Comprehensive Economic Development Strategy for the Sisseton Wahpeton Oyate Tribe
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Analysis
An In-depth analysis of regional strengths, weaknesses, opportunities, and threats.
Timeline of Community Engagement
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Strategic Planning Event
Participants: Program Directors
Top 3 priorities: Culture and Tourism, Leadership and Education
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Needs Assessment Event
Participants: Council/Membership
Top 3 priorities: Water and sewer, Housing, Economic Development
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CEDS Planning Event
Participants: District Representatives
Top 3 priorities: Culture and Tourism, Leadership and Education, Housing
Strengths
The Sisseton Wahpeton Oyate Tribe conducted multiple conversations to capture the most relevant strengths of the community, understanding that strengths form the foundation of future growth. Specific strengths identified include:
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Human Capital / Resources
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Sovereignty
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Gaming Revenues in two states
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Natural Resources (Wind, Land, Water)
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Tax System
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Positive Historical Legacy
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Clinic and Wellness Center
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Independent Education System (Early Head Start through college)
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Governmental, Legal, Political Structure
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Position as Top 10 Largest Employers in SD
In addition to these tribal strengths, existing resources that will support and enhance tourism as an economic driver have also been identified:
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Regional transportation infrastructure connects the Lake Traverse Reservation to the wider community. I-29 runs north/south through the middle of the reservation and is sandwiched between I-94 to the north and I-90 to the south. The Twin City Railroad connects Sisseton to Milbank and the Burlington Northern / Santa Fe railroad.
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The Sisseton Wahpeton Oyate Buffalo Farm wisely conserves, manages, and protects one of only seven herds in the United States with documented 100% pure buffalo genetics. The Buffalo Farm is integral to activities on the Lake Traverse Reservation and the focal point of cultural, spiritual, and educational programs.
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The Sisseton Wahpeton powwow is one of the oldest in the nation.
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SWO Artisans craft and sell star quilts, ribbon skirts, buffalo robes and jewelry that authentically represent Dakota traditions.
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The SWO Tribal Archives holds and maintains a collection of precious historical and cultural materials, including fine art, beadwork, quillwork, stone tools, and artifacts critical to accurately capturing the history of the Sisseton Wahpeton Sioux Tribe.
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Authentic recipes utilizing traditional foods have not been lost and are still widely in use across the Lake Traverse Reservation.
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Prior to the pandemic, SWO Tribal Archives and Tribal Historic Preservation Office regularly hosted tours with schoolchildren, sharing the rich history of the Dakota with new generations from across South and North Dakota. Currently, a selection of artifacts and paintings are on display in the SWO Tribal Administration Building Rotunda.
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The Glacial Lakes of the Lake Traverse Reservation are attractive for sport fishing, stocked with popular game fish like walleye, pike, yellow perch, and bass.
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The Lake Traverse Reservation is home to abundant waterfowl, pheasant, grouse, dove, deer and turkey, making it an ideal hunting location.
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Dakota Magic Casino offers a unique golf course, Dakota Winds, with 27 holes and nine reversible holes.
Weaknesses
The Sisseton Wahpeton Oyate face challenges that impact Native American tribes across the continent. Drug use and abuse is prevalent, disrupting the family structure. Geographic isolation and rurality coupled with widespread poverty creates transportation challenges. The devastating impact of forced boarding school relocation can still be felt, as families work to reconnect to ancestral values and traditions. Workforce development opportunities are scarce, as are steady employment positions. While the Tribe distributes funds to support entrepreneurs, the number of requests far surpasses the availability of dollars.
Societal challenges further enhanced by identified weaknesses related to economic development:
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Tribal commercial laws and regulations are insufficient or outdated
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Difficulties with Federal programs and regulations (piecemeal approaches to development, cultural bias, programs designed to fail)
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Two-year terms in tribal government leadership cause delays and obstacles for infrastructure projects that cannot be completed before elections and change
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Lenders and vendors with limited understanding of tribal sovereignty, immunity, tribal tax requirements
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Limited use of trust land or collateral
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Bank lending rules and regulations not structured for the tribe
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Absence of networking for tribal entrepreneurs due to remote location
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Need for telecommunications infrastructure for business development and expansion of business
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Need for financial education in banking, credit reporting, and loan qualifications
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The tribe experiences racism and discriminatory lending practices (review of local Community Reinvestment Act reports) are indicative of redlining and cursory compliance.
Weaknesses that are specific barriers to establishing tourism as a key economic driver on the reservation have been further delineated:
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The Tourism Tax Code must be updated within the Tribal Legislature. The existing code does not include language pertaining to enforcement and is currently ineffective, resulting in lost funding for the Tribe.
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A limited selection of artifacts and paintings are on display in the SWO Tribal Administration Building Rotunda, however the long-envisioned SWO Arts and Cultural Facility remains in the planning phase.
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Appropriate tourism opportunities must be determined, including immersive and stand-alone offerings, considering both the potential for tourist draw as well as the necessity for tribal safety and reverence.
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Travel is researched and planned through the internet, and the SWO website must be updated to include content related to tourism offerings as well as event calendars with booking opportunities.
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Roads across the Lake Traverse Reservation are well maintained; however, signage is not. To encourage visitors to explore appropriate locations and to maintain security for sacred sites, clear signage must be installed.
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Tribal Artisans often are not formally registered to make sales in North or South Dakota and require support to launch and maintain a small business that aligns with tax regulations.
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At this time, data is not collected related to tourism on the Lake Traverse Reservation. There are no baseline numbers for determining how many people visit, what they are seeking, or where they spend their money.
Opportunities
Three major goals with ten unique opportunities have been identified and prioritized as “Immediate Focus” projects that promote economic, education, social, and health equity impacting economic development.
Goal 1: Increase tourism
ECONOMIC DEVELOPMENT
Increase Powwow marketing and revenue generating activities
Increase Lake and Recreation marketing and revenue generating activities
Increase development of traditional medicines to generate revenue
Construct a SWO Cultural Museum, increase marketing and revenue generating activities
Goal 2: Grow Leadership and Funding
EDUCATION AND CAPACITY BUILDING
Create a Leadership Development Program – Grow Your Own – Know Your History
Develop fund development plans and generate funding for unfunded initiatives to include
Refinance Tribal Loan Program
Develop Economic Diversification Fund
Apply for more grant funding
Prioritize future projects, develop feasibility studies, architectural and engineering plans
Glamorous Camping Facility with Infrastructure and Access to Amenities
Insurance – Open Market with Cost Savings
Water Bottling
Office Supply Partnership
Building Supply Partnership
Grow-Your-Own Apprenticeship Programs
Hemp – Growing, Selling, Manufacturing
Business Degree Students Develop Plans
In-Home Dialysis
Substance Treatment Center
Assisted Living Center
Health and Community Wellness Center
Goal 3: Improve Infrastructure
SOCIAL AND HEALTH EQUITY
Increase Availability of Safe, Affordable Housing
Improve Agency Village Water System
Construct a new Jail/Sisseton-Wahpeton Detention Center
Details on the planned projects for 2023-2024
ECONOMIC DEVELOPMENT
Goal 1:
Increase Tourism
Tourism holds tremendous, and currently untapped, potential for the Sisseton Wahpeton Oyate Tribe. Across the United States, Tribes are earnestly pursuing opportunities to recapture the rich cultural heritage of their ancestors, understanding the intrinsic link between authentic cultural history and a defining modern-day cultural identity. This work is of tremendous importance to the Sisseton Wahpeton Oyate Tribe and the Dakota people, resulting in valid and worthy contributions to ongoing efforts to document and tell American history, which truly began centuries before Euro-American colonization. Tourism on the Lake Traverse Reservation will allow the SWO Tribe to proactively maintain control of its cultural history while enabling guests to experience authentic Native American culture and creating new economic drivers for the Tribe.
Although tourism is not currently a significant economic driver in the community, foundational efforts have been undertaken to enable future success on the sovereign lands of the Lake Traverse Reservation. Infrastructure such as gas stations, clearly labeled roads, grocery stores, and hotels are in place, making tourism feasible. The SWO Tribal Archives and Tribal Historic Preservation Office are charged with preserving, protecting, and sharing Dakota cultural history, aligning directly with tourism ambitions.
Tribal casinos already draw crowds to the Lake Traverse Reservation, however without well-defined opportunities for authentic experiences, this group rarely ventures beyond the parking lots. Establishing a thriving tourism sector on the Lake Traverse Reservation will bring significant benefits. With proper tax code updates in place, tourism will bring new sources of income onto SWO lands. Tourism can stimulate the local economy, creating opportunities for entrepreneurs to design and lead tours and experiences, and building a market for local artisans to sell their crafts.
At the Tribal level, SWO is pursuing construction of an Arts and Cultural Facility and initial funding has been secured to complete necessary surveys and studies. Although this process will still be moving forward in five years, local entrepreneurs stand to make immediate, significant long-term gains through the successful establishment of a small business and effective tourist marketing. For example, an individual offering guided fishing expeditions could readily charge $80 per individual for a four-hour experience. With a tour capacity of six guests, this small business owner would collect $480 per fully booked excursion. Offering just two excursions per summer weekend, this entrepreneur could earn $9,600 in a ten-week period, twice the average income for Lake Traverse Reservation residents. The potential for entrepreneurship represents greater financial stability for an individual or family and will bring additional income to the Lake Traverse Reservation that could be used to purchase local foods, goods, and services – ultimately bolstering the local economy and benefitting all Tribal members.
To enhance the tourist experience and allow Lake Traverse Reservation to become a “base of operations” for visitors to the area, Tribal Council is planning creation of an RV park.
Intrinsic to true sovereignty is the ability and opportunity to tell the story of the SWO Tribe and the Dakota people. American society continues to expand its understanding of the importance of considering multiple viewpoints when discussing the history of a nation. The ancient knowledge, customs, language, music, and craftsmanship of the Dakota has always been a guiding force for the SWO Tribe, connecting the present to the past and preserving ancestral awareness. Much work has been done to overcome the losses experienced during periods of forced assimilation, and today the Dakota are proud of the rich and ancient culture that thrives on the Lake Traverse Reservation. SWO tourism will allow visitors to better understand the history of America, enriching modern-day understanding of Tribal lands and overcoming the challenges within an educational system that too often present Native American stories as an eclectic mush that blends the stories of hundreds of unique tribes into an indistinct, irreverent, and irrelevant sidenote.
Importantly, inviting visitors onto the Lake Traverse Reservation will enable the Sisseton Wahpeton Oyate Tribe to share what can be shared, and protect what must be protected. For example, formal tourism efforts will allow the Tribe to ensure visitors are aware of appropriate powwow etiquette. Signage and tours focused on selected historic sites and opportunities for hands-on experiences will encourage visitors to explore locations the Tribe has agreed to share, while protecting sacred sites and knowledge.
The Lake Traverse Reservation holds historic artifacts and living legacies that – if advertised appropriately and strategically presented to the public at large in conscious alignment with Tribal expectations – could draw significant crowds.
In 2017, Sisseton Wahpeton Oyate conducted a pilot tourism event, offering an immersive two-day experience that drew visitors from overseas. The authentic experience catered to educated travelers seeking a hands-on and educational tour of tribal life. The event successfully drew tourists onto the Reservation, where they spent money for lodging, meals, tours, experiences, and souvenirs. Bolstered by this success, the Sisseton Wahpeton Oyate Tribe is now preparing to promote additional tourism efforts to support continued economic gains. Importantly, SWO is eager to take and retain control of Tribal history, sharing culture without commodifying or exploiting traditions but rather, selecting strategies that promote pride, engagement, and understanding.
Steps Already Undertaken
The International Institute of Tourism Studies at George Washington University has been working with SWO since 2016 to explore opportunities and prepare for tourism to jumpstart the economic status on the Lake Traverse Reservation. To date, George Washington University has provided training for staff members of the SWO Tribal Archives and Tribal Historic Preservation Office related to establishing and maintaining tourism. GWU has also supported preliminary efforts to develop and price potential tour opportunities. George Washington University will continue to provide training and support to the Sisseton Wahpeton Oyate Tribe in future years.
Partners have been secured, including the City of Sisseton Promotion Board, Sisseton Chamber of Commerce, and Glacial Lakes and Prairies Tourism Association of Northeast South Dakota, all of which will support advertisement and outreach.
Efforts are currently underway to expand educational opportunities at Sisseton Wahpeton College through Tourism Studies course offerings.
SWO requested, and was awarded, EDA funds supporting the SWO Arts & Cultural Center project. Current funding is focused on building organization and project capacity, investing in essential staff and pre-development efforts to prepare key aspects of the initiative to be shovel ready. Adequately funding pre-development work has been a barrier to advancing projects for the SWO Tribe in the past, and EDA represents a once-in-a-generation funding opportunity to advance a key project that will spur new economic opportunities on Tribal lands, leveraging the potential of tourism to bolster commercial and retail activity and the overall vision of economic prosperity. At this time, a Tourism Feasibility Study is underway, as well as a Tourism Business Plan.
EDA FUNDED
Additional actions underway
Creation of Master Plan: The current version of the SWO Arts & Cultural Center will be finalized by architects, including civil engineering analysis and design.
Creation of Schematic Design: Detailed architectural designs for the entire SWO Arts & Cultural Center, including Schematic design and detailed design development.
Creation of 100-year Floodplain Mapping: In light of a lack of FEMA data for the site, contracting with civil engineers to chart the 100-year floodplain for the site.
Creation of Preliminary Engineering Report: Necessary for future construction, a PER will be completed which details project components, drawings, a feasibility analysis for the constructability of the project, costs and an overall estimated project schedule, as well as a list of all necessary permits.
Essential Personnel: A full-time Project Coordinator is responsible for overseeing project deliverables, including but not limited to developing RFP’s, reviewing proposals and selecting contractors, overseeing contractor deliverables, managing and tracking grant funding; completing required grant reporting.
EDUCATION AND CAPACITY BUILDING GOALS
Goal 2:
Leadership and Funding
Sisseton Wahpeton Oyate is a nationally recognized leader in designing and delivering internal capacity building training to bolster the skills and qualifications of Tribal employees. With documented success in decreasing employment turnover rates and decreasing reliance on tribal social services like TANF, SWO’s Developing Productive Employees program is recognized by the National Congress of American Indians as an exemplary program and is featured on their website to promote replication. SWO now looks to address the need for cultural learning and reconnection to ancestral traditions with a similar method. Over three months, SWO will develop the curriculum for Know Your History leadership development, including a series of three one-hour workshops designed to reintroduce Tribal members to a wide variety of crucial topics, including history, language, ancestral medicines, songs, and Dakota traditions. Once designed, this curriculum will be implemented as in-service professional development for all Tribal employees and offered as night or weekend learning opportunities for other Tribal members. The program will strengthen personal connections to proud traditions while generating interest for further, more in-depth learning in a variety of areas.
Additional projects that need to be prioritized, planned, and developed include, but are not limited to the ones listed in Goal #7. At least two new projects will be prioritized each year and fully developed to include: feasibility study, architectural sketches, preliminary engineering, environmental review, detailed budgets, and a fund development plan. Two initiatives will be prioritized and added in 2024, two in 2025 and so on.
Steps Already Undertaken
Tribal employees currently complete in-service professional development through the Developing Productive Employees program. The policies and procedures for delivering training during the traditional workday are already established and can be leveraged to seamlessly roll out Know Your History.
SOCIAL AND HEALTH EQUITY
Goal 3:
Infrastructure
Safe, Affordable Housing
As of November 2022, Sisseton Wahpeton Oyate Housing Authority is responsible for managing more than 700 low-income homes and Mutual Help homes combined across the Reservation’s seven districts, as well as a hotel in Sisseton containing 29 studio rooms. Because of pervasive high poverty and longstanding housing shortages, there are two separate low-income housing projects on the Lake Traverse Reservation, both of which were funded by HUD/NAHASDA. These include an 11-home project in the Lake Traverse area and one 22-home project in the Long Hollow area. These two projects include five home ownership homes, 20 rent-to-own homes and 20 additional low-income homes. SWOHA is currently implementing a FY21 Indian Housing Block Grant to construct 42 homes for low-income residents. All SWOHA projects are driven by the SWOHA 10-Year Housing Development Plan, the creation of which was mandated by the Tribal Council. Currently, SWOHA is in year three of its plan.
At this time, the Sisseton Wahpeton Oyate Housing Authority maintains a housing waiting list of 300 housings. SWOHA’s most recent Indian Housing Block Grant Formula Data (Fiscal Year 2022) shows that the category “Housing Shortage” is assigned the number 327, representing 327 low-income AIAN households without access to NAHASDA and Current Assisted Stock.
Further complicating the shortage of housing, the aging existing stock frequently presents moderate disrepair challenges. Families participating in the Mutual Help Homeownership Program are responsible for ongoing maintenance, and moderate issues tend to amplify to critical levels. Financial restrictions limit the ability to contract with professionals, and a lack of construction skills prevent families from undertaking repairs on their own.
There are a variety of strategies SWOHA employs to ensure that homes are well-maintained for the long-term. For example, SWOHA maintains current assisted stock in accordance with adopted policies and procedures. SWOHA maintains an adequate labor force of six maintenance persons. Operating and maintenance activities are intended to meet the identified need of assisting affordable housing for our low-income households. Experienced maintenance staff inspect and perform routine and non-routine maintenance as well as the other types of maintenance to ensure that existing rental units remain well-maintained and viable as affordable housing.
Additionally, SWOHA policies and procedures support the long-term viability of units in the following manner: 1) maintain a high rate of occupancy; 2) continue to be aggressive in pursuing and enforcing the established collection procedures to reduce tenant accounts receivable; 3) inspect each rental unit pursuant to the established schedule to assure residents are complying with the established occupancy and maintenance policies; 4) re-certify residents in accordance with the established policies and procedures; 5) maintain and monitor waiting lists in accordance with policies and procedures; and 6) replace and repair maintenance tools and machinery as needed.
Plans for securing future tribal, federal, and any other sources to sustain the project include aggressively pursuing more affordable housing and economic development funding as outlined in the SWOHA 10-Year Housing Development Plan, of which the Housing Authority is currently in Year Three of Ten. Examples of these funding sources that may be used to help ensure that these homes are well-maintained include, SWO/SWHA Program Support funding, FHLB New Construction grant funding, 1st Tribal Lending Construction Loan financing, and SD Housing Development Authority HOME, HOF and HTF funding, among others.
Families want to live on the Lake Traverse Reservation, and it remains a crucial priority build and maintain appropriate housing stock to make these aspirations possible. Living on Tribal lands allows families to access Tribal programs and participate in community life. It is crucial that SWO expands and enhances housing opportunities to meet demand.
Steps Already Undertaken
SWO secured a Healthy Homes grant to support inspection and remediation of health hazards such as mold and radon in homes. Since 2018, SWO has constructed 47 new homes in Barker Hill Phase I and is currently constructing 42 additional new homes as a part of Barker Hill Phase II. Home rehabilitation is also underway, with approximately five families benefiting annually from critical repairs necessary to support safety and home integrity.
Agency Village Water System
Agency Village currently provides water service to 238 service connections within the community, of the 238 services 28 are designated as commercial users. Water distribution in Agency Village is managed by the LTUC. The Agency Village water system has been supplied with drinking water from the BDM Rural Water District since 2005, prior to that, water was supplied from three wells located adjacent to the current ground storage tank. BDM supplies the LTUC an average 55 gpm (peak supply of 79,200 gpd). Water from BDM is stored in a 150,000-gallon below grade water storage tank. These factors are discussed in detail later in this report.
Throughout the years the water system has been expanded to accommodate different developments and additions to the community. Due to these expansions, the LTUC lacks a true set of “Drawings of Construction Record” for the entire Agency Village System. A basic map showing the approximate location and size of each pipe shows that a majority of the water lines in the system were constructed over 40 years ago during the late 1970’s with 6” and 8” PVC piping. The system has experienced some breaks in the system over the years, and repairs have been made with PVC piping, but records of these repairs are not available. In November 2020, personnel from Helms and Associates conducted field flow testing on the water system. Field testing revealed a number of broken hydrants within the system, prohibiting testing at those locations. A few locations with working hydrants were found and able to be tested. The results of the field testing revealed that the majority of static pressures throughout the system were excellent, the exception being Tiospa Zina High School. Initial test sections close to the underground storage tank showed residual pressures and fire flows above the recommended values for a water system. As testing progressed farther away from the tank the results began to reveal problems within the system. Initial flow from fire hydrants were adequate, but the flows were not able to be sustained, and quickly fell to well under 500 gpm to even 0 at some locations. Residual pressures on these sections were also well below the International Organization for Standardization (ISO) recommendations. The results of the field testing show that improvements to the system must be made to help correct the pressure and flow problems that are present. Without proper flow, the system cannot be adequately flushed, resulting in lower water quality.
Water meters play a critical role in determining water demand and high-water users, and accounting for them in future design. A large number of services currently on the Agency Village system are un-metered. This does not allow the LTUC to accurately track and record the monthly water usage per user or for the system as a whole. The water demand for the system was determined from records of water supplied to the LTUC from BDM. It highly recommended that all services are metered. Without an accurate track of water sold it is impossible to determine what the loss is from bought to sold. This could be a significant source of revenue, and because some water distribution goes through undeveloped land, leaks can go undetected for years.
Without system improvements, the LTUC will continue to repair broken lines, have major water losses in the system and continue to experience water supply problems. Projected demand increases as stated in Section 3.3, combined with water loss within the system, will likely exceed the current capacity of the Agency Village system. The LTUC needs to make improvements to prevent a water shortage or complete failure in the future.
Steps Already Undertaken
A Preliminary Engineering Report was conducted in April 2021, examining the Agency Village Water System. Extensive research and testing established baseline performance levels, identified the greatest weaknesses and challenges, and produced the following actionable recommendations:
Inspect and clean existing underground storage tank
Install water meters to reduce water loss within the system and help balance the water budget.
Install / replace fire hydrants and valves.
Phased transmission line improvements to improve water supply and hydrant flow.
Improve the water service to Tiospa Zina Tribal School.
These steps are all recommended to improve and maintain the water system and need to be undertaken and completed over the next five years.
Sisseton-Wahpeton Detention Center
The Sisseton Wahpeton Oyate Tribe is preparing to break ground on a new Sisseton-Wahpeton Detention Center in the Spring of 2023. The original SWO Detention Center, constructed in 1947, was condemned by the Bureau of Indian Affairs in 2017, deemed unsafe for occupancy. Since that time, comprehensive efforts have been underway to replace this essential resource. Short-term solutions included formal agreements with law enforcement agencies in eight surrounding counties and the Bureau of Indian Affairs that enable SWO detainees to be held at facilities off the Lake Traverse Reservation. This solution was not sustainable. Placing detainees in facilities located in North Dakota, South Dakota, and Minnesota represented an extreme logistical challenge. Transportation requirements alone have put a severe financial strain on the already limited resources of SWO Law Enforcement. To properly hold detainees in remote locations, SWO Law Enforcement maintained three full-time positions for Transport Officers, responsible for delivering detainees to available off-Reservation detention centers, collecting them for court dates, and delivering them back again as necessary. At minimum, the nearest collaborating detention centers are 45 miles from the Lake Traverse Reservation. SWO books nearly 1,000 individuals each year, resulting in near-continuous transportation demands that put unnecessary wear and tear on SWO Law Enforcement police vehicles and significantly increase fuel and maintenance expenses.
Prior to COVID-19, this temporary solution was wrought with challenges. The pandemic showcased exactly how ill-contrived this strategy truly was. Transport Officers were trapped in the enclosed space of a vehicle with multiple detainees each day for extended periods of time. Tribal members are being shuttled off the Lake Traverse Reservation into North Dakota, South Dakota, and Minnesota, being admitted into group population facilities that were already crowded and never intended to house additional detainees from Tribal lands 50 miles outside their jurisdiction.
This unsustainable short-term solution was moderately successful for detainees that must remain in custody for a lengthy period of time. Unfortunately, a large percentage of those taken into custody on the Lake Traverse Reservation are held due to a high degree of public intoxication. Prior to 2017 when the SWO Tribe had a functioning Detention Center, these individuals were taken into custody, kept in booking until they “sobered up,” and then released with a list of helpful resources and a recommendation that they pursue those opportunities to improve their lives. This effective strategy would require a law enforcement officer to oversee the individual detained in booking, and little else. Since 2017, these individuals, along with all others arrested on the Lake Travers Reservation, must be housed in Roberts County (South Dakota), Traverse County (Minnesota), and Richland County (North Dakota). Each of these forms of transport represent a 90-minute travel minimum for SWO Transport Officers – simply to hold an individual until they are sober and able to be released. This solution was undertaken under duress, requires tremendous amounts of wasted manpower and resources, and must be replaced with a long-term arrangement.
To sustainably address the challenges of the Lake Traverse Reservation, the SWO Tribe has focused on raising capital necessary to construct a new Sisseton-Wahpeton Detention Center – an effort that has been largely successful. Negotiations with the Bureau of Indian Affairs have resulted in a $5.1 million commitment towards constructing a 25-bed facility with a customized intake / booking area designed with multiple temporary detox beds to meet the unique needs of the Lake Traverse Reservation. Architectural designs are complete and reflect environmentally responsive construction materials and strategies. A building site has been identified, and infrastructure requirements such as roadways and utilities have been met. In March 2021, a full-time Project Manager was hired. Renderings are complete and the SWO Tribe is preparing to construct a durable concrete block and steel structure that will meet local needs for decades to come. At a cost of approximately $500 per square foot of facility, the project will total $11 million. The Great Western Bank is prepared to offer a loan totaling $4.7 million. The final $1.2 million was secured from CTAS Purpose Area 4. When the ground thaws in early 2023, SWO will begin construction and realize a sustainable long-term remedy. The new Sisseton-Wahpeton Detention Center will create new job opportunities, enable SWO Law Enforcement to reallocate Transport Officers to patrol duties, reduce fuel expenses, and extend the life expectancy of police vehicles
Looking Forward
Prioritizing Future Opportunities
Intentional, planned growth and expansion is crucial for sustainable economic gains. Surveys and outreach collecting data from community members and Tribal leadership has resulted in a large list of potential opportunities. Formal review must be undertaken, with Feasibility Studies completed to ascertain which ideas represent true opportunities, the expected timelines with each, and the potential economic results.
A PARTIAL LIST
Suggestions for improving economic opportunities or social services on the Lake Traverse Reservation
To identify priorities and lay a foundation for pursuit, formal examination of these potential opportunities must be undertaken.
Glamorous Camping Facility with Infrastructure and Access to Amenities
Insurance – Open Market with Cost Savings
Water Bottling
Office Supply Partnership
Building Supply Partnership
Grow-Your-Own Apprenticeship Programs
Hemp – Growing, Selling, Manufacturing
Business Degree Students Develop Plans
In-Home Dialysis
Substance Treatment Center
Assisted Living Center
Health and Community Wellness Center
Threats
Significant threats to progress have been identified by community members, the Reservation Planning Commission, and Tribal Council.
Significant threats to progress include:
Race Relations
Tribal Politics
Environmental Damage
Slow Decision-Making Process
Education Attainment of Youth
Loss of Spirituality, Cultural Values, and Language
Low Recruitment for Sisseton Wahpeton College
Reliance on Gambling Revenue
Sisseton Wahpeton Oyate EDA Planning Department | William Fish, EDA Planner | Contact
This Sisseton Wahpeton Oyate Comprehensive Economic Strategies Plan
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