SQUAXIN ISLAND TRIBE 2019 We Envision
A culturally and economically strong community of self-governing, resilient people united by shared values
and traditions.
Front Cover Art: Pulling Together By Malynn Foster Tribal Chairman Arnold Cooper
It has been an honor to serve as your Tribal Chairman, and I have enjoyed seeing our Tribe grow and pave the path for our future leaders. I am proud of the work that's been done to improve the lives of tribal members, help our community and neighbors, and, most importantly, protect our environment and way of life.
Last spring Tribal Council and Mason County reached an agreement on water and fish protection. This important agreement is a big step towards achieving sustainable development within Mason County while protecting the tribal right to sufficient stream flows for salmon. Both Mason County and Squaxin Island Tribe worked hard to come up with this agreement that is a significant show of mutual respect between local governments.
Another important project, that was a long time in the works, was the completion of the cremation garden, within Squaxin Island Sacred Grounds. This was the result of a lot of planning and collaboration between Cultural Resources, Natural Resources, Executive Services and Salish Cliffs staff. I really enjoyed seeing our departments and entities work together to create something beautiful for our members.
The much-anticipated fitness center opened in April! This was an exciting moment for the community. It was a collaborative project that stemmed from their ideas and wants. The center is 2,800 square-foot addition to the pool and has proven to be a huge asset - it is always busy!!
A group of dedicated tribal and community members formed a Community Emergency Response Team (CERT). This is a team of community volunteers who, with the help of Fire District #4, train for disaster preparedness and hazards that may affect our area. They train in fire safety, light search & rescue, and disaster medical operations. I enjoy seeing our community take initiative to help our own people prepare for and respond to a disaster. This team also learned about our Incident Command System managed by John Taylor. These important skills might save a life some day.
These are just a few highlights of the past year, indicating once again, how Squaxin Island works together to create a better future for our people. This report shows the hard work that has been done to support your vision for the future. Please take a look, and if you have any questions, my door is always open. Our Mission The people now known as the Squaxin Island Tribe are committed to the honoring of Mother Earth, the resurgence of our traditional ways, and the respect and protection of all people, not only those who are living, but also those who have gone before and who are yet to be born.
We are a diverse and proud people. Our unity as a tribe goes beyond geography. Once we were many communities with a similar language. Following our confinement on the island, we once again dispersed. We are a returning people, returning to our land, returning to our culture. Our long memories, our ingenious adaptiveness, and our confidence in knowing who we are have led to our continuing existence.
Our tribal family seeks to maintain the pride, honor, and dignity that is our traditional way. Through art, singing, ceremonies, fishing, vocations, and traditional medicine, we celebrate the individual abilities and talents which have made us the people we are today. It is our intent that our lives and our work be meaningful and contribute to the well-being of the entire tribe. We believe this will bring about a resurgence of our culture.
Our greatest natural resource is our elders. They are our history. Another valued resource is our children; they are our future. It is the privilege and the responsibility of the young adults to see to it that the Elders and children are honored and nurtured. We believe the Great Spirit is with us in everything we do, and to maintain our relationship to Mother Earth and to achieve physical, mental, and spiritual health, we will always need to remember who we are and why we are here. Tribal Administrator Marvin Campbell Cultural Resources Pulling together for our ancestors
During the past year the CRD welcomed a new archaeologist and continued to respond to projects on & off reservation with numerous agencies in our traditional area. In addition, we provided the Tribe’s cultural resources protection on tribal lands. The National Park Service THPO grant is reoccurring each year, but funding does not cover the cost for our archaeologist or the deliverables listed below.
Surveys Cultural Resource Survey: SQ 19-04-15-MHGWRF Mason County, CRD and Wessen & Associates Archaeological Services. This was a multi-agency project where CRD was able to fund professional services and file an archaeological site with the Washington State Department of Archaeology and Historic Preservation.
Cultural Resources Survey Report: SQ 19-08-15-SDMHRF Tribal Property. Recorded. No cultural resources were found.
Cultural Resources Survey Report: SQ 19-09-19-SDRFMH Tribal Property. Cultural resources were recorded within survey area and permanently filed in CRD.
Cultural Resources Survey: SQ 19-09-27-SDRFMH Tribal Property. Cultural resources were recorded within survey area and permanently filed in CRD.
Monitoring or Field Review Field review - One CR review in mountains Tribal - Four CR reviews on land development Tribal - One CR review on housing development
Interviews Three interviews to gather historical knowledge and information
Consultation Legal - Codes, anthropology/historical, or agency projects: 35 DAHP/ Human remains: 4 DNR – TFW: 31 USACE and WDFW for Tumwater Falls Hatchery: 5 Mason County: 2
Photo: Mary Skalapin DIRECTOR: Rhonda Foster
Agency Responses Number of responses: 699 approximately MISSION (256 County, 188 Federal, 180 State, and 75 City) To preserve, protect and promote No historic properties affected: 622 tribal culture and heritage which No adverse effect: 4 are invaluable, irreplaceable and Adverse effect: 1 endangered tribal resources; No effect: 0 Other federal consultations: 51 To manage ancient and contemporary Recommended cultural resource investigations: 21 cultural use sites and resources that are fundamental in the recognition Culture of traditional life ways, values and Cultural activities, including ceremonies: 41 histories of the Tribe; Cedar roses: 13 Celebration of life: 8 To protect, preserve and manage these Other: 5 resources through the use of policy, traditional practices, statutory Sacred Ground (Cemetery) Management requirements and prohibitions, Plot request: 5 home visits regulations and training Maintenance: 26 Headstones: 4 Creating cremation garden: 100+ hours
Tribal Requests: Four northwest tribes requesting CR consultation and/or training Tumwater Falls - Tribal CR history and training Shaker Church - Power Point presentation NW Anthropology Conference Puyallup - Medicine Creek presentation Federal Lands/Quinault - CR training NRCS - CR training at CRD
Tribal Council Oath of Office is administered by Cultural Resources. Pictured: Vince Henry, Sr., Council member #3 Family Services Pulling together for our tribal family
Fiscal Year 2019 brought many changes, in both leadership and program management. Family Services staff adjusted well when an interim director was assigned to them in January and Charlene Abrahamson was hired as the new director in May.
Staff attended a two-day training in June to design the new Operational Strategic Plan for Family Services. This was a first for the department, and we are excited to further develop plans and procedures to better serve our community.
Family Services managed and maintained 29 federal and/or state grants, along with tribal accounts.
The department was awarded the Community Healing Project from the Department of Justice in February, 2019. ICW staffed 375 cases, reunited four families, and placed eight families in guardianship. ICW also attended the annual National Indian Child Welfare Association conference in April.
Family Services collaborated with the Washington Corrections Center (WCC) and their Native Brothers program. Inmates made wooden gift boxes and filled them with handmade crafts for foster families and those who receive support from ICW. This program was highly successful, not only for the foster families, but also the inmates at WCC.
The domestic violence program assisted with client referrals and support services, and the weekly women’s groups were well attended. Program staff also worked on implementing a Transitional Housing Policy to help better serve clients.
Vocational Rehabilitation served 34 clients in FY19. The Job Club was well attended with five graduating clients. Three of those five clients were able to obtain meaningful employment.
Photo: Annie Fredericks DIRECTOR: Charlene Abrahamson
Gift cards were handed out in November and December to help with Thanksgiving and Christmas meals – a total of 941 gift cards were distributed to Elders and tribal members.
TANF’s Building Strong Families Through Culture class had 2,446 attendees in FY19. This class was held weekly, along with weekly Lushootseed language classes. TANF’s High School 21+ program had 10 graduates.
Seventy-four food vouchers were distributed, and the childcare program served 15 families. The food bank was open all day, every Friday, and was well utilized.
Family Services staff assisted with funerals and the food bank and participated in the health and recruitment fairs. ICW hosted a foster care appreciation dinner in May, and it was a successful event.
Highlights Emergency food vouchers 74 Car seats 14 Child care assistance 15 families BSFTC 2,446 participants TANF 64 cases General Assistance 7 clients Voc Rehab 35 clients High School 21+ 11 graduations Work experience training 10 participants Thanksgiving and Christmas gift cards 941 Elders meals 3,210 Elders transports 32 MISSION DOJ Family Justice program 88 clients To strengthen families through TANF/ICW home visits 100 services promoting family safety, Emergency services 134 wellness and self-sufficiency with (including domestic violence) respect for tribal culture and ICW 375 cases tradition. Finance
Pulling together with fiscal responsibility
The Department was short-staffed as FY19 ended and several employees were learning new positions.
The Microix e-requisition module was utilized for automated procurement in FY19. Our future plans include automating the timekeeping function and streamlining payroll.
The tribal government’s FY19 approved operating budget was over $81 million.
Moss Adams, PLLC, Certified Public Accountants is working on our FY19 financial audit. The audit fieldwork started December 16, 2019. We anticipate receipt of our audited financial statements by April 2020.
The FY19 audited financial statements should be available by the General Body meeting in June 2020. The report on the following page shows the comparative combined revenue and expenditures for FY19, FY18, FY17, and FY16.
If you have questions or would like a copy of the audited financial statements, please contact Deb Stoehr.
Casino Funds Distribution 1. Per Capita 34% 2. Land Acquisition 3% 3. Island Land Acquisition 3% 4. Permanent Trust 6% 5. Tribal Programs 40% 6. IEI 14%
Photo: Dick Simmons DIRECTOR: Deb Stoehr MISSION Pulling together with fiscal responsibility To protect and safeguard the assets of the Squaxin Island Tribe;
To provide quality financial services for the community, departments and funding agencies
Comparative Schedule of Financial Activity
Where did it come from? 2019 2018 2017 2016
Grants, Contracts & Compacts 13,479,470 11,402,338 11,532,557 12,997,184 Indirect Cost Recovery 5,432,967 4,992,575 4,734,446 4,354,421 Taxes, Licences & Fees 5,951,878 6,106,298 5,867,725 5,614,937 Rental & Use Charges 613,978 694,668 706,456 682,094 Interest, Dividends, & Value Change 2,350,208 1,376,487 2,644,654 2,735,469 Third Party 6,825,713 6,311,596 5,900,539 5,325,495 Ramah Settlement 0 - 4,259,013 Other 1,360,922 1,020,744 1,371,530 2,483,918 Loans & Transfers 38,114,477 43,924,983 37,757,093 43,034,534 Where did it go? Total Revenues 74,129,613 75,829,689 74,774,013 77,228,052
Natural Resources 4,603,951 3,976,026 3,416,917 3,393,672 General Government 18,791,067 19,979,816 17,030,972 17,726,888 Health & Human Services 10,981,600 9,980,779 8,940,953 8,469,860 Public Safety & Justice 2,241,013 2,415,929 2,370,204 2,085,562 Education 1,664,166 1,505,467 1,557,786 1,523,069 Community Development 4,684,770 4,818,629 4,244,644 3,835,648 Cultural Resources 345,188 472,328 352,886 429,051 Long-Term Debt Payment 1,074,416 4,547,449 865,297 2,224,232 Capital Outlay 2,935,646 3,444,602 5,226,952 2,526,057 Pass Through & Transfers 21,368,587 23,770,885 25,457,383 26,660,746
Total Expenditures 68,690,404 74,911,910 69,463,994 68,874,785 Health Services Pulling together for wellness
Medical Clinic During FY19, per Resource Patient and Management System data, we had 10,936, total visits. There were 4,381 medical, 219 chiropractic, and 16 podiatry visits. The dental program had 1,552 patient visits. Kamilche Pharmacy filled 19,296 prescriptions. Purchase Referred Care/CHS issued 1,672 purchase orders.
Health Promotions Diabetes prevention, tobacco cessation, women’s wellness, and comprehensive cancer support Our diabetes prevention/health promotions staff provided 241 Individual in-person diabetes management and nutrition counseling sessions, 36 community walks, distribution of diabetes education DVD’s and web resources, and quarterly diabetic support group special speaker sessions, as well as 26 lifestyle balance trainings for staff and monthly Klah-Che-Min articles. Staff collaborated with medical, behavioral health, and tobacco cessation staff as well as Family Services to provide holistic services. Targeted health screenings were performed at the General Body meeting in 2019.
Tobacco Cessation Staff participated in 11 events for the community, with 112 youth and 94 adult contacts. Forty-four Freedom from Smoking classes were provided, as well as the coordinated annual tobacco cessation and cancer prevention dinner. Training for staff included freedom from smoking, basic tobacco intervention skills for Native communities, and mental health first aid.
Women’s Health Services There were 117 mammogram screenings, 105 clinical breast exams, 12 diagnostic testings, and 30 women’s wellness exams. The Patient Navigator provided 10 patient medical transports and participated in cancer support group meetings, the Squaxin Island health fair and drug and alcohol awareness dinner, Relay for Life, a patient navigator training course, community health worker training modules, and certified peer training.
Photo: Lottie Bagley DIRECTOR: Connie Whitener MISSION Behavioral Health To promote and enhance the There were 1,417 mental health sessions - 922 adult and 477 physical, mental and spiritual well- youth - and 18 mental health group sessions; 386 adult and 93 being of the Squaxin Island tribal youth psychiatric sessions; and 384 chemical dependency sessions - Community 356 adult and 18 youth - and 18 chemical dependency group sessions with 124 group participants. A wellness garden was created for our clients. We harvested and prepared what we planted, creating wellness teas for all of our clients. Staff participated in the drug and alcohol awareness dinner, Walking the Red Road recovery walk and dinner (85 participants), Stepping Stones program open house (40 youth partici- pants), mental health screening at General Council, recovery support training provided by NWITC, and Squaxin Island Tribe wellness fair, career fair, resource fair, and tobacco cessation dinner.
Suicide Prevention: Suicide prevention staff provided tee shirts for the I Matter walk with summer rec kids, and 13 contacts/referrals were made. The suicide prevention program also handed out gun locks. Events included Live Life to the Funniest carnival (250+ participants) with sponsors from the community and local businesses, I Matter walk with summer rec youth, and mental health first aid trainings (41 participants). The program sponsored two summer youth employees' wages. Tribal Council made a proclamation that September is Suicide Prevention Awareness Month! The program sent healing baskets to families who experienced a death in their family and sponsored four youth to attend the youth suicide prevention summit at Great Wolf Lodge.
We, along with other Indian Health Services and tribal self- governance health clinics, required the use of alternate resources, including Medicaid, Medicare, and the Affordable Health Care Act, etc. We partnered with DSHS to house a financial worker in the health clinic two days per week. Tribal Council, this year, designated Health Services as a FQHC or (Federally Qualified Health Center), which means we are now able to bill when we provide services “outside the four walls.” This also means we can contract with specialty clinics and bill for services at the IHS encounter rate. Human Resources
Pulling together in meaningful work In 2019 the Human Resources Department supported the government and the community of Squaxin Island Tribe by recruiting and facilitating the hiring process. We maintained a strong emphasis on employing Squaxin Island tribal members and adhering to the tribal preference policy.
This year 109 positions were filled in tribal government; this number includes employees hired, transferred or promoted to fill vacant and/ or new positions. Eleven were summer recreation employees and 30 were summer youth trainees. Forty-nine percent of those positions were filled by Squaxin Island tribal members. Forty-five percent were non-Native and six percent were enrolled members of other tribes. Tribal government was made up of 336 employees.
The youth employment program offered job readiness and skill train- ing to youth 16 – 21 years of age for nine weeks in the summer with 30 youth participating. Four of those youth also worked part time in an on-call and/or after school program.
Forty tribal youth participated in Stepping Stones, the 9-week pre-employment training program for 13 – 15 year-olds. Two tribal members were employed in this program.
Various tribal members and staff worked to support cultural activities throughout the summer season.
Human Resources facilitated benefits enrollment for Squaxin Island Tribe government employees. We hosted the annual employee appreciation dinner, benefits fair and other employee events.
We were excited to offer more employee training and worked on development of stronger succession planning for interested tribal members.
Photo: Jenny Slocum DIRECTOR: Astrid Poste
Summer youth employees
Employee Appreciation Dinner
Highlights MISSION To recruit employees who will • 109 positions filled provide quality services to the 11 summer recreation and 30 summer youth employees Squaxin Island community; • 49% of positions filled yb tribal members 45% by non-natives To reduce unemployment and 6% by members of other tribes encourage removal of barriers • 336 total employees through job skill training and • 40 youth in Stepping Stones education that will further self • Offered youth employment training program sufficiency of Native people; • Assisted directors with developing job descriptions and interviews, drug screening, skills testing, work history, reference checks, and To facilitate and implement evaluations policies as directed by the Tribal • Provided new employee orientation Council; • Processed cost of living increases • Offered quarterly Healthy Lifestyle newsletter To ensure a safe and equitable • Hosted employee appreciation dinner and presented gifts working environment to those reaching milestones of 5, 10, 15, 20, 25, 30, 35, and 40 years Information Services Pulling together on the information highway
Information Services (IS) staff developed and maintained systems to support the Tribe's continued growth. This team was not afraid of challenges, and was always looking to the future by, not only supporting existing systems, but by creating new ones to be even more effective, secure, and user friendly.
We managed database administration, updated the data centers, developed software, and provided a general information technology (IT) help desk, as well as trainings on MS Office products. We updated and extended the campus-wide camera system for both Public Safety and IEI security using the Dark Fiber Network.
The IS team strove to offer the best customer service while providing services throughout the Tribe.
The IS team also made it a priority to provide efficient communication systems between the Tribe, government and community. The department produced the monthly Klah-Che-Min newsletter, Daily Scoop electronic newsletter, and annual reports in addition to management of several tribal websites and Facebook accounts, and digital information kiosks.
Despite the ever-changing needs of the Tribe, we are continuously researching and learning ways to improve our support of the Squaxin Island Tribe and its goals.
Photo: David Whitener, Sr. DIRECTOR: Mitzie Whitener
Pulling together on the information highway
MISSION To provide tribal members and government staff with quick and easy access to information through the use of computers, databases, Highlights the internet, publications and telephone communications; • Provided secure network storage with off-site backup • Maintained user name and password security To keep computer and communica- • Delivered refurbished computers to the community tions systems healthy and up-to-date; • Managed broadband connection • Assisted departments with developing logos To publish the Klah-Che-Min • Provided GIS technology for mapping newsletter, tribal web site and • Provided audio/video for conferencing and funerals other information in a manner that • Maintained all government databases enhances public relations while • 1,250 Klah-Che-Min newsletters distributed each month keeping tribalmembers current on • The Daily Scoop electronic news reached 364 subscribers important issues with a 48% open rate • Managed tribal websites Legal Pulling together for our rights
Legal met its primary programmatic objectives for FY19, delivering comprehensive legal services throughout, and in coordination with, the tribal government (including its numerous programs, departments, committees, and commissions) and enterprises.
Objectives • Preserve and protect the Tribe’s reservation homeland • Preserve, protect, and advance the cultural identity and resources of the Squaxin peoples • Protect the Tribe’s treaty rights, both on and off the reservation • Uphold the Constitution and laws of the Squaxin Island Tribe • Exercise the powers of self-governance • Ensure fair and equitable delivery of the government’s services and benefits to all tribal members • Maintain tribal integrity and honor through responsive government • Ensure the protection and care of Squaxin Elders, youth, and families • Protect and care for the environment by exercising sovereignty to the fullest extent possible • Ensure the social, cultural, and economic stability and prosperity of the Squaxin people by developing and optimizing tribal community resources and opportunities • Be self-sufficient, improve the quality of life, and preserve the cultural identity of the Squaxin Island people
Our team labored long and hard to deliver the best service possible, often under very demanding circumstances.
Photo: Jimmy Krise DIRECTOR: Kevin Lyon
Centennial Accord at LCCR Highlights • Assisted Natural Resources in protection of late chum runs • Helped develop regional chinook management plan for ESA evaluation • Participated in numerous U.S. v. WA (Boldt Decision) sub- proceedings • Defended Usual and Accustomed Areas in light of treaty rights • Developed litigation strategy for hunting and gathering rights in federal court • Completed WDFW co-management amendment improving enforcement and access to private lands • Developed inter-tribal enforcement protocol and model hunting ordinance • Negotiated expanded DNR road access, previously limited to Capitol Forest, to include all of ceded area • Completed three private land hunting agreements, adding 13,933 acres • Represented the Tribe in numerous water-rights litigations • Evaluated implementation of fish ticket legislation • Provided counsel to government, IEI, SCTC, CDC and LCCR in economic development matters • Assisted with implementation of home ownership program • Established Utilities Work Group with Taylor United and PUD MISSION • Completed work on several land acquisitions • Provided education on tribal presence in ceded areas To provide comprehensive, effective • Developed educational materials for Enrollment Committee and excellent legal services to the • Provided guidance in Indian Child Welfare issues Tribe and to do so in a manner that • Assisted clinic with transition to Federally Qualified Health Center honors the traditions, culture and • Provided educational trainings twice a month for community institutions of the tribal community members
Natural Resources Pulling together for our environment
The Squaxin Island Tribe’s Natural Resources Department showed great leadership in management of natural resources. Our countless years of traditional knowledge helped us create local solutions to tough natural resources management issues.
During FY19, Natural Resources staff were involved in many projects, such as salmon recovery, stream restoration, and water quality. Time has not been kind to salmon and other natural resources. The loss of trees and other plants along streams has removed important shade and reduced the source of wood needed for in-stream fish habitat. Through monitoring and projects that return large woody debris to streams, we started to make a difference. There is much more habitat restoration work to be done, of course, but our staff is committed, as co-managers of natural resources in this state, to the betterment of our environment.
Shellfish have been a mainstay for our people for thousands of years for economic, subsistence, and cultural purposes. Our biologists assessed shellfish populations throughout our harvest area to determine our harvest quota. We enhanced beaches on Squaxin Island to create even more harvest opportunities for tribal members.
The department worked on these endeavors, not just for ourselves, but for the fish and wildlife that sustain us all; we’re doing it for the long- term health and vitality of everyone and for all generations to come.
Photo: Annie (Charley) Brenner Photo courtesy of Lori Hoskins DIRECTOR: Andy Whitener
Shellfish • 168 tribal members harvested 681,289 pounds of Manila clams • Seeded 28 beaches with 31.1 million Manila clam seed • Surveyed nine enhanced beds, 132 state beaches and 81 private and grower controlled tidelands • Signed nine new private leases • Signed 48 harvest plans with shellfish growers • Surveyed two natural Pacific oyster populations on private and state tidelands
Geoduck • 95 tribal members harvested 329,429 pounds of geoduck from Fox Island, Dougall North, Itsami, McNeal Pen, and McMicken North A tracts
Finfish • 56 tribal members harvested: - 7,583 chinook @ 83,339 pounds - 23,894 coho @ 107,465 pounds - 1,482 chum @ 12,120 pounds • Reared and released 2,102,198 (136,928 pounds) coho smolts at an average size of 15 fish per pound • 109,824 Coho fry released in Deschutes River MISSION • Meeting participation: North of Falcon, Pacific Salmon Treaty, To maintain a leadership role in Pacific Fishery Management Council, NOAA, and Medicine Creek perpetuating natural resources, Treaty Tribes including water quality, fish, • Tagged multiple groups of Coho to evaluate differential release shellfish, wildlife, timber and timing strategies that may help to improve and maximize production plants,while promoting, preserving, survival from the net pen program protecting andrestoring habitat; • Assisted with Chinook spawning and egg incubation at the Tumwater Falls hatchery To protect Mother Earth and her • Conducted stream surveys for adult Coho and Chum counts resources which are the cultural • Completed 21st year of smolt trapping on five local streams foundation for the Squaxin Island • Conducted 80 beach seine sets to monitor nearshore habitat Tribe; utilization in Budd Inlet • Initiated a three-year PIT tag project for Coho in Mill Creek to To sustain and enhance those tribal monitor outmigration and survival resources. Natural Resources
Pulling together for our environment Environment • Worked out a Memorandum of Understanding with Lacey Olympia Tumwater Thurston (LOTT) Wastewater Treatment on resource and habitat protection • Participated in multi-agency process to develop an updated freshwater strategy as part of the South Sound Recovery Plan for salmon • Continuously measured temperature at over 20 sites and stream- flow at seven sites • Conducted 60+ field days at 30 sites for water quality and quantity monitoring • Participated in Oakland Bay Clean Water District meetings, Mason County Water Quality Technical discussions, NWIFC intertribal water technical discussions, and South Sound Water Quality Partners Near Term Action • Monitored Mason Lake water level • Completed 120 water level measurements at 10 wells in Skookum Valley and incorporated those into a hydrogeologic model of Skookum Valley • Completed 180 well level measurements and 36 streamflow measurements for Johns/Goldsborough Creeks and incorporated those into the numerical groundwater model • Finalized a sea level rise map/model for Squaxin Island/Oakland Bay beaches and shared with outside organizations • Received five grants for climate change adaptation, water quantity and quality, and Brownfield assessment through the BIA and EPA • Wrapped up tidal gauge measurements at Arcadia Point and Taylor FLUPSY to calculate sea level • Worked with Shelton School District and Squaxin Island Tribe Tu Ha' Buts Learning Center to provide field trip experiences, including pre-field trips and in-class visits to Evergreen, Mt. View, and Bordeaux Elementary Schools • Conducted monthly algae sampling in south Puget Sound to monitor harmful algal blooms in relation to climate change patterns, and developed a partnership with Sounds Toxins • Strategized Skookum Valley acquisition and restoration • Received a grant from EPA 319 program to treat pollution at Legal Services parking lot and completed project • Conducted forage fish spawning sampling on quaxinS Island
Photo: Annie Fredericks DIRECTOR: Andy Whitener
• Monitored nitrogen and algae in creeks within our U& A • Completed west saltmarsh lobe for Shelton Harbor restoration project • Surveyed and treated 1.29 acres of knotweed, 1.8 acres of Himalayan blackberry, and 0.25 acres of English ivy within the Skookum Creek watershed • Partnered with Mason County Eco-net and SIT to promote the protection and restoration of Puget Sound • Promoted farm plans and septic/stormwater management for Chapman Cove • Signed a memorandum of agreement with Mason County for making water adequacy determinations when issuing building or subdivision permits • Tracked Thurston and Mason County building permit data and potable drinking water applications • Coordinated with Northwest Indian Fisheries Commission on development and enhancement of an aquaculture database for managing documents and the development of several map viewers that integrate data from multiple agencies and inform decision making and improve efficiency (Forest Practices, hydrography and salmonids)
Wildlife • 145 tribal members harvested 24 elk, 30 deer, two mountain goat, two cougar, and one bobcat in six game units • Renewed a private land access agreement with Green Diamond Resources for hunting and gathering • Strove to increase access to DNR lands • Managed GIS database of ceded lands and WDFW defined game management units with custom maps of private hunting access agreement areas
Administration • Employed and trained four summer youth • Licensed nine tribal buyers and 123 harvest vessels • Managed budgets • Reviewed, analyze, and scanned thousands of documents to compile reports and make the documents searchable Parks and Recreation Pulling together for fitness
In 2019 the new Parks and Recreation was formed. The first plan of action was to develop policies and procedures for the newly constructed facilities as well as for internal efficiency, all while providing the highest quality of services possible.
Parks and Recreation was successful in a number of large community driven projects while maintaining close contact with school officials and community groups regarding program offerings and coordination of services. The department worked diligently to promote and publicize recreational programs and activities through flyers, brochures, and news releases.
Community Kitchen The community kitchen was rented 35 times to tribal members, 30 times to tribal programs, and 35 times to the general public. This resulted in $8,100.00 in revenue. From this revenue, steam tables were replaced in the kitchen. The community kitchen also made sizable donations of canned foods to the food bank.
Fitness Center A contemporary fitness center/exercise facility was constructed for the community and opened in March. The center registered 179 Squaxin Island tribal members, 40 Squaxin Island tribal spouses, 38 tribal government employees, 39 Squaxin Island descendants, nine community members, 24 youth, and 10 others (Fire District 4).
Pool The pool offered three supervised swim lesson sessions over the year. Each session had 16 youth participants. An Elders swim aerobics class was initiated in March with five or more Elders working out each week. The pool also partnered with the Childcare Development Center to offer supervised swim three days per week. This was the first year the pool offered swim lessons during the summer recreation program.
Photo: Kate Charley DIRECTOR: Janita Raham
Playgrounds MISSION Planning, research, and budgeting to construct four playground To provide a diverse network of structures began in 2019. The goal was to provide playgrounds parks and recreational facilities to with unique and innovative designs. Themes and imaginative enhance the lives of Squaxin Island concepts were envisioned to create one-of-a-kind experiences community members and visitors; that are focal points for the Squaxin Island tribal community and an inspiring place to play so kids will want to visit. Parks To offer convenient access to and Recreation worked with designers to create unique and fully a wide range of recreational customized playgrounds. ADA certified, the playgrounds promote opportunities, including cultural outside play and family togetherness. activities, quality leisure services, programs and facilities; Events • Wellness fair - June 2019 To provide opportunities that (200+ tribal and community member attendees) encourage personal growth and (35 booths showcasing local resources) promote physical, mental, and • Veterans meal - February 2019 spiritual well-being. (Parks and Recreation organized and cooked) • Drug and alcohol awareness dinner - January 2019 (250+ tribal and community member attendees) (Parks and Recreation organized and facilitated the dinner and guest speakers) Planning and Community Development
Pulling together for our future
The Department of Planning and Community Development (PCD) provided a wide range of services designed to support and protect the Squaxin Island Tribal government, enrich the lives of Squaxin community members, and safeguard the integrity of the Tribe’s land, buildings and infrastructure. Part of the on-going function of PCD is to provide a few of the essential governmental services, such as the community water system, community wastewater system, and roads maintenance.
In FY19, a new director was hired. The Department had seven distinct divisions: Planning Services, Utilities, Maintenance, Janitorial, Housing Services, Program Services, and Realty Services, four led by skilled and proficient managers, with Planning and Realty Services reporting to the Director. Janitorial Services were part of the Maintenance division, however, at last count, the Janitors maintained 30 bathrooms throughout the government’s campus and could easily have been considered their own division.
Accomplishments: • Completed the fitness center • Initiated Early Head-Start addition to the Childcare Development Center • Implemented the new home ownership program • Upgraded and expanded the water treatment and reclamation plant • Built solid utilities programs • Brought in $5.5+ million in grant funding for tribal programs
Planning Services Planning Services provided valuable services for the Tribe in program and project planning, grant writing, and compliance. Planners, working individually or in teams, networked and coordinated with nearly every department and entity in the Tribe on short- and long-term projects. They worked with directors, program managers, staff and the community to identify unmet needs, develop and sustain projects, and seek resources in support of sustain- able community development.
Photo: John Skalapin DIRECTOR: Joanne Decicio
Grants Awarded
AGENCY DEPARTMENT ACTIVITY GRANT TOTAL NPS Cultural Resources Archeology $57,320 WA Military DCD Emergency Mgmt $15,520 DOJ/OVW NWITC Violence Against Women $899,403 DOJ/COPS PS&J Equipment $498,926 DOJ/OVC Family Services Community Healing $779,488 Behavioral Health Tribal Set Aside IHS/MSPI NWITC Meth Prevention Svcs $100,000 WA DOC/DOJ Family Services Client Navigation/Support Svcs $134,000 WA DSHS Family Services Money Follows the Person $100,000 DHHS - EHS Learning Center Early Head-start $3,113,980
Total of All Grants: $5,698,437
Of the $5.5+ million in new monies awarded this year, most provided sustainable funding for ongoing Tribal initiatives: • Provided planning services such as visioning, carryover planning, assistance with grant modifications, compliance assistance, pre-grant application review, and other support services • Participated in the Peninsula Regional Organization Executive and Technical Assistance Committee meetings • Worked with Indian Health Services for individual homeowners seeking help with septic and water installation or upgrades • Continued planning services coordination with SPIPA
Program Services Program Services is the administrative center of the department. The responsibilities of this unit included ordering office supplies and equipment, scheduling maintenance on shared equipment, and processing payment requests. The Program Services Manager also oversaw Squaxin Island Transit, and the solid waste (garbage and recycling) program. Along with these programs, Program Services was responsible for general office management of Planning and Community Development and its 60+ budgets, more budgets than any other department within the Tribal government. Planning and Community Development
Pulling together for our future
Solid Waste Management The solid waste program actively engaged the community in reducing the amount of garbage going to the landfill through education and increasing opportunities to recycle. There were regular visits to the Child Development Center (20 classes) to teach our youngest community members creative ways to re-use and recycle. Four classes also occurred during summer youth activities. As many as 70 individual households voluntarily recycled, and there were four recycling bins at the six-plexes. This level of participation in the recycling program resulted in the equivalent of about 2,520 regular garbage cans diverted from the landfill. Fifty-four table clothes, six garbage cans, and six recycle frames were checked out.
Realty & Land Management There were four parcels in the process of being put into trust status and preliminary work was done to prepare documentation on three other properties. These three were: Port Blakely parcels, Krise parcel, and the Lopeman parcel located near the reservation. These properties will be surveyed and an environmental assessment will be done on them in order to give the Tribe a clean slate before application to the Bureau of Indian Affairs. The Legal Department worked to clear encumbrances on several properties.
Land acquisition on Squaxin Island land was another activity of Realty and Land Management, with the Bureau of Indian Affairs overseeing the effort. Appraisals on the Squaxin Island Allotments were approved by the Executive Services Department. Names and contact information is still being taken from owners for future purchasing of interests on Squaxin Island.
Realty and Land Management participated in the annual Land Staff National Conference, which provided beneficial information on leasing & rights-of-way, title defects and remedies, and how to apply cultural value, among other topics helpful to tribal land management specialists.
Photo: Annie (Krise) and Wes Whitener DIRECTOR: Joanne Decicio
Staff also maintained tribal property records and performed routine tasks, such as providing information to other departments. The work of Realty and Land Management consisted of several MISSION activities that were conducted throughout each year: To pursue the overall vision of the • Fee-to-trust for tribal properties, which sometimes consisted of Squaxin Island Tribe by providing contracting out for surveys, removal of garbage and/or abandoned services and programs that benefit cars, and, in some cases, underground storage tank removal the community's health, safety, and • Recording services and title insurance through Mason and well-being. Thurston County title companies • Legal notices in Mason and Thurston county newspapers as To create and sustain a productive required by the Bureau of Indian Affairs for fee-to-trust conversions and satisfying work environment for • Land leases (done in office) for conveyed homes on the reservation all co-workers. (sent to the Bureau of Indian Affairs for recording and then returned to the Tribe) To ensure that existing and new • Authorization schedules and a recording log for the homeownership facilities are built and maintained program with quality workmanship, with meaningful input from community Transit members. Squaxin Island Transit had one full-time, two part-time, and two supplemental drivers who served the Reservation, Steamboat Island, and McCleary/Elma areas. We worked closely with Mason Transit Authority (MTA) to meet the needs of our shared customer base, coordinating schedules for convenient connections. We utilized MTA’s maintenance shop to keep our fleet in good condition. Squaxin Transit served 19,891 passengers in FY19, and logged 43,963 vehicle revenue miles. This represents an increase of over 700 passengers and 1,197 fewer vehicle revenue miles.
Housing Services
Think Blue, Recycle! What makes its way across and through our lands ends up in OUR waters! Planning and Community Development
Pulling together for our future
Housing Services managed 88 housing units and monitored 52 conveyed homes. Most Housing Services functions were tied to the NAHASDA block grant for low-income housing programs. However, we were not limited to just low-income projects. The NAHASDA block grant provided funding in five major categories: administration and planning, management, development, and crime prevention. Other programs included: 1937 Housing Act operations, animal control, housing rents and fees, MEPA, conveyed home assistance, and Elder support.
This year, at the direction of Tribal Council, Housing Services worked with the Legal Department and the Housing Commission, completing the home ownership program. The program, which was approved by Tribal Council in August 2018, enables eligible tenants to purchase their homes and is now a functioning program that will move from the Legal department to Realty and Land Management, beginning on October 1, 2019.
Photo: Ben Garrison DIRECTOR: Joanne Decicio
Accomplishments: • Conducted inspections of all program housing units, as required by the funding agency and tribal policies • Provided pest control services to 86 housing units • Installed new flooring on four housing units • Rehabilitated two rental homes • Applied new exterior paint on seven housing units • Installed six ductless systems in rental housing under our NAHASDA block grant • Replaced 22 appliances in rental units • Cleaned gutters, roofs, and chimneys on rental homes • Provided Housing Code enforcement and animal control in the community • Successfully screened and placed two tenants in low-income housing • Completed four Tools for Success workshops to help tenants become prepared for rental units • Completed three maintenance workshops to assist tenants with minor repairs • Assisted with free federal income tax filing for 151 community members • Assisted low-income families with credit counseling • Assisted with Section 184 loan assistance and referrals • Assisted/coordinated tribal Elders with use of emergency funding for critical housing needs • Implemented the home ownership program in cooperation with the Legal Department Planning and Community Development
Pulling together for our future
Construction Management Services Planning and Community Development (PCD) was instrumental in planning, management, and inspection of capital improvement projects assigned by Tribal Council and/or Executive Services. Support services were also provided to Island Enterprises, Inc. (IEI) and Little Creek Casino Resort (LCCR). PCD was dedicated to obtaining funding for and implementing proactive and sustainable programs to protect the vast investment of Squaxin Island Tribe assets.
Significant capital projects: • Repair and re-stain of the Squaxin Island Museum Library and Reserch Center (our cultural center point) • Repair and improvements to the reflection pond and addition of two majestic fountains • Major HVAC updates and additional systems to the administration building Council Chambers • Semiannual roofing inspections trhoughout tribal campus • Repairs and improvements to roofs on administration building and other Squaxin Island Tribe facilities • Repairs and coat-sealing of major parking lots: administration building, clinic, and Kaya Circle • Major repair to support posts on the Elders' building’ due to rot; concrete stem walls were installed for water runoff • Replacement of dangerous, uneven sidewalks at the Elders' building • Installation of ADA handrail at the Elders' building • Repairs on Public Safety building • Repairs, upgrades and installation of AES radios throughout government facilities • Utilization of one fire protection company to service all aspects of fire safety: inspections, sprinklers, pumps, backflow and extinguishers, AES radios for communication throughout government facilities, updated systems and equipment, all fire protection monitoring, and 24/7/365 service • Replacement of executive wing flooring
Photo: Theresa Nason DIRECTOR: Joanne Decicio
Utilities Throughout FY19, the critical function of the utilities program was to provide delivery of modern, sanitary, and safe infrastructure to the entire Squaxin Island community, the government and its enterprises. Responsibilities included proper operation, maintenance, and development of systems for electrical power, potable water, waste- water treatment, reuse water management, and storm water control.
Accomplishments • Major upgrades to the supervisory control and data acquisition system (SCADA) throughout the water treatment/wastewater treatment infrastructure: lift stations and inflow and infiltration (I&I) control • 100% design completion for a plant expansion project; PCD anticipates that by late 2020 the WRP capacity will be 300,000 gallons per day (GPD) • Completion of UV filtration system and SOW for Phase 1 of the expansion project, including engineering and design; anticipated completion of the head works building/testing station is early spring • Initiation of design for SBR lift station reroute to eliminate human interaction at the existing current intake screen basin • Upgrade of fire protection for the WWTP and addition of AES radio and HALON protection in electrical room • Installation of a WWTP HVAC system (split system/heat pump) in the control and electrical room which are now climatically controlled and safe • Installation and operation of a centrifuge which allows WWTP personnel to transport in-house to a facility in Shelton; this brought tremendous savings over the need for AAA Septic to haul away at a very high cost • Implementation of a career path program for WWTP employees • Negotiation of a refined, and well-structured service agreement between Squaxin Island Tribe and Water and Wastewater Management Services, LLC, to support safe and reliable functions of the WWTP to be maintained 24/7/365 Planning and Community Development
Pulling together for our future
Maintenance The maintenance team performed a variety of routine maintenance and janitorial services for tribal buildings and grounds.
Their contributions to the community included mowing, weed-eating, taking care of the common areas and parks, helping with tribal functions, hauling chairs, tables and other equipment, and assisting with funerals.
Photo: Louis Yowaluck/Mud Bay Louis DIRECTOR: Joanne Decicio
Accomplishments • Ensured community streets were safe by contracting for de-icing and snow removal services • Provided maintenance to the Veterans’ Memorial • Installed the new water fountains at the reflection pond • Managed installation of an accessible swing at the Klah-Che-Min playground • Provided routine maintenance at the Tribal Center and other government buildings • Continued to make firewood available to tribal Elders • Served as a first line defense for all incoming work orders that are generated through our CMMS (computerized maintenance management system) • Accomplished miscellaeneous non-contracted projects • Initiated planning for maintenance training courses to get workers certified in basic electrical, plumbing/heating, facilities structures and construction; these basic training courses are a viable investment for the Tribe because it decreases the need to rely on outside contractors Public Safety & Justice
Pulling together for safety
Public Safety and Justice provided services to the Squaxin Island community on the reservation and during the exercise of treaty rights. Our main duties were to protect the people, property, and resources of the Tribe.
Land services duties included patrol of the reservation, casino, tobacco factory, museum, Elevation, KTPs, grow operation, cemetery, and all other properties owned by the Tribe.
In FY19, we had 11 commissioned staff, one Administrative Coordinator/Probation Officer, one Court Clerk, one EOC Manager, and one volunteer Office Assistant.
Natural Resources Patrol Officers protected the Tribe’s treaty rights, patrolling fisheries, shellfish, aquatics, and hunting resources.
Emergency management services were provided with upgrades to health and safety standards and training for government staff.
Police Officers were cross-trained to perform all duties, although one Sergeant and three Officers were assigned to work natural resource enforcement full time.
We would love to assist anyone through the reserve officer application process if you are interested or have an interest in a law enforcement career. It provides a great training opportunity.
Our department is cross-commissioned with Mason County Sheriff’s Office. This allows our police to have criminal jurisdiction over non-tribal members on the reservation. In FY19, we had a great relationship with Sheriff Salisbury and met regularly to ensure our departments ran smoothly and in conjunction with each other.
Court was held three times a month, including civil, criminal, and family court hearings. We had contracts with two judges, a prosecutor, and a public defender. We have access for another judge for recusals or other emergencies, and a panel of judges for appeals. Our Court Clerk and Probation Coordinator worked closely with the attorneys for the court system. We also worked closely with
Photo: Johns, Jackson, Cooper Family DIRECTOR: Barry Haggman
Family Services, NWITC, and Tu Ha' Buts Learning Center to provide the best possible services to the community. Incarceration and detention were contracted with Nisqually Tribal Jail, Chehalis Tribal Jail, and Mason County Juvenile Detention Center. We used EHM, when appropriate, to help offset jail costs and to assist with monitoring probation compliance.
We were fortunate to be awarded a federal grant, again, that helped fund equipment, gear, radios, training, vehicles, and a boat.
As 2019 drew to an end, our department went through some changes. Emergency Operations moved to the Department of Planning and Community Development. We anticipate more changes as we move forward into 2020.
MISSION To enforce the laws and regulations set forth by the Squaxin Island Tribal Council and the United States of America;
To protect human life and to maintain the peace;
To protect the property and resources of the Tribe and its members;
To service the Tribe in a reasonable and prudent manner;
To carry out these responsibilities diligently and courteously and to take pride in the services provided Public Safety & Justice Pulling together for safety Court Statistics • Cases 152 • Appeals 3 • Criminal 31 • Civil 121 • CivilCourt 24 • Family Court 19
Emergency Operations Center Incident Command Systems Training IS-100, 200, 700 & 800 • ICS300 & ICS400 31 staff trained •T CER 31 tribal member volunteers
Statistics • Calls for Service 1,475 • Citations 31 • Infractions 121 • Rape 1 • Robbery 1 • Aggravated Assault 5 • Burglary 3 • Larceny Theft 0 • Motor Vehicle Theft 25 • Arson 0 • Assaults 6 • Forgery/Fraud 29 • Embezzlement 8 • Stolen Property 0 • Vandalism 19 • Weapons Violations 7 • Prostitution 0 • Sex Offenses 2 • Drug Offenses 74 • Gambling 0 • DWI 8 • Liquor Laws 11
Photo: Whe-bul-eht-sah/Mary Slocum DIRECTOR: Barry Haggman
Pulling together for safety • Disorderly Conduct 18 • Loitering 1 • Juvenile Delinquency 0 • Runaways 7 • Theft 89 • Prowler 2 • Disturbances 63 • Trespassing 119 • Threats 12 • Warrants 53 • Medical Aid 104 • Fire/Explosions 15 • Domestic Violence 14 • Animal Control 56 • Fishing 10 • Shellfishing 4 • Hunting 4 • ICW 5 • Agency Assist 260 • Citizen Assist 199 • Alarms 87 • Traffic 109
TRIBAL COURT MISSION To ensure peace and order on the Reservation;
To promote the welfare of members of the community;
To safeguard individual rights;
To secure rights and powers which are both inherent in the Squaxin Island Tribe’s sovereign status and guaranteed to the tribe by treaty and by the laws of the United States. Learning Center Pulling together for knowledge
EDUCATION PROGRAMMING Higher Education The Tu Ha' Buts Learnging Center (TLC) provided higher education services for undergraduate and graduate students. In FY19, 31 students received undergraduate funding and two students received graduate funding from the Tribe. There was also support for enrollment in colleges, trade schools, and/or specific coursework for job placement or advancement. The Higher Education Coordinator assisted students in completing FAFSA and college applications, and worked with numerous college financial aid offices in support of students. The Higher Education Coordinator communicated regularly with the Education Commission to address student higher education funding concerns.
Tutoring Through the TLC, the Squaxin Island Tribe provided three Tutors to assist Squaxin students in the Shelton School District - one at Bordeaux Elementary, another serving both Olympic Middle School and Oakland Bay Junior High, and the third at Shelton High School. These Tutors worked regularly with over 100 students in all areas of their academic needs, and supported the work of the Education Liaison as advocates for the students and families in their respective schools. After school and on days when classes were released early, the Tutors returned to the TLC to continue assisting students with homework. The Tutors also supported the Education Liaison in attending a variety of school district meetings.
The TLC continued the summer credit retrieval program with Shelton School District. The Department provided a contract Teacher who, along with Squaxin’s high school Tutor, oversaw online credit retrieval classes at the TLC during the school district’s summer break. Shelton School District went through significant changes and restructuring for the 2019-2020 school year. As the high school schedule changed, we assessed impacts on the summer credit retrieval program to determine if changes were necessary for FY20.
Photo: Bennett Cooper DIRECTOR: Gordon James MISSION To provide quality educational services Sylvan to the members and descendants of the TLC continued its relationship with Puget Sound Learning Center, Squaxin Island Tribe; LLC, to provide Sylvan academic assessment and intensive tutor- ing services in reading and math. With space available to serve up To provide tribal members and to 12 youth each week throughout the school year, 16 participants descendants access to services that attended Sylvan tutoring. Students underwent assessment testing provide lifelong learning opportunities, following every 36 hours of Sylvan classroom time to monitor enhance personal growth, and promote academic progress. Due to budgetary restructuring for FY20, physical, mental and spiritual well Sylvan services will not be continued. being;
Education Liaison To encourage all Squaxin Island tribal The Education Liaison managed TLC’s K-12 relationships with community members to seek education area school districts, including Shelton, Griffin and Wa He Lut. and job training through experiences In FY19, TLC received parent/guardian authorization to track which will further career opportunities attendance and grades of students to monitoring progress towards and enhance employability. high school completion. Where authorized, TLC maintained a process to proactively identify potential truancy or poor academic performance. Where noted, the Education Liaison coordinated for a Tutor to provide additional classroom and/or afterschool support.
When student absences approached the allowable limits under the tribal code, the Education Liaison met monthly throughout the school year with the Truancy Team – representatives of the Tribe’s Family Services, ICW, Behavioral Health and Public Safety – seeking recommendations on individual truancy cases and determining a course of action, up to a filing in court.
Teen Center A Department of Justice grant provided funding for the Teen Advocate position who coordinated teen programming at the TLC. With the Mary Johns room serving as a teen center, the project worked with over 60 teens, connecting them to tutoring and homework help. There were coordinated group visits to area colleges and planning and implementing educational, recreational, and cultural activities to improve social development, leadership skills, and cultural connection.
The Teen Advocate worked in coordination with the Youth Activity Manager, Education Liaison, the junior high and high school Tutors and Higher Education Coordinator in supporting Learning Center Pulling together for knowledge the academic progress of participating teens. Externally, the Teen Advocate worked with Public Safety, ICW, Family Services, and others, to address grant project goals, while increasing social and academic supports.
GED/Homework Help The TLC held regularly scheduled GED instruction, Tuesday- Thursday from 4:30-7:00 p.m. throughout the 2018-2019 school year. With the increase in interest for the High School 21+ program, interest in GED instruction declined and will be discontinued in FY20. Funding support will still be available for GED testing. A contract Teacher/Tutor will be secured in FY20 to provide homework support to students of all grade levels and potentially providing instruction for the summer credit retrieval program. TLC’s in-school Tutors provided additional support after school – either in the TLC classroom, in the teen room, or in the rec room, working with youth in the afterschool activity program.
Other Relationship Building Within the Tribe, the TLC participated in several inter-depart- mental collaborations to provide service to the community.
Examples included: • The Education Liaison coordinated the Truancy Team – gathered recommendations from an interdepartmental team in addressing individual student truancy concerns • The Education Director and Education Liaison participated as members of the Family Wellness Team – provided educa- tion-related recommendations when addressing youth and family concerns of the ICW progra; • The Education Director also participated as a member of the Emergency Management Homeland Security Committee, on the Museum Library and Research Center Board of Directors, and on the Child Development Center Board of Directors.
Photo: Mary George DIRECTOR: Gordon James
Additional external relations included: • Participated as a member of the Native Education Work Group (NEWG) with representatives of the Shelton School District, Pioneer School District, Grapeview School District, Hood Canal School District, and Olympic College • Participated on the planning committee for South Puget Sound Community College’s annual F.I.R.E. Summit, an annual college visit to encourage Native students to attend college • Built relations with financial aid offices at over two dozen colleges and universities • Participated in Shelton School District’s curriculum approval process, assisting with review and recommendations of educational material • Participated in the Shelton School District’s Health Services Advisory Committee as they redesigned high school class schedules into career tracks for the 2019-2020 school year • Participated in Graduation Matters Shelton, a local non-profit focused on increasing the graduation rate at Shelton High School
YOUTH ACTIVITIES PROGRAMMING Afterschool Youth Activity Program With daily attendance of 25-40 youth, ages 5-12, the program coordinated wide-ranging activities throughout the school year, generally weekdays from 3:00 - 6:00 p.m. At times throughout the school year, the afterschool program would be open 7:30 a.m. – 4:00 p.m. on days when school was scheduled to be closed, but when the Tribe was scheduled to be open, as a service to the Tribe’s many working parents. Youth activities included various craft classes, cultural learning opportunities (drumming, traditional dancing, etc.), science experiments, swimming and swimming parties, movie nights, and cooking lessons, among other activities. Detailed activity calendars were provided in each month’s Klah-Che-Min and were provided on the TLC Facebook page, including collaborations with the MLRC, Natural Resources, Salish Cliffs Golf Club, TANF, and more. These youth program activities transferred to the newly created Parks and Recreation Department for FY20. Learning Center Pulling together for knowledge
Youth Sports With continued funding for a Youth Sports Coach, much effort was put into developing various ages of youth basketball teams to participate in the intertribal basketball league and numerous intertribal tournaments. Teams travelled throughout the region, including some multi-day overnight trips to play basketball in Warm Springs, Taholah and Yakama. The Coach sought to involve youth in other sports activities throughout the program year, but the youth interest in basketball overtook many other opportunities. The youth sports program will transfer to the newly formed Parks and Recreation Department.
Afterschool Food Program Funded by the Child and Adult Care Food Program (CACFP), the TLC provided a nutritional afterschool snack as the kids arrived at the TLC, plus a light meal from 4:00 - 4:45 p.m. Through an arrangement with the Child Development Center, the department participated in a reimbursement program that contributed significantly to cover costs of the afterschool food program. Participation in this food program required adherence to closely monitored nutritional guidelines and other CACFP requirements. The program was quite popular and will continue into FY20 but will be transferred to the Parks and Recreation Department.
Summer Rec Program Permanent and seasonal staff provided a nine-week summer rec program in 2019 for youth, ages 5-12. Following a one-week orientation period for seasonal staff, the 2019 summer rec program offered on-site activities Monday-Friday from 7:30 a.m. - 4:00 p.m. with regularly scheduled field trips to local area attractions, including the Centralia Rollerdrome, Extreme Fun Center in Aberdeen, and the Point Defiance Zoo, among others.
To feed the youth, the TLC implemented the Simplified Summer Food Program, with reimbursement from the Washington State Office of the Superintendent of Public Instruction (OSPI). The summer rec program served over 2,200 breakfasts and over 2,600 lunches to youth. By adhering to
Photo: Buddy Cooper DIRECTOR: Gordon James
OSPI’s guidelines for staffing, staff training, food preparation, nutrition planning, and youth participant eligibility, the TLC was reimbursed a significant portion of the food costs for youth participants to have breakfast and lunch. In addition, TLC funds supported youth receiving healthy morning and afternoon snacks. These services will be transferred to the Parks and Recreation Department.
Teen Program Beyond the education-focused activities of the teen center, grant funding from the Department of Justice provided a variety of teen activities to improve social competence, cultural pride and leadership development. The teen center was also the site for regular meetings of the Squaxin Island Youth Council. The Youth Council supported the teen program by assisting in identifying appropriate, teen-driven activities for teen participants.
Special Events The TLC scheduled many other special events for youth and families. Examples included: • Annual family events, such as the Halloween party, Thankful Dinner, Christmas party, Easter egg hunt, and Grandparents’ Dessert • The annual Squaxin Island winter youth basketball tournament held in partnership with the Skokomish Tribe • Spring Break activities for the youth of the afterschool program • Sgwi' Gwi, the annual celebration of educational achievements at the LCCR events center • Education-supporting activities, like the annual back-to-school backpack handout NW Indian Treatment Center
Pulling together for sobriety
In FY19, Northwest Indian Treatment Center made improvements in a number of areas: policies and procedures were reorganized for greater clarity and internal consistency; dialectical behavioral therapy (DBT) training was provided to most employees; and a three-year CARF Accreditation was achieved. Confidentiality was tightened with the help of the Squaxin Island Legal Department and the Legal Action Center.
NWITC programs succeeded in meeting service, satisfaction and financial goals. Satisfaction feedback was usually positive. Patients were receptive to the cultural activities that were held weekly and bi- weekly. Every resident made a hand drum and received a beading kit to help them learn mindfulness. This year more cedar weaving was added to the cultural activities.
There was a sweat lodge ceremony most weeks for patients, and once each month for alumni, who were also invited to an annual picnic. There were a bi-weekly Shaker Church ceremonies and Pentecostal services by members from Taholah. In 2019, Shakers from Squaxin Island Tribe prayed over the buildings. Longhouse cleansing ceremonies were offered to staff and some patients attended the Sundance.
Patients also participated in making medicine with herbs grown at NWITC, bought from vendors, or collected in the wild. Herbal teas, made at NWITC, were kept for patients in the dining area. Patients were taught about those herbsin classes.
Photo: Mary Jackson Johns NW Indian DIRECTOR: June O'Brien MISSION Treatment Center To create innovative treatment that results in abstinence from alcohol Pulling together for sobriety and drugs and establishes a satisfying lifestyle; Clinical counseling staff received excellent reviews on a quarterly basis. Treatment reviews confirmed that counseling was culturally To use on-going feedback and quality competent. This high standard was maintained by appropriate, review to evaluate success and on-going training and careful monitoring. New interns were taught satisfaction and to build partnerships to provide counseling regarding generational trauma and the healing and networks with other programs process of grief and loss. Much of the success of NWITC came from to develop an integrated continuum the intensive training of new Counselors and frequent feedback to of care that includes pre-treatment, Treatment Attendants and other staff. Several employees were sent to residential treatment, outpatient care, training provided by the Native Wellness Institute. Counselor salaries after-care and supportive outreach; were rescaled to be in better alignment with the profession. To ensure respectful interactions and Kitchen/Housekeeping staff worked hard to create meals that were behaviors that support self-esteem and appealing and healthy. This year employees re-wrote the recipe book, value; and re-organized menus for more variety. Schedules were re-organized to more evenly distribute work. To help each patient see their life as a story of where they have been, where Treatment Attendants maintained excellent skills in providing they are and what they can and want support and direction to patients within appropriate boundaries. to achieve Communication and performance were improved by more frequent staff meetings and consistent feedback. In these meetings DBT skills were reinforced so staff modeled the behaviors taught to patients.
Maintenance was steadfast in maintaining the safety of the grounds, buildings and vehicles. This position is critical to the overall safety of the organization and the planning necessary to keep the facilities in good repair.
The Nurse and Intake Coordinator worked as a team to ensure appropriate admissions and to meet the needs of residents. The last out-of-date medical policies were updated. NW Indian Treatment Center
Pulling together for sobriety
In FY19, the Violence Against Women grant was refunded for a three-year period. The recovery support team was funded by this grant, another from Indian Health Service, and funding from other sources. Staff met with each patient to assess their needs for safety and aftercare. They made arrangements for aftercare, housing (when necessary), transportation, work, and vocational training. Some patients were relocated for safety. They also provided support for recovery post-treatment via Facebook, texting and phone. Three members of this staff became Peer-to-Peer Counselors and Agency Affiliated Counselors, and were qualified to provide bridge training (helping Recovery Coaches become Peer-to-Peer Counselors).
The Recovery Support Ream maintained a database to help the organization measure outcomes and identify needs. They provided two ASIST suicide trainings and three Recovery Coach Academies this year. They visited multiple tribal programs, aftercare providers, and transition housing sites.
Photo: Mollie Peters NW Indian Treatment Center
Pulling together for sobriety
In 2019 NWITC was invited by the Health Care Authority to prepare documents to achieve a negotiated rate for treatment with the Center for Medicare and Medicaid. NWITC will work with the Healing Lodge of the Seven Nations and others to achieve this new all-inclusive, culturally-enriched, trauma-informed packet. There were many changes in the State of Washington’s health care delivery model. NWITC, in conjunction with other Squaxin Island Tribe department heads, was active to ensure the needs of Indian people were met and tribal services supported.
The overall strategic plan of the organization, in terms of market and resources, were on track and consistent with the mission of NWITC. Squ-sacht-un/John Slocum Back Cover Art: Sakiade By Malynn Foster 10 S.E. SQUAXIN LANE, SHELTON, WA 98584 www.squaxinisland.org | (360) 426-9781