to establishing program structure, policies, and procedures to ensure
effective service delivery.
Initiated collaboration with state partners such as DVR and other service providers to
expand opportunities for participants.
Implementing a data collection system to track services, case management, protective
payee services, and participant outcomes.
Together for Children
The home visitation program consistently operated at maximum capacity, serving 52
households this period and reaching 148% of its initial target.
The team completed 404 total visits, 99.7% of them in person and 792 additional
alternative encounters for crisis support and resource coordination.
A standout success is the peer-led Fatherhood initiative, featuring a robust schedule
of groups where Tribal members showcase traditional S’Klallam ways.
The program maintained a 100% success rate in ensuring every enrolled family has at
least one documented Personal Foundational Goal in their plan.
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2025 PGST ANNUAL REPORT
Child Support Services
CHILD &
FAMILY
SERVICES
CONTINUED
C h i l d We l f a r e
Elders Services
Fa m i l y A s s i s t a n c e
Kinship Care
Special Needs Services
Tr i b a l Vo c a t i o n a l R e h a b
To g e t h e r f o r C h i l d r e n
Vulnerable Adult Services
WIC
Yo u t h S e r v i c e s
Vulnerable Adult Services
Provided more individualized support and guidance to vulnerable adults and their families.
Responded to reports of abuse, neglect, or exploitation and helped coordinate appropriate
interventions and safety planning.
Assisted Tribal members in understanding and applying for Social Security benefits,
including disability-related programs.
WIC
Served 69 unduplicated clients, nine
breastfeeding, one non-breastfeeding,
11 infant, 39 children, and nine prenatal.
Youth Services
Continued ongoing programming for
youth 4th-12th grade, young adults,
families, &Eelders focusing on Culture,
Leadership, Prevention, & Recreation.
Staff actively involved with ECEP &
Kingston Schools for integrating culture
and ongoing youth support.
New things for 2025:
Began offering High School Only Dinner Trips to offer programming to youth who cannot
attend after school activities.
Purchased and awakened a youth fiber glass canoe named by the Youth Leadership Group,
sčaʔyaʔčiʔə́ yɬ̕ ʔiyə́ m,̕ meaning Young & Strong.
Youth Leadership planned budget and events for the For Our Lives, Opioid Prevention
Campaign.
Began coordination with KHS Sports Teams to offer sports clinics to youth.
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2025 PGST ANNUAL REPORT
COURTS
Mediation Services
Pretrial/Probation
Reentry
Sober Living Transitional
Community Court
Housing
Court Security
Special Tribal Criminal
Healing/Talking Circles
Jurisdiction
Guardian ad Litem
Victim Services
Key Challenges:
Limited housing options for
domestic violence survivors
Continued reliance on grant
funding for critical services
Need for expanded data systems
and performance tracking
Opportunities
Expansion of culturally grounded justice
practices
Increased community engagement and
education
Continued development of peer-led and
Indigenous-centered programming
In 2025, the department made meaningful progress toward
improving coordination and communication across justice services:
Continued cross-department collaboration to support individuals experiencing
addiction and mental health crises.
Strengthened referral pathways between probation, reentry, victim services, and
housing programs.
Enhanced internal coordination through shared case management practices.
The department deepened its commitment to culturally grounded
justice practices:
Continued emphasis on restorative justice approaches, including diversion, mediation,
and culturally informed accountability.
Expansion of cultural healing services through victim services programming with
Tribal culture bearers.
Integration of Indigenous frameworks into reentry and court programming.
Development of an Indigenous research paradigm, shifting evaluation methods away
from Western-only models and toward relational, community-defined measures of
success.
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2025 PGST ANNUAL REPORT
COURTS
Mediation Services
Pretrial/Probation
Reentry
Sober Living Transitional
Community Court
Housing
Court Security
Special Tribal Criminal
Healing/Talking Circles
Jurisdiction
Guardian ad Litem
Victim Services
CONTINUED
The department strengthened operational capacity and system
effectiveness:
Addition of an in-house Tribal Prosecutor, improving coordination, case flow, and
system efficiency.
Implementation of court security enhancements to improve safety for staff and
community members.
Expansion of legal aid services, increasing access to justice for Tribal members.
2025 Key Achievements
Restorative Justice & System Improvements:
Continued implementation of restorative justice practices across all programming
Increased system efficiency through in-house prosecution
Strengthened courtroom safety and infrastructure
Probation & Pretrial Services:
Strong supervision outcomes with only one unsuccessful probation completion in 2025.
Continued focus on accountability paired with supportive services. This reflects
alignment with strategic goals to reduce recidivism and improve participant outcomes.
Community Safety & Crisis Response:
14 Domestic Violence Protection Orders issued, ensuring immediate safety for survivors
Ongoing collaboration across Tribal programs to respond to addiction and mental
health crises
Challenge identified: Continued difficulty securing safe housing for domestic violence
survivors, particularly during transitions out of abusive relationships
This remains a critical gap requiring continued cross-departmental and community-based
solutions.
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2025 PGST ANNUAL REPORT
COURTS
Mediation Services
Pretrial/Probation
Reentry
Sober Living Transitional
Community Court
Housing
Court Security
Special Tribal Criminal
Healing/Talking Circles
Jurisdiction
Guardian ad Litem
Victim Services
CONTINUED
2025 Key Achievements (continued)
Reentry Program Success:
6 program graduates demonstrating successful reintegration
14 residents served in transitional housing
Leadership through lived experience: Reentry program staffed entirely by program
graduates, including the Program Manager. This model continues to demonstrate the
power of peer mentorship, credibility, and community-based healing.
Innovation in Tribal Justice:
Development of an Indigenous research paradigm as a formal grant deliverable
Establishment of evaluation methods grounded in:
Relationship
Cultural context
Community-defined success
This positions the program as a national model for Tribal justice innovation.
Victim Services & Cultural Healing:
Continued delivery of culturally grounded healing services
Integration of trauma-informed approaches across programming
Expansion of culturally relevant services supporting survivors of violence. These
efforts recognize both historic and ongoing trauma while creating pathways
toward healing and safety.
25
2025 PGST ANNUAL REPORT
CULTURE
During the reporting year, the Culture Department coordinated and supported a
wide range of activities focused on cultural governance, traditional knowledge
transmission, harvesting practices, community education, and public
engagement. Activities included committee leadership, curriculum review,
traditional arts instruction, food sovereignty work, cultural harvesting, and regional
collaboration.
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2025 PGST ANNUAL REPORT
CULTURE
CONTINUED
Cultural Governance & Program Planning
Activities included:
Culture Committee and make‑up
meetings
Culture staff meetings and new
calendar system
Thematic Development Meetings
Yehumect / Yohumct collaboration
on events
STI Curriculum Review and joint
review with the Culture Committee
Grant Coordination Meetings
Artifact Display Planning
Logistical Planning with Natural
Resources
Carving Shed coordination with
maintenance staff
Cookbook collaboration planning
with Natural Resources
MMIWR Planning Committee
participation
Tribal Historic Preservation and Cultural
Resource Protection
During the reporting year, Juanita C. Holtyn was hired and trained in the role of
Tribal Historic Preservation Officer (THPO). In this capacity, she has worked
diligently to streamline cultural resource data collection required for grant and
federal reporting, strengthening the Tribe’s compliance and documentation
capacity. She has also met a high volume of consultation requests from local,
state, and federal agencies, while actively collaborating with the Jamestown
S’Klallam Tribe and the Lower Elwha Klallam Tribe on cultural resource
protection and preservation issues. These efforts have reinforced intertribal
coordination and enhanced the Tribe’s ability to protect cultural resources and
ancestral places.
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2025 PGST ANNUAL REPORT
CULTURE
CONTINUED
Traditional Arts, Skills
& Knowledge
Transmission
Cultural Harvesting & Resource
Gathering
Cultural harvesting activities supported food
sovereignty, traditional materials gathering, and
land‑based knowledge transfer. These activities
were conducted both locally and on Indian Island
Naval Base.
Harvesting and gathering activities included:
Nettle harvesting
Cedar bark harvesting
Sweetgrass harvesting
Labrador tea harvesting
Gathering trips to Indian Island
28
The department offered and
supported hands‑on
workshops and classes led by
community artists and culture
bearers. These activities
focused on skill‑building,
intergenerational learning, and
the continuation of traditional
artistic practices. Instructional
activities included:
Beaded embroidery and
brick stitch beading
workshops
Peyote stitch and ornament
beading workshops
Necklace‑making
workshops
Wool Tumpline weaving
classes
Wool skirt weaving
instruction
Smoked salmon
preparation workshops
2025 PGST ANNUAL REPORT
CULTURE
CONTINUED
Community Events, Exhibits & Regional Engagement:
The Culture Department supported community celebrations, educational outreach,
exhibitions, and regional gatherings that highlighted S’Klallam cultural practices
and strengthened external partnerships.
Community engagement activities included:
Stan Purser Memorial Powwow and Coastal Jam Event
Strong Family Fair culture table
Spring Foods Celebration Event
Canoe Fit meal planning
Canoe Journey hosting in Port Townsend (qatáy)
Canoe Journey hosting at Home (nəxʷq̕íyt)
Woven in Wool exhibition at the Burke Museum
NNABA Weaving Conference participation
Native American Heritage Month events and school assemblies
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2025 PGST ANNUAL REPORT
EARLY
CHILDHOOD
EDUCATION
Early Head Start
Extended Day Child Care
Fa m i l y E n g a g e m e n t
Head Start
School Age Child Care
Meaningful growth, cultural
revitalization, and strengthened
partnerships
Hosted a Potlatch ceremony within the
program,
creating
a
powerful
opportunity for children to learn
directly about ancestral ways of life. This
event reflects the program’s deep
commitment to honoring tribal ways of
life
and
ensuring
that
cultural
knowledge is passed to the next
generation.
Leadership in Professional
Development for the Early
Childhood Field
Hosted a large, week-long Conscious
Discipline training for partnering Early
Childhood programs, staff, and other
Tribal departments. This training was
led entirely by Native trainers. This
gathering brought together educators
from across the region, sister band
tribes, and marked a historic moment as
the first training of its kind to be
delivered by an all-Native team.
30
2025 PGST ANNUAL REPORT
EARLY
CHILDHOOD
EDUCATION
Early Head Start
Extended Day Child Care
Fa m i l y E n g a g e m e n t
Head Start
School Age Child Care
CONTINUED
Culturally Responsive Learning Environments
Nearly $500,000 provided from a state grant (The Tribal Early Learning Fund) was
dedicated to purchasing new curriculum materials, cultural learning tools, and
classroom resources that reflect the identities and lived experiences of the children
and families served. These additions included culturally relevant books, dolls
representing diverse Native identities, canoe wagons, and other materials that
support cultural learning through play and exploration.
Elders were also engaged throughout the year to share stories, teachings, and
language with children, strengthening intergenerational connections and ensuring
that traditional knowledge remains a vital part of daily learning for our children.
Additional Information
Completed a comprehensive two-year
evaluation in partnership with an
external
agency.
This
evaluation
examined
program
management
systems, service delivery, organizational
structure and more. The process
provided valuable insights that will
guide continued program improvement
and long-term sustainability.
31
2025 PGST ANNUAL REPORT
GRANTS
Grants Department submitted a total of 51 grant applications.
37 grants were awarded
9 grants were denied
2 applications remain pending
3 opportunities were cancelled by the funding agency
The department achieved an overall grant success rate of 76%, demonstrating strong project
development, competitive proposal writing, and strategic alignment with funding opportunities,
successfully securing $12,457,638 during the year
Quarter 1
Staff changes: One grant writer terminated in 1st quarter. Grants team consists of
Grants director and two current grant writers.
Major Accomplishments: Got Smartsheet up and running. Completed the department
strategic plan reporting spreadsheets. Working on grant management tools within smart
sheet.
Major Challenges: Grant compliance continues to be a challenge in programmatic
reporting and financial reporting.
Quarter 2
Major Accomplishments: Smartsheet is up and running. It is working very well for the
NOIA. Getting lots of positive feedback.
Major Challenges: Working with two grant writers rather than three is a bit
overwhelming for all. The team is managing the chaos.
Quarter 3
Major Challenges: Grant compliance continues to be challenging. Departments are being
reminded to use proper chair signature channels for grant/contract awards. Progress
reports are late on a few grants.
32
2025 PGST ANNUAL REPORT
GRANTS
CONTINUED
Quarter 4
Staff changes: Hired a third Grant Writer, who is a tribal member, completing the grant
writing team and strengthening capacity for funding opportunities.
Major Accomplishments: Successfully completed the first year of Smartsheet
implementation. Staff feedback has been overwhelmingly positive, and adoption across
programs has exceeded expectations. Teams are discovering new and innovative ways to
use Smartsheet, improving collaboration and efficiency across multiple departments.
Major Challenges: Initial setup of Strategic Planning in Smartsheet involved trial and
error. Through this process, we identified a more streamlined approach using dashboards,
which will simplify future planning efforts.
Summary
In 2025, the Grants Department made significant progress in strengthening internal systems,
improving organizational efficiency, and expanding capacity to support funding
opportunities across the Tribe. While the year presented staffing and compliance challenges,
the department demonstrated resilience and adaptability, ultimately ending the year in a
stronger operational position.
A key accomplishment was the successful implementation of Smartsheet as a centralized
tool for grant tracking, strategic planning, and reporting. Throughout the year, the
department developed and refined reporting systems, supported pre-award grant
organization, and began testing post-award grant management processes. Adoption of
Smartsheet exceeded expectations, with positive feedback from programs and increasing
use across departments. By year-end, teams were leveraging the platform to enhance
collaboration, streamline workflows, and improve visibility into grant activities.
33
2025 PGST ANNUAL REPORT
GRANTS
CONTINUED
Summary (continued)
Staffing levels posed a challenge for much of the year. The department operated with
two grant writers instead of three, following a vacancy in the first quarter. This
created increased workload pressures; however, staff maintained continuity of
operations and continued to meet key deadlines. After an extended recruitment
process, the department successfully hired a third Grant Writer in the fourth quarter,
who is also a Tribal member, strengthening both capacity and internal expertise.
Grant compliance remained an area of focus and ongoing improvement, particularly
in programmatic and financial reporting. The department worked closely with
programs to reinforce reporting expectations, improve timeliness of progress
reports, and ensure proper approval and signature processes for grant and contract
awards were followed. These efforts will continue into the coming year as part of a
broader commitment to accountability and compliance.
A major highlight of the year was the inaugural Inter-Tribal Grants Roundtable,
hosted in October 2025. This first-of-its-kind event brought together approximately
30 participants representing nine Tribal communities from across Washington State.
The roundtable created a valuable space for collaboration, knowledge sharing, and
relationship-building among Tribal grant professionals. Feedback from attendees was
overwhelmingly positive, with strong interest in continuing the gathering as an
annual event to strengthen regional coordination and support shared learning.
Additional accomplishments include continued development of tools and processes
to support long-term grant management. The department also refined its approach
to strategic planning within Smartsheet, transitioning to a more streamlined
dashboard-based system that will improve future planning and reporting.
Overall, 2025 was a year of foundational growth for the Grants Department. With a full
team in place and enhanced systems now operational, the department is well-positioned
to increase efficiency, strengthen compliance, and expand funding opportunities in the
years ahead.
34
2025 PGST ANNUAL REPORT
HEALTH
SERVICES
Behavioral Health Services
Crisis Services
Dental Services
Medical Services
Public Health Education
Purchased & Referred Care
Urgent Care
The Health Services Department achieved several notable
accomplishments this year.
Proudly supported two Tribal staff members
who completed specialized training and
received certification from the Portland Area
CHAP Certification Board as the first Certified
Dental Health Aide Therapist (DHAT) and
Behavioral Health Aide (BHA). Additionally, the
DHAT became the first Dental Therapist
licensed in Washington State. Both staff
members are now integral parts of Provider
staff, delivering essential care to patients.
Selected by the Northwest Portland Area Indian
Health Board as a Community Health Aide
Program Pilot Site. There is currently one CHR
staff member in training who will soon begin
clinical work with medical providers, becoming
yet another Tribal member on the medical
team. The Department is excited to formalize
these programs and create pathways for more
Tribal members to enter the health field soon.
Welcomed three new Physicians, along with a Dentist and a Hygienist. These additions
allow the Medical Providers to consult with each other and conduct peer reviews of
patient charts. This collaboration helps the department continuously improve services
and reduces the need for outside referrals to specialists and laboratories. The expanded
dental staff also enables the department to shorten wait times and provide more care
for the community.
35
2025 PGST ANNUAL REPORT
HEALTH
SERVICES
CONTINUED
Behavioral Health Services
Crisis Services
Dental Services
Medical Services
Public Health Education
Purchased & Referred Care
Urgent Care
During monthly in-service training, the Department dedicated time to learn more about
the culture and community of PGST. Education was also provided on various healthrelated topics, enhanced communication, strengthened the team, and developed a
strong value statement that reflects the department’s commitment to delivering quality
care to the community.
A team of staff members collaborated closely with contractor, VytlOne, to establish an
in-house pharmacy. In just ten months, Health Services completed the construction of
the facility and obtained both state and federal licenses just before the end of the year.
This new service will enhance patient safety, provide easier access to medications for
patients, and help the department control the costs of expensive drugs.
The Behavioral Health Program is now fully staffed again, which enables the department
to expand services. The department introduced a harm reduction group for individuals
who are still struggling with addiction or considering making a change. Additionally,
Health Services provides recovery support through more group sessions and peer
counselors. The department has also been able to financially support various cultural
and prevention activities that promote wellness throughout the community.
36
2025 PGST ANNUAL REPORT
Homeowners Assistance
HOUSING
Fund
Low-Income Housing Tax
Credit Program
Low-Rent Program
Move-In Rental Assistance
Program
Rental Assistance Program
Goal: Develop long term strategic plan that addresses all income
levels for tribal member housing.
Worked with Sweet Grass Consulting, LLC and developed a Long-Term Strategic Plan that
encompasses more than just housing. This report will be used as a foundation for
developing future housing and seeking alternate funding sources that are not restricted by
income limits, which includes a request that Tribal funding be set aside for construction of
new homes on reservation.
Goal: Ensure staff are trained to the top of their skills and area of
service.
Housing provided various trainings to the newly seated Board of Commissioners; legal
structure, budgeting, policy, roles and responsibilities, ethics, confidentiality, Native
American and Self Determination Act of 1996 (broad overview), Indian Housing Plan
Development and general housing overview from history of housing to current day
programs.
Staff attended Environmental Record Review, policy, Low-Income Housing Tax Credit,
Certified Housing Professional, Maintenance Management, Apartment Maintenance
(certification course), Strategic Plan development, National American Indian Housing
Council, Northwest Indian Housing Association, and Project Based Vouchers Trainings.
Additional Information:
Held a ribbon cutting event at the
opening of Warrior Ridge Phase II,
adding 30 one-, two-, and threebedroom units to Housings rental stock
for a total 127 rental units, this is the
largest rental construction project in
Housing history.
Staff took part in Bite of Boston, Strong
Families Fair, and hosted financial
classes.
37
2025 PGST ANNUAL REPORT
HUMAN RESOURCES
In 2025, the Human Resources department demonstrated a
strong commitment to professional excellence, workforce
development, and community engagement while continuing to
operate fully with 100 percent Port Gamble S’Klallam Tribal
members. This foundation reflects both organizational pride
and a deep connection to the community.
A major highlight of the year was the team’s collective investment in professional
growth. Every member of the department achieved a new certification aligned with
their role in Human Resources.
Malissa Purser earned a Certified Professional in Training Management
credential, strengthening internal training development and delivery.
Audreena Tom obtained a Talent Acquisition Specialty credential, enhancing
recruitment strategies and candidate engagement.
Melody Bidtah achieved the Society for Human Resources Management
Professional certification, bringing recognized expertise in HR best practices.
Jennifer Wright Tom became fingerprint certified, expanding internal capability
and efficiency in onboarding processes.
Martha Dumford earned a Tribal Human Resources Professional certification,
reinforcing culturally grounded HR practices.
Kiana Charles and Lisa McDonald advanced their expertise further by obtaining
Advanced Tribal Human Resources Professional certifications, positioning the
department with a high level of specialized knowledge in tribal HR leadership.
38
2025 PGST ANNUAL REPORT
HUMAN RESOURCES
CONTINUED
Additional Information:
The team also maintained a strong presence in the community through active
participation in recruiting events at area colleges and secondary schools. These
efforts supported workforce development pipelines and increased awareness of
employment opportunities, helping to attract future talent while building
meaningful connections with students and educators.
Internally, the department offered a wide range of training topics to staff,
supporting employee development and organizational effectiveness. These
trainings contributed to skill building, compliance awareness, and professional
growth across departments.
Financial wellness education was a priority in 2025. The team hosted quarterly
financial wellness events open to both staff and the community, providing
valuable education and resources to support informed financial decision making
and overall wellbeing.
Collaboration was another key strength in 2025. The department partnered with
Jesse Henley to deliver social media literacy and cybersecurity training to all
departments. This initiative increased awareness of digital safety, responsible
online engagement, and risk prevention, equipping employees with tools to
navigate an increasingly digital workplace.
Overall, 2025 was marked by significant professional achievement, expanded
outreach, and meaningful partnerships. The Human Resources department continues
to serve as a leader in fostering growth, supporting employees, and strengthening
connections within the organization and the broader community.
39
2025 PGST ANNUAL REPORT
INFORMATION
TECHNOLOGY
New data center
Improved overall network performance
Successfully upgraded several legacy Gen 1 data switches and wireless access points
Brought reliable fiber-optic internet to every home on the
reservation
Completed construction under the NTIA fiber grant, including installation of new
fiber to 196 previously unserved dwellings and repairs to fiber connections for 86
existing dwellings
Additional Information
Migrated several critical network services into the newly constructed data center,
laying the foundation for a full transition planned for 2026.
40
2025 PGST ANNUAL REPORT
LEGAL
Tribal Code
PGST has a new retail sales tax, effective January 1, 2026. Matt Ives and Greg Trueb
asked for this tax to be developed in early 2025. Legal started working on a concept,
researched other tribes’ approaches and put together a work group. We recruited Kelly
Croman, tribal tax specialist, to help the team at minimal cost.
PGST amended its motor vehicle code (Title 9) to prohibit parking on sidewalks.
Government sponsors drove the proposal – seeking to ensure the new pedestrian trail
along Little Boston Road remained clear.
General Code was contracted to host the PGST Code online making it more accessible
and searchable for members.
Protecting Sovereignty
Legal planned and executed a strategy to block Port of Kingston annexation of Port
Gamble. PGST leadership and staff convinced the Ports of Eglon and Kingston to undo
their official actions to use the PGST Rez as a bridge for annexation to Port Gamble.
PGST Legal coordinated with Kitsap Prosecutor, and the Prosecutor delivered a
persuasive legal opinion to the Ports that helped the annexation fail.
41
2025 PGST ANNUAL REPORT
LEGAL
CONTINUED
Land Expansion and Protection
Planning and Legal coordinated with Gene Anest for a donation of 3.4 acres at the
north edge of the Cliffside neighborhood. Approximately 179 feet of road frontage
on Hood Canal Drive now connects PGST fee ownership to the Tribe’s clearcut
parcels (Hansville A). The tax parcel number is 322802-1-038-2008 and contains
approximately 3.82 acres new acres of tribal forest (alder and brush). This strip
was likely part of Ed Purser’s original homestead, and adjacent to Jacob and Foster
Jones’ homestead.
The Miller Bay (part of former Kountry Korner) property advanced to the final step
of a fee-to-trust application. The Tree Farm next to the Casino parking lot and the
Gunnerman property were also submitted for BIA fee-to-trust review. Substantial
work was undertaken on the Bjarnson, Fall and Miller Lake properties to get them
ready for the fee-to-trust application process. Galanda Broadman began helping
prepare fee-to-trust applications for the Tanner Building and 1st and Ohio lot. GB’s
involvement is helpful to learn an external firm’s approach and refine PGST staff
attorney skills for this challenging work.
42
2025 PGST ANNUAL REPORT
LEGAL
CONTINUED
Natural Resources Protection
Coordinated with Natural Resources for the Tribe to join the Indian Creek NRD
Trustee Council. A double tanker of fuel crashed and emptied into the Creek in
July 2025. Fish and habitat were harmed in that tributary and the main stem Elwha
River.
Participated in several meetings with the Natural Resources Department and
Stantec to develop a GIS map for PGST lands and nearby real estate and
landscapes.
Culverts mediation sessions were held between 21 Tribes and the State over
funding and logistical setbacks affecting the State’s obligation to correct hundreds
of fish passage barriers under the 2013 federal court injunction.
Assisted Planning staff with the planning and procurement of several shoreline
bluff relocation housing units.
Enterprise Projects
Sought to provide better support to the Housing Board and Authority. David
started to attend Board meetings regularly and offer support to both the Board
and Executive Director. He helped the new Board find its footing, and Michele has
since become their main attorney.
Helped the Foundation establish a “Founder’s Circle” so that the Foundation may
honor its highest donors. This was done as part of an effort to honor Dan Hinkley,
proclaiming him as the first member of the Circle.
Assisted with several rounds of drafting for revised NKDC bylaws (now approved).
Continues to assist with the Tribe’s gaming compliance and regulatory issues. Eric
provided a joint training on IGRA to the NKI Board and Gaming Commission. David
has helped the Tribe navigate some highly sensitive issues, including the closure
of table card games and a whistleblower complaint. Galanda Broadman was
selected by an RFP process to assist TGA, the Gaming Commission and David with
governmental ownership, regulation and oversight of The Point Casino operations.
43
2025 PGST ANNUAL REPORT
LEGAL
CONTINUED
General Welfare
Michele was instrumental to update policy and approach for the Child Support
Program to legally redirect general welfare benefits from non-custodial parents to
custodial parents.
Personnel
Following Gina’s retirement, Legal began 2025 missing a full time attorney. Steven
and David had to step into new rolls – while covering an increased workload. Eric
also stepped up to support. For months, they worked diligently to ensure the
Tribe was covered despite it all.
Michele joined Legal at the start of Summer. Legal looks forward to enjoying her
intelligence, diligence, and friendship over the many years to come.
Eric retired at the end of the year. He continues as a contract attorney in 2026.
Eric began his work for the tribe in 1996 as an outside counsel. He successfully
resolved claims involving millions of dollars for the cleanup of the Hansville
landfill, the severance of a casino management contract and the removal of a
gaming consultant contractor. He drafted the original charter for NKDC. Eric
joined the PGST Legal Department in May 2009. He served as a part-time staff
attorney, supporting the Tribe with his federal law and tribal government
expertise. He was instrumental in expanding the PGST Reservation in 2016 and
ongoing efforts to increase PGST’s trust land base. He started his service to Indian
Country at Navajo in 1973. His career highlights include general counsel and
staffer on the Senate Indian Affairs Committee under John McCain, and as board
member and then chairman of the Udall Foundation. He co-founded the Indian
Law section at Dorsey Whitney. Since 2009, he teaches and mentors law students
and coordinates other educational support to our profession, first at Seattle
University and then the University of Washington School of Law.
44
2025 PGST ANNUAL REPORT
MAINTENANCE
Energy Efficiency &
Modernization
Completed a full LED lighting
retrofit in the Career Ed
building to reduce energy
consumption.
Had
energy-efficient
heat
pumps installed at both the
Library and Elders Center for
improved climate control.
Had 15 touchless wave-to-open
doors and operators installed
across campus to enhance
building
accessibility
and
hygiene.
Facility Preservation & Aesthetics
Applied protective staining to the exteriors of the Library, Career Ed, and Elders
Center.
Had new gutters installed at the Cultural Center and Library to improve water
drainage and structural integrity.
New Building Acquisitions
Assessed and prepped newly acquired properties ready for the new occupants
and will continue with preventative maintenance schedule to ensure Buildings
are readily available.
45
2025 PGST ANNUAL REPORT
NATURAL
RESOURCES
Environmental Program
Finfish Program
Forest & Conservation
Habitat, Research &
Monitoring
Hatchery Program
Shellfish Program
Helped get the former Mill Site name change approved by Tribal Council. The new
name is Nəxʷq̕íyt Point. Tribal artists were selected to create art for the new park that
the Tribal community will be able to enjoy.
Reared and released 300,000 Chum Salmon smolt, and 579,000 Coho Salmon, and
collected 271,000 eggs during fall Chum salmon spawning to increase salmon harvest
opportunities for Tribal Members.More than 2,500 surplus salmon were distributed to
feed Tribal families.
Completed a project on ESA-listed Salmon at the Hood Canal Bridge that evaluated
predator-prey interactions near the Hood Canal Bridge and tested temporary
mitigation structures to improve fish passage. These efforts will help guide decisions
about future permanent mitigation structures and contribute to salmon research to
improve fish mortality rates at the Hood Canal bridge.
46
2025 PGST ANNUAL REPORT
NATURAL
RESOURCES
CONTINUED
Environmental Program
Finfish Program
Forest & Conservation
Habitat, Research &
Monitoring
Hatchery Program
Shellfish Program
Julianna Sullivan authored this new language that was incorporated into House Bill
1631 that helps affirm our Tribal Treaty Rights. “Bull kelp holds deep cultural
significance for tribal nations, continuing to sustain and support tribal communities
today as it has for generations. For tribes, access to healthy bull kelp ecosystems
within their usual and accustomed grounds, stations, and traditional areas is essential
not only as a source of food and traditional materials, but also for spiritual, cultural,
and economic practices that have long depended on the kelp forest’s vitality. This act
explicitly respects and upholds the treaty rights of Indian tribes. Nothing within this
act is intended to alter or infringe upon these inherent rights.”
To aid co-management and ensure salmon for the future, staff monitored and sampled
several salmon and halibut fisheries with high rate and accuracy. Fisheries monitored
and sampled include halibut, Quilcene River and Quilcene Bay coho, Hood Canal chum,
and Hood Canal chinook fisheries which was sampled at 100% sampling rate! 40 chum
were sampled per spawning day at the hatchery.
Coordinated a volunteer event and planted 14 trees in residential and park areas
around the reservation which helps to enhance and restore aging alder, reduce
invasive species, like Himalayan black berry, and increase biodiversity of our forests.
Finalized elder's wood list and provided a cord of alder to each reservation elder
household. A location was secured and planning began for a log landing and firewood
storage area for future community firewood needs.
Built twelve new cockle enhancement cages and deployed 7 at the Gravel Plot to
protect them from predators and aid research.
Completed Summer European Green Crab trapping with Washington Dept. of Fish and
Wildlife to help trap and remove invasive European green crab from our waters.
In an effort to increase harvest opportunity, planted 1.2 million Manila clam seed at the
Bars with the help of five Tribal members. Planted 5 million Manila clam seed on Indian
Island beaches #6 and #9 in a joint effort with Suquamish, Jamestown and the Navy.
47
2025 PGST ANNUAL REPORT
NATURAL
RESOURCES
CONTINUED
Environmental Program
Finfish Program
Forest & Conservation
Habitat, Research &
Monitoring
Hatchery Program
Shellfish Program
Collaborated to write and implement the “Deer and Elk Butcher Services General
Welfare Policy” to allow all PGST members to have butcher services provided and paid
for to eliminate carcass dumping and increase access to cultural foods and practices. In
2025, 22 applications were approved for deer and 2 for Elk through this policy.
Held Elk Jerky Making and Buckskin Tanning classes for the Tribal Community to teach
traditional practices.
Completed the final part of the 2025 youth wildlife education program by participating
in a CyberTracker evaluation with Tribal Youth.
As part of the Summer Youth work program, taught two summer youth workers about
collecting trail cameras and took them to cougar clusters where they were able to
identify the cluster site and kill species, check the bone marrow and fill out forms.
To help educate local students, Garrett Sitting Dog presented to six science classes at
Kingston High school on the camera data and the cougar project.
Completed 2026 Budgets for over 60 grants/programs.
New Staff:
Megan Richard joined the team as the Restoration Program Manager. She will play a
lead role in planning the Port Gamble Recreation and Restoration project, Shipbuilders
Creek Culvert Replacement, invasive species removal and other restoration projects.
48
2025 PGST ANNUAL REPORT
NOO-KAYET
INVESTMENTS
Represented Entities:
Executive Leadership
Anthony Jones, CEO (started March 2026)
Eric Croft, Interim CEO (resumed role as COO starting March 2026)
Yong Kwon, CFO
Marc Papaj, General Manager (started May 2026)
Board of Directors
Alicia Fulton, Interim Board Chair (appointed Board Chair February 2026)
Christian Tom, Vice-Chair (appointed to Board February 2026, Vice-Chair May 2026)
Kelly Sullivan, Ex-Officio
Jonelle Grady, Ex-Officio (appointed February 2026)
Amber Caldera (no longer serving as of January 2026)
Greg Trueb
Richard Baze
Matt Ives (no longer serving as of August 2025)
Brennan Jacobson (appointed February 2026)
49
2025 PGST ANNUAL REPORT
NOO-KAYET
INVESTMENTS
CONTINUED
In 2025, Noo-Kayet Investments and its operating entities exceeded its budgeted numbers
for both the current calendar year and in year-over-year comparisons. In addition, NKI
pushed forward strategic projects, finalized acquisitions, and filled key leadership positions.
Acquisition of Minder Meats
In April 2025, NKI finalized the purchase of
Minder Meats, a meat distribution and
retail company that has been a staple of the
Kitsap County business community since
1943. One of only two USDA-approved meat
processors in western Washington, Minder
Meats serves families, restaurants, grocery
stores, and other commercial operations
from Tacoma to Port Angeles. They
specialize in locally sourced beef, pork,
chicken, and seafood.
Soon after the purchase was complete, NKI
began a remodel of the Minder Meats retail
space in Bremerton, which celebrated its
Grand Opening in December 2025.
Eagles Nest Expansion
In September 2025, Eagles Nest Espresso
celebrated the opening of its new, larger
location near Gliding Eagle Market. The
new 600-square-foot retail space features
two drive-up windows and an expanded
menu.
50
New Leaders
John Briggs was hired as Assistant General
Manager of Gaming for The Point Casino.
The search for NKI’s permanent CEO began
in late 2025. Anthony Jones was named CEO
in March 2026.
The Point Casino & Hotel’s General
Manager position became vacant in 2025.
Marc Papaj was hired to the role in May
2026.
Tribal Developments Center Opens
At the site of the former Point
Market/Kountry
Korner
store,
NKI
celebrated the opening of the Tribal
Development Center. This fully remodeled
space houses NKI’s Human Resources
department, the office of the Tribal
Development Manager, and recruiters, who
source employees for all NKI entities.
The Point Market gas pumps remain open
for credit and debit card use only.
2025 PGST ANNUAL REPORT
NOO-KAYET
INVESTMENTS
CONTINUED
Property Acquisition
NKI continued to source land and property acquisitions on behalf of the Tribe. In 2025,
NKI closed on a 25-acre property across from Tribal Development Center, as well as
the Tanner Building, an office complex in Kingston. Both properties are now in the
process of being placed into tribal trust.
Refresh of The Point Hotel
The Point Hotel continues to undergo a complete refresh of its rooms and facilities,
including new carpeting, furniture, and bedding. This work—which is being done in a
phased approach to not disrupt occupancy—began in 2024 and is expected to be
complete in 2027.
51
2025 PGST ANNUAL REPORT
NOO-KAYET
INVESTMENTS
CONTINUED
Closure of Ascension
Ascension Craft Cannabis ceased operations on June 30, 2025. Launched in 2023,
Ascension produced and distributed high-quality, medical-grade cannabis utilizing
sustainable, regenerative, and environmentally responsible growing practices.
Although its products were very well received and enjoyed strong initial retail presence,
Ascension ultimately faced significant challenges achieving long-term traction in an
increasingly saturated market. These conditions created an environment where retailers
expected discounts and lower prices, which, for Ascension, was not possible while still
maintaining a quality product and turning a profit on the operations.
After Ascension was unable to meet earnings targets for five straight quarters, the NKI
Board and Executive Team made the difficult decision to phase out the business, while
working to ensure maximum value on the remaining inventory. Ascension is just one
casualty in this marketplace; in recent years, many growers have been forced to shut
down.
NKI Leadership and its Board of Directors wish to express their sincere appreciation to
the entire Ascension team for their hard work and dedication. This includes Operations
Manager Frank Fauls, who brought his decades of cultivation experience and leadership to
the organization.
As of June 2026, NKI is in negotiations to lease out the former Ascension as an additional
source of revenue.
52
2025 PGST ANNUAL REPORT
PLANNING
Completed construction of the Data Center building, which will house the Tribe’s vital
network servers.
Completed construction of the Natural Resources Enforcement modular office
building, which will also temporarily house the entire Police Department during the
Public Safety renovation (police station).
Completed design of the Public Safety renovation.
Negotiated home relocations with three tribal homeowners along the bluff,
demolished two bluff homes and restored the vacated homesites, and began site work
for two new replacement homes at Old Red Cedar.
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2025 PGST ANNUAL REPORT
PLANNING
CONTINUED
Additional Information
Completed construction of the new
Heronswood greenhouse.
Completed construction of the
campground at Warrior Ridge, used
during Canoe Journey.
Completed construction of the
amphitheater seating area at the
House of Knowledge
Began construction of the new
pharmacy at the Health Center.
Installed standardized fire alarm
systems in tribal campus buildings
Worked with Council getting the
Administration Campus Master Plan
update adopted.
Prepared a Feasibility Report for the
new
Cultural
Center
and
Food
Preservation complex with
Stantec consulting team.
the
Prepared a Feasibility Report for the new Cemetery with the Stantec consulting team.
Prepared a Master Plan for the Hansville Block property with the Stantec consulting team
Began work on an update of the Old Wastewater Treatment Plant site Master Plan with
Montrose consulting
Worked with Kitsap County, getting the Conditional Use Permit approved for the 288th St
property, allowing tribal government offices under county zoning
Completed 90% construction drawings for the 288th Street office space remodel,
including building architecture and site improvements.
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2025 PGST ANNUAL REPORT
POLICE/NR
ENFORCEMENT
Personnel & Staffing Highlights
In 2025, PGSPD welcomed two new officers and
Chief Brian George, further enhancing our
operational capabilities:
Officer Dakotah Melton, transferred from the
Patrol Division to the Natural Resources
Enforcement (NRE) Division, bringing the
division to full staffing for the first time—a
major milestone.
Officer Craig Mellinger joined the Patrol
Division, beginning his assignment in May and
completing his training at FLETC in October.
Chief Brian George a Port Gamble S’Klallam
Tribal Member, joined the department and is
excited for the opportunity to support the
Port Gamble community.
Emergency Rescue - Canoe Journey
NRE Officers responded to a canoeist in distress, locating the individual, administering
lifesaving measures, and ensuring safe transport to shore. Medical personnel took over
care without delay.
Natural Resources Enforcement (NRE) Division
2025 was a notable year for NRE, marked by professional development, expanded operational
readiness, and significant service to the community:
Two NRE officers attended Field Training School, successfully completing their programs.
Two officers attend Drone Operators Course, allowing the department to continue to build
out operational capacity.
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2025 PGST ANNUAL REPORT
POLICE/NR
ENFORCEMENT
CONTINUED
Community Involvement & Outreach
PGSPD remained deeply engaged with the community throughout 2025, continuing a longstanding commitment to relationship‑building and youth engagement. Activities included:
Handed out stickers and candy at the Tribal Easter Egg Hunt.
Participated in the Strong Family Fair, giving away helmets, toys, otter pops, gift bags, and
engaging children in games.
Supported the MMIWR Walk, including cooking for participants; NRE officers walked
alongside community members from Gliding Eagle to the Tribal Center.
Honored former Reserve Officer Ray Bessette with a full military memorial service,
including a 21‑gun salute.
Visited the elementary school to teach students about police work and safety, helping them
explore patrol cars and equipment.
Welcomed children who visit the station with popsicles, stickers, and educational items
Full participation in the Canoe Journey.
Attended and supported the S’Klallam Youth Talent Show
Participated in the Employee BBQ Dunk Tank, with Officer Bradshaw taking the plunge
multiple times.
NRE officers led educational nature walks for ECE classes, teaching about local plants and
wildlife.
Attended the Annual Shop with a COP Event, ensuring tribal community children had a
meaningful Christmas and positive interactions with Law Enforcement.
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2025 PGST ANNUAL REPORT
S’KLALLAM
FOUNDATION
Heronswood Garden
Accomplishments:
Development of a major donor/legacy giving program with planned estate gifts.
Establishment of a Founders Circle with donors committing $50,000 or more.
Addition of the Community Investment Grant program (formerly Appendix X)
Completion of the Heronswood Greenhouse.
Installation of mobility supports throughout the garden to improve accessibility
(grading trails, strategic placement of benching, etc.).
Record revenue for fundraising and public event activities (for example,
Haunted Heronswood).
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2025 PGST ANNUAL REPORT
S’KLALLAM
FOUNDATION
Heronswood Garden
CONTINUED
Additional Information
Record revenue for weddings (2025 had the most
weddings booked in Heronswood’s history); increased
and expanded infrastructure for more wedding
amenities and options, including capacity for larger
attendance.
Expanded Heronswood’s internship program from a
summer (seasonal) program to year-round, including
college students and local high school students
interested in botany and horticulture.
Significant increase in facility use services for meetings,
events, and special programs at Heronswood
(Tribal/non-Tribal)
Tourism signage project completed: Professional
interpretive and directional signage.
Garden staff had a robust speaking schedule for
professional and public convenings, conferences, and
media.
Transition began in 2025 to a more capable database for
managing our growing donor/member/fundraising
records and activities.
Continued development and expansion of the
Heronswood Gift Shop, with locally-sourced and Tribal
artisan items.
Expanded children, youth and family programming and
special events, including outdoor education, year-round
Early Childhood Education, and special event activities.
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2025 PGST ANNUAL REPORT
SPECIAL
PROJECTS
In 2025, the Special Projects Department stayed busy
supporting the community in the following ways:
Hosted 13 community events, including the largest Canoe Journey the Tribe has
ever held with more than 2,500 people in attendance, along with 3 all-staff
events.
Provided over 350 Sick Kits to staff and more than 250 to tribal/community
members.
Assisted 17 families with funeral, memorial, and celebration of life services.
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2025 PGST ANNUAL REPORT
SPECIAL
PROJECTS
CONTINUED
Additional Information:
Worked with the Chairwoman and the Washington State Department of Veterans
Affairs to sign an MOU that allows a couple of staff members to become Tribal
Veteran Service Officers so they can better support our Veterans with claims and
benefit applications. One staff member completed the course and will be available to
serve Veterans in the 2nd quarter of 2026.
Coordinated CPR classes for staff and partnered with the WA State Emergency
Management Department (EMD) to update the Tribe’s Community Emergency
Management Plan, which will be completed in early 2027.
Prepared an RFP and contracted with a consultant to update the Tribe’s Hazard
Mitigation Plan, which should be complete by the end of 2026.
Staff also worked closely with the new policy writer to update the Lot Clean-Up and
Funeral policies, which are expected to be approved in early 2026.
Another major project was developing the “Building Homes on PGST Land” guide to
help Tribal members on the Lot Wait List understand the full process of becoming a
successful homeowner and lot holder.
Collaborated with Planning to identify potential new locations for the cemetery and
the Community Garden. Although a temporary garden site was identified, ground
issues prevented the move, so the garden will stay where it is until a permanent
location is ready in future years.
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2025 PGST ANNUAL REPORT
TRIBAL GAMING
AGENCY
Staff & Infrastructure
Hired TGA's first ever IT personnel, Jason Mosely, as IT Manager.
Completed a full computer upgrade across the entire agency.
Promoted Orville Hills to Surveillance Supervisor.
Technology & Systems
Built and launched CIP reporting for Licensing, Surveillance, and Compliance,
transitioning to a fully paperless solution.
Expanded eConnect with 30 additional facial recognition cameras and one new server
to support the system.
Regulatory Development
Completed the content for the Tribal Internal Control Standards (TICS) with GLI.
Legal review is currently underway.
Began work with Galanda Broadman to create regulations pursuant to PGST Law &
Order Code: Title 20.
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2025 PGST ANNUAL REPORT
TRIBAL GAMING
AGENCY
CONTINUED
Training & Engagement
Facilitated two trainings for NKI Leadership, PGST Council, PGST Gaming
Commission, and Casino Leadership on the Commission/TGA role and
authority, presented by Tribal Attorney Eric Eberhard and NTGCR Chairman
Jamie Hummingbird.
Hosted Michael Crump for a comprehensive surveillance training for the
agency.
Commission Activities & Conferences
Facilitated the PGST Gaming Commission's 2nd retreat at Ocean Shores, WA,
which also created the space for the first joint meeting of the PGST Gaming
Commission and NKI Board of Directors.
Hosted NIGC Vice Chairwoman Jeannie Hovland's visit to PGST.
TGA maintained a presence at the NTGCR Fall Conference (Northern Quest
Casino, Spokane, WA), the Northwest Indian Gaming Conference & Expo (ilani
Casino, Ridgefield, WA), and the GLI Regulators Roundtable (The Palms Casino,
Las Vegas, NV).
Additional Information
Philip Marmolejo, TGA Operations Manager, was selected by Armstrong Law
Office as the Regulator of the Month for September 2025. Additionally, he was
appointed by majority vote of the Northwest Region of the National Tribal
Gaming Commissioners/Regulators (NTGCR) to serve as a member of the
NTGCR Board and as the Northwest Region Alternate to Delegate Dr. Lena
Hammons from the Tulalip Tribe.
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2025 PGST ANNUAL REPORT
UTILITIES
Parks and Roads
Management
Equipment Services
Over the past year, the Utilities and Public Works Department
achieved the following:
The new well has been connected into the distribution system and should be in
operations within the next month or so.
New Membranes for the MBR were purchased and installed.
The walking path project was completed.
Added a new staff member to manage the Energy Program (Rachel Gates).
a. Rachel has advertised and obtained a solar trailer that will provide solar
energy for miscellaneous power needs where access to power is limited.
b. Got council approval on a strategic energy plan.
c. Obtained an energy program manager certification.
d. Overseen the installation of solar panels and battery storage for the health
center.
e. Performed energy audits for tribal admin buildings.
2 staff members acquired state certification for water distribution.
Public Works organized the repaving of the upper housing, salmonberries and hood
canal cul de sac.
Fencing for basketball courts at the skatepark, Boston lane and baseball field locations
were installed.
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2025 PGST ANNUAL REPORT
IN REMEMBRANCE
2025
ROSEMARY FULTON
JOAN MURPHY
KAREN ARMANTROUT
FLOYD JONES
MARCELENE SPARKS
JUDITH TREVATHAN-HUNT
CYRENE TOOZE
JOHN LUND
DIANNA PURSER
BONNIE GEORGE
DONALD PURSER SR
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2025 PGST ANNUAL REPORT
31912 LITTLE BOSTON RD. NE
K I N G S T O N , WA 9 8 3 4 6
(360) 297-2646
W W W. P G S T. N S N . U S
This is a copy of a public record, reproduced as it was published. It is not legal advice, and it may not be the version a court would rely on. Check the official source before you cite it.