International Association of Chiefs of Police

Promising Practices for Improving

Safety in Indian Country

BJABureau of Justice Assistance

Office of Justice Programs U.S. Department of Justice
This document was prepared by The International Association of Chiefs of Police, under grant number

2002-AC-BX-0001, awarded by the Bureau of Justice Assistance, Office of Justice Programs, U.S.

Department of Justice. The opinions, findings, and conclusions or recommendations expressed in this 

document are those of the authors and do not necessarily represent the official position of the U.S.

Department of Justice. 

May 2006 

The Bureau of Justice Assistance is a component of the Office of Justice Programs, which also

includes the Bureau of Justice Statistics, the National Institute of Justice, the Office of Juvenile Justice 

and Delinquency Prevention, and the Office of Victims of Crime.

Office of Justice Programs 

Partnerships for Safer Communities 

www.ojp.usdoj.gov

International Association of Chiefs of Police 

www.theiacp.org
Table of Contents 

IACP Staff ..................................................................................................................................i 

Introduction .............................................................................................................................1 

Chapter 1: Jurisdiction...........................................................................................................3 

Arizona State Legislation: 13-3874, Indian Police Powers.........................................4 

 Flandreau, South Dakota Police Department..............................................................7 

Kansas State Senate Bill 9..............................................................................................12 

 Oklahoma State Statute SB 1208 .................................................................................14 

Chapter 2: Cooperation and Coordination....................................................................17 

Inter-Tribal Community Intervention Task Force of Butte County......................18 

California Attorney General’s Office of Native American Affairs.........................24 

 Inter-Tribal Integrated Justice Pilot Project...............................................................28 

 Riverside County Sheriff’s Native American Affairs Commission.........................33 

Chapter 3: Resources...........................................................................................................36 

Gallup, New Mexico Alcohol Safety Program...........................................................37 

 Nebraska Minority and Justice Task Force ................................................................42 

 New Mexico State Department of Indian Affairs.....................................................47 

 Spirit Lake Nation Recovery and Wellness Program................................................51 

Chapter 4: Training and Education................................................................................54 

New Mexico Tribal-State Judicial Consortium 

and the Cross-Court Cultural Exchange.....................................................................55 

 San Diego County Sheriff’s Tribal Liaison Program ................................................59 

Appendices .............................................................................................................................61 

 A – Ordinance No. 480, An Ordinance Providing for a 

Public Safety Commission and Police Department ..................................................62 

 B – Joint Powers Agreement for Law Enforcement Services.................................65

 C – Executive Order 2002-01.2, North Dakota Commission 

on Drug and Alcohol Abuse.........................................................................................68
Promising Practices for Improving 

Safety in Indian Country 

IACP Staff 

Executive Staff 

Daniel Rosenblatt Executive Director 

Eugene Cromartie Deputy Executive Director 

John Firman Research Center Director 

Project Staff 

Elaine Deck Program Manager 

Kristine Saltarelli Project Manager 

Laura Bell Technical Assistance Coordinator 

International Association of Chiefs of Police 

515 North Washington Street, Alexandria, Virginia 22314-2357 

Phone: 703/836-6767; 1-800-THE-IACP

www.theiacp.org

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Promising Practices for Improving 

Safety in Indian Country 

Introduction 

n 2001, the International Association of Chiefs of Police (IACP), in partnership 

with the U.S. Department of Justice, Bureau of Justice Assistance and other agencies of the Office of Justice Programs, and along with tribal nations from the 

United States convened a National Policy Summit to explore ways to Improve Safety 

in Indian Country. The summit brought together decision makers from every area of 

the criminal justice system in local, state, tribal and federal law enforcement and justice agencies. 

I 

As a result of that summit, the participants suggested 52 recommendations for improving safety in Indian country in the following six topical areas: 

 Jurisdictional issues in Indian country 

 Resources for Indian country justice and programs agencies 

 Training and education 

 Coordination and collaboration between justice agencies 

 Response to victims of crime 

 Prevention strategies to reduce crime 

Recommendations were intended to engage every sector of society to take part in 

crafting and implementing change. Recommendations called for change by the federal

government; tribal governments; state, federal and tribal law enforcement; federal, 

state and tribal courts; various program and services providers; and citizens of the 

United States and of all 562 nationally recognized Indian nations. If change were to 

happen, everyone would need to be involved. 

As a second phase of the summit and recommendations, the IACP Safety in Indian 

Country Project began a project to bring the summit recommendations to more tribes 

and to explore solutions and identify collaborative promising practices in the six topic 

areas. In an effort to reach the most tribes, the project’s advisory group selected four 

regions to hold regional symposia, the South West, Great Plains, North East and California. Between 2002 and 2005 partnerships were established, the four events were

held, dialogue was exchanged and promising practices were identified. 

Not all six topics are represented by a promising practice in this report, either because the program did not meet selection criteria, or because the program preferred 

not to be listed. Selection criteria were: 1) program was collaborative in nature between state, tribes, law enforcement, and/or federal government, 2) program was

operational with proven successes in promoting safety and well-being, 3) program exIntroduction 1
Promising Practices for Improving 

Safety in Indian Country 

hibited sustainability, 4) program overcame obstacles and learned from failures and/or 

mistakes. The programs selected for this report are not all new; some have been in existence for some time. A proven track record was considered an asset in the selection 

process. The selection panel included IACP program staff, summit advisors, and state 

and federal partners. 

This document records the legislative, programmatic, law enforcement and courts 

promising practices that are making life safer for Indian people all around the United

States. Contact information for the leaders who have developed or who manage these 

efforts are included in the hope that these programs can be shared and implemented

in many other locations around the country. 

The programs cited in this report make it clear that significant progress, both in 

program innovation and law enforcement leadership, is being made in Indian country.

Tribes continue to build strong partnerships between federal, state, local, and county 

law enforcement and justice agencies that are promoting and improving safety in Indian county. 

Introduction 2
Promising Practices for Improving 

Safety in Indian Country 

 

Jurisdiction 

aw enforcement officers working in Indian country operate within a 

complex jurisdictional environment where overlaps of jurisdictional 

authority often impacts how they carry out their duties. Among the 

r

L

ecommendations of the 2001 Summit related to jurisdiction was: 

“Tribal, federal, state, and local law enforcement agencies 

should pursue cross-jurisdictional cooperation whenever and

however possible.”

Promising Practices on this topic illustrate how legislative clarity and cooperation between law enforcement, justice and communities can improve 

safety and quality of life for all residents living within their jurisdictions. 

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Arizona State Legislation: 13-3874 

Indian Police Powers 

Program Summary 

State Criminal Code 13-3874 was signed into 

law first in 1972 and amended to its current form

in 1991. The law grants full arrest authority and 

state certification to tribal law enforcement 

officers. This is a critical step in linking tribal law

enforcement into state and federal information 

systems as well as clarifying jurisdictional 

authority that is still a challenge to many tribal 

law enforcement agencies around the United

States. 

Description 

In 1972, Arizona tribal police chiefs worked 

together with State Senator Scott Alexander to 

gain passage of Senate Bill 1228 that granted recognition of full arrest power for tribal 

police officers. In 1991, tribal police leaders worked with State Senator James 

Henderson to pass Senate Bill 1402 that amended the original statute to cover liability 

issues. This process was a collaborative effort between the Arizona Tribal Police 

Chiefs Association, tribal leaders, the Bureau of Indian Affairs, and Arizona state 

senators. Arizona State Legislation 13-3874 states the following: 

Contacts: 

Terry Goddard 

Attorney General 

Office of the Attorney General 

1275 West Washington Street 

Phoenix, AZ 85007 

Tel: (602) 542-5025 

ag.inquiries@azag.gov 

Henry Pino 

Chief of Police 

Ak-Chin Police Department

47314 W. Farrell Road 

Maricopa, AZ 85239 

(520) 3568-2281 

A. “While engaged in the conduct of his employment, any Indian police officer who 

is appointed by the Bureau of Indian Affairs or the governing body of an Indian

tribe as a law enforcement officer and who meets the qualifications and training 

standards adopted pursuant to section 41-1822 shall possess and exercise all law

enforcement powers of peace officers in this state”. 

B. “Each agency appointing any Indian police officer pursuant to this section shall be 

liable for any and all acts of such officer acting within the scope of his 

Jurisdiction 4
Promising Practices for Improving 

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employment or authority. Neither the state nor any political subdivision shall be 

liable for any acts or failure to act by any such Indian police officer.” 

Coordination and Collaboration 

The passing of this state statute made several improvements to law and public 

safety in Indian Country. Firstly, it brought parity to tribal police officers by 

empowering them with full arrest powers provided they meet the required standard of 

training. Secondly, the statute clarifies the jurisdictional authority of tribal law 

enforcement officers. Thirdly, the statute improves law enforcement collaboration 

and coordination to occur between tribes, local towns, counties and Arizona 

Department of Public Safety by essentially establishing them as equals. This type of

law enforcement collaboration reinforces the commitment to public safety and border 

security by facilitating the sharing of recourses without the need of additional legal

agreements. 

Funding 

This law places no additional fiscal burden on tribes as certification by Arizona 

Police Officer Standards and Training is at no cost to any Arizona police agency. 

Partnerships 

This law has strongly promoted coordination and cooperation between tribal, state, 

federal and local law enforcement. It eases the process of developing 

intergovernmental agreements, mutual aid agreements and other types of formal and 

informal cooperation between law enforcement agencies. It also facilitates the sharing 

of critical information between justice agencies by establishing all law enforcement 

officers in Arizona as equals. 

Impact and Outcomes 

Since the passage of statute 13-3874, several collaborative efforts have been formed 

in Arizona between federal, state, local and tribal law enforcement. 

The Indian County Intelligence Network (ICIN) was formed in 1994 and continues

to be a unique model of statewide partnership between state justice agencies and all 

twenty-one Arizona tribes. ICIN was established to improve communication, provide 

training, effect positive change, and strengthen relationships between tribes and

neighboring jurisdictions. 

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 ICIN is comprised of law enforcement executives from tribal law enforcement and 

corrections agencies, Bureau of Indian Affairs, Federal Bureau of Investigation, 

United State’s Attorney’s Office, Arizona Department of Public Safety, and other 

Arizona state and municipal agencies. 

 ICIN meets once a month moving from one hosting location to another in 

Arizona. 

 There are no membership dues, fees or financial obligations. Meeting rooms, 

training instructors are in-kind contributions by members. Members who are 

AZPOST General Instructors (GI) or Subject Matter Experts (SME) provide free 

training on a host of topics. 

 There are three subcommittees dealing with specific information- sharing issues on 

the following topics: Interagency/Legal/Jurisdictional, Training , and Corrections. 

 ICIN members understand the unique qualities of tribal law enforcement and have 

become leaders in promoting collaboration and coordination across justice 

agencies. 

 The members and their colleagues are subject matter experts in a variety of areas. 

The members themselves arrange for or provide training on communication and 

technology issues. 

 ICIN has provided expertise to other states that have formed their own ICIN 

groups in California, Nevada, Washington, and New Mexico. 

 ICIN Chair: The committee members elect a chairperson each year. The current 

chairperson is Assistant Chief Karl Auerbach, Salt River Pima Maricopa Indian 

Community Police Department, 10005 East Osborn Road, Scottsdale, Arizona 

85256, (480) 850-8201, karl.auerbach@saltriver.pima-maricopa-nsn.gov. 

Because Arizona is a border state, the importance of collaboration and 

coordination of law enforcement services are increasingly important. Security of U.S. 

borders is a major component of Arizona tribal law enforcement agencies.

Partnership between tribal, federal, state, and local agencies support interdiction

activities, and increased demands on law enforcement personnel and equipment. 

Jurisdiction 6
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Flandreau, South Dakota 

Police Department 

 

Program Summary 

Contact: 

Chief Ken James 

Flandreau Police 

Department 

200 N. Crescent St. 

Flandreau, SD 57028 

Tel: (605) 997-3830 

flandreaupd@iw.net 

Flandreau Police Department (FPD) is the 

result of a merger between the City of Flandreau, 

South Dakota and the Santee Sioux Tribe. The 

City of Flandreau and the Flandreau Santee Sioux 

Tribe signed a Joint Powers Agreement 

establishing a police department with shared 

jurisdiction between the city and the tribe. The 

department of seven officers and two staff

provides law enforcement for the city of 

Flandreau and the tribe, a population of 2,500. 

This merger is unique in the United States. The 

Joint Powers Agreement formalizes a merger that 

brings together a city of non-Indian people and a 

sovereign Indian tribe to share police powers. 

Description 

In August 2000, the City of Flandreau and the Flandreau Santee Sioux Tribe 

developed a Public Safety Commission to review law enforcement issues and 

concerns. The city and tribal councils were considering a law enforcement partnership 

to improve public safety within the city and tribal jurisdictions. The Moody County 

Sheriff’s Office was serving both the city and tribe; however, the city and tribe were 

concerned over perceived gaps in law enforcement services. The city and tribal 

commission’s study indicated that a joint power agreement would promote 

intergovernmental relations and enhance public safety services. The recommendations 

in the partnership indicated that both entities would have control over law 

enforcement services with city and tribal financial contributions. The commission’s 

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Promising Practices for Improving 

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reports recognized that combining services would reduce the operational cost of law

enforcement services and very possibly enhance public safety through a merger. 

The FPD is approaching five years of operation. The diverse community they serve 

is strong in economic development, agriculture, cultural affairs, and education. The 

Flandreau community has a public school and a Bureau of Indian Affairs boarding 

school. The public school has approximately 33 percent Native American students 

and the Flandreau Indian School has over 400 students from 29 U.S. tribes. The 

Flandreau Santee Sioux Tribe owns and operates one of the premier casinos in South 

Dakota with over 400 employees. The FPD has effectively provided public safety 

services to a diverse community that continues to attract visitors for entertainment 

and recreational purposes. 

The FPD, with Native and non-Native officers, continues to pursue excellence 

through a variety of training and community policing practices. FPD’s effective 

policing is embodied by the cooperative partnership that strengthens unity and shared 

vision between the city and the tribe. Shared public safety initiatives between the city

and tribe, promote a model to other agencies. Unified community leaders from the 

city and tribal government have the enthusiasm and willingness to diplomatically

resolve community concerns making the FPD the only city/tribal police department 

in the U.S. The charter of the joint power agreement codifies a shared vision and

mission between city and tribe. The effectiveness of the FPD operations is based on 

community policing principles of cooperation and shared respect. 

The partnership between the city and tribe resulted in forming the Flandreau Public

Safety Commission. The commission became the Public Safety Committee,

comprised of members from the executive committee, city council, tribal council, and

citizens to oversee the operations of the police department. The committee reports 

directly to the mayor. 

On January 18, 2005, Harvard University, on behalf of the Harvard Project on

American Indian Development, nominated the FPD for an Honoring the Nations 

Award for the year 2005. Honoring Nations is an awards program administered by the 

Harvard Project on American Indian Economic Development and was created in 

1998. Honoring Nations identifies, celebrates, and shares outstanding examples of 

tribal governance across a broad range of subjects and topic areas, such as health care, 

education, intergovernmental relations, policy development, economic development,

and resource management. The FPD is the only law enforcement program nominated 

to represent Native American Programs. FPD is one of only seven organizations or

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Promising Practices for Improving 

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programs in the U.S. recognized by Harvard and honored for innovative approaches 

to business. 

Coordination and Collaboration 

The Joint Powers Agreement that established the FPD is a positive example of 

coordination and collaboration between the tribe and the city. The Flandreau City 

Council, mayor, Flandreau Santee Sioux Tribal Council, and Public Safety Committee 

meet regularly. The coordination extends to education, housing, health-care, parks and 

recreation, economic growth, transportation, community mission and vision. 

Funding 

The police department is funded through a partnership between the city and tribe. 

Approximately 70 percent of the cost is incurred by the city and 30 percent by the

tribe. Additional resources have been gained through state and federal grants as well 

as a cash award from the Harvard University Honors Award. 

Partnership 

One example of partnership between the FPD and other agencies is the creation of 

the Flandreau Methamphetamine Community Coalition (FMCC), formed in 2004 as a 

community response to concern over production, sales and use of methamphetamine 

in a region of the city and tribe. The mission of the coalition is: 

To educate, create awareness, and seek solutions to methamphetamine 

and other illicit street drug use in our community.

Community leaders and members formed the FMCC in the fall of 2004 over

concern about the dangerous drug (methamphetamine), and how it was affecting the 

community, and the State of South Dakota. Representatives from Flandreau tribal and 

community agencies attended the meetings along with members of the U.S. 

Attorney’s Office and the Sisseton Wahpeton Housing Authority. 

The Flandreau Santee Sioux Tribe sponsored training for the coalition members as 

well as all casino and tribal staff. The FMCC decided to focus not only on the 

methamphetamine problem in the community, but also other serious problems such 

as underage drinking which leads to the use and abuse of other illegal drugs.

Jurisdiction 9
Promising Practices for Improving 

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The FMCC encourages the community’s involvement and suggestions. FMCC 

members include: Leah Fyten, Chairperson and Executive Director for the tribe’s 

Housing Authority; Randy Wade, Vice Chair and Flandreau Public Safety 

Commission member for the tribe and business owner; Rhonda Haukaas, Secretary, 

Advocate for the Wholeness Center (Shelter); Royal River Casino Security and 

Surveillance Directors; Healthy Start Program; Flandreau Police Department; City 

Council members; Tribal Council members; Community Counseling Center; and 

Social Services. 

The Coalition planed and held a regional summit for tribes in North and South 

Dakota to bring about awareness of methamphetamine in our communities and share 

information with other coalitions and task forces. 

Impact and Outcomes 

The best indicator of the success of the FPD is status of public safety in the two 

communities. The merger has not been effected by change in membership to the City 

Council or Tribal Council. Two members of the City Council and School Board are 

Native American. Chief Ken James reports the following successes: 

 Fewer formal complaints against law enforcement are made each year. 

 Casino and public safety program cooperate effectively. 

 The city endorsed the tribe’s plan to enlarge the casino operations. 

 Citizens of both the city and tribe support community programs. 

 All crime reports are printed weekly in the city newspaper. 

 The Methamphetamine Task Force has been a positive influence to reduce use in

the city and reservation. 

 Driving Under the Influence Initiatives have been successful in lowering DUI 

offenses in the city and reservation. 

 The police department purchased a drug dog to assist in investigations, searches 

and seizures of drugs. 

 The Flandreau Santee Sioux Tribe bought a fire truck for the city.

 The police department received the Harvard University Honoring Nations Award. 

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Promising Practices for Improving 

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The leadership, collaboration and the efforts of Chief Ken James, the tribal council, 

city council and mayor have enhanced public safety and the quality of life for all 

citizens of the City of Flandreau and the Flandreau Santee Sioux Tribe. 

Jurisdiction 11
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Kansas State Senate Bill 9 

 

Program Summary 

Contact 

Terry Scott 

Chief of Police 

Potawatomi Tribal Police 

Department 

16344 Q Road 

Mayetta, KS 66509 

Tel: (785) 966-3024 

tjscott@pbpnation.org 

On April 16, 2004, Governor Kathleen

Sebelius signed SB 9 into law granting tribal law 

enforcement officers the statutory definition of 

law enforcement officer in the State of Kansas. 

Officers are required to complete the initial 

training and continuing education required under 

the Kansas Law Enforcement Training Act. 

Through this bill, Kansas became one of few 

states in the United States to grant full law 

enforcement authority to tribal law enforcement 

and further clarify jurisdictional authority of 

police officers in the State of Kansas. 

Description 

The Kansas State Senate Bill 9 (SB 9) allows tribal law enforcement officers to 

“exercise the powers of law enforcement officers anywhere within the exterior limits 

of the tribe’s reservation” subject to the following conditions: 

 The tribe must secure liability insurance coverage for damages assessed in state or 

federal court from acts of the tribal law enforcement agency in amounts specified 

in the bill. 

 Claims brought against the tribal law enforcement agency must be processed as if 

the tribe were the state pursuant to the Kansas Tort Claims Act. 

 The tribe must waive its sovereign immunity to the extent necessary to permit 

recovery under the liability insurance to cover mutual aid agreements. 

If tribal law enforcement officers are requested to assist local or state law 

enforcement, the tribal officers are considered to be an officer of the agency being 

Jurisdiction 12
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assisted. The tribal agency or officer, is granted the same powers, duties, and 

immunities of the local or state agency during the period of time in which the tribal 

law enforcement agency or officer is providing assistance. This power is conferred

upon tribal police officers representing the four resident tribes of Kansas: the Prairie 

Band Potawatomi Nation, Kickapoo Tribe of Kansas, Sac and Fox Nation of 

Missouri, and the Iowa Tribe of Kansas and Nebraska. 

Coordination and Collaboration 

Kansas Bill SB 9 was passed through the cooperation and collaboration of the Joint 

Committee on State-Tribal Relations, Kansas state legislature, and the four resident 

tribes of Kansas. 

Funding 

There is no fiscal impact associated with this bill or the powers it confers. 

Impact and Outcomes 

Kansas Bill SB 9 establishes equality between all Kansas state law enforcement for 

the purpose of providing mutual aid and providing law enforcement services for all 

residents of Kansas. As a result of the bill, jurisdictional concerns have been clarified,

officer safety has been enhanced, law enforcement agencies can more effectively assist

one another using and mutual aid agreements, and liability concerns are put to rest. 

Leadership by the public safety agencies of the tribes and state, the state legislature 

and Governor Kathleen Sebelius has improved the cooperative nature of law 

enforcement professionals in the State of Kansas and enhanced the quality of public 

safety by this action. 

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Promising Practices for 

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Oklahoma State Statute 

SB 1208 

Program Summary 

Contact: 

Jim Cox 

Executive Director 

Oklahoma Association of 

Chiefs of Police 

3701 Southeast 15th Street 

Suite 100 

Del City, OK 73115 

Tel: (405) 672-1225 

jimcox@okla-chiefs.org 

Oklahoma State Statute, SB 1208 sponsored 

by State Senator Charlie Laster and 

Representative Kris Steel, and signed by 

Governor Brad Henry in March 2004 allows the 

Council on Law Enforcement Education and 

Training (CLEET) to issue peace officer

certification to tribal law enforcement officers 

who are commissioned by an Oklahoma law 

enforcement agency, who have been crossdeputized and who meet the training and 

qualification requirements. In addition, the

statute was amended to standardize crossdeputization agreements throughout the state, 

simplifying and streamlining the process of 

interagency agreements. This legislation passed

with bipartisan support. 

Description 

Oklahoma law states: “All tribal police officers of an Indian tribe or nation who 

have been commissioned by an Oklahoma agency pursuant to a cross-deputization 

agreement with the State of Oklahoma or any political subdivision of the State of

Oklahoma pursuant to the provisions of Section 1221 of Title 74 of the Oklahoma 

Statutes shall be eligible for peace officer certification under the same terms and 

conditions of members of the law enforcement agencies of the State of Oklahoma

and its political subdivisions, except that a fee of three dollars and sixteen cents

($3.16) per hour of training shall be charged for all basic police course training

provided pursuant to this subsection...CLEET shall issue peace officer certification

to tribal police officers who, as of July 1, 2003, are commissioned by an Oklahoma

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Promising Practices for 

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law enforcement agency pursuant to cross-deputization with the State of Oklahoma

or any political subdivision of the State of Oklahoma pursuant to the provisions of 

the State of Oklahoma pursuant to the provisions of Section 1221 of Title 74 of the 

Oklahoma Statutes and have met the training and qualification requirements of this 

section”. 

Coordination and Collaboration 

SB 1208 was passed through the cooperation and collaboration of the Oklahoma 

Association of Chiefs of Police, Oklahoma Joint Committee on State-Tribal Relations,

State Senator Charlie Laster, Representative Kris Steel, Governor Brad Henry, and the 

CLEET director. 

In August of 2003, a meeting of tribal law enforcement administrators was held in 

conjunction with the Oklahoma Association of Chiefs of Police Annual Meeting. The 

meeting addressed issues revolving around the peace officer status of tribal officers 

when assisting non-tribal agencies outside their jurisdiction. Tribal administrators and 

the Director of CLEET, the Oklahoma POST agency that certifies law enforcement 

officers and its legal council, attended the meeting. Law enforcement representatives 

from New Mexico and Kansas were also in attendance. 

It became apparent that a legislative solution was needed. The Oklahoma

Association of Chiefs of Police agreed to meet with legislators to apprise them of the 

situation. A subsequent meeting was held with the Legislative Service Bureau, that 

drafts bills for the legislature, the CLEET director, legal council, and tribal law 

enforcement administrators. Draft language for the statute was agreed upon, drafted 

and a bill number was assigned for the upcoming legislative session. 

Throughout the process, tribal and non-tribal law enforcement agencies, tribal 

governments, sheriffs, and other organizations such as the Oklahoma Municipal 

League were apprised of the issues and proposed language for the statute. The entire 

effort was an inclusive one that had as its goal officer safety and improved public 

safety. The bill passed and was signed by the Governor in April 2004. 

Funding 

There is no fiscal impact associated with this bill or the powers it confers. 

Jurisdiction 15
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Impact and Outcomes 

 In October 2004, the Oklahoma Association of Chiefs of Police, Board of 

Directors took action by recommending a full voting Board of Directors position 

for a tribal law enforcement representative. In January 2005, the position was

passed by a vote of the full membership. The first person to assume the position 

was Chief Ray Anderson of the Comanche Nation Police Department. 

 Partner agencies that were successful with the passage of SB 1208, then worked to 

simplify and streamline the deputization agreement. Due to the large number of 

tribal nations in Oklahoma and the need to cooperate across the “checkerboard” 

jurisdictional map, there existed many types of deputization agreements used by 

tribal agencies, state agencies and the Bureau of Indian Affairs, Office of Law 

Enforcement Services. The new format was submitted to the legislature in 

November 2005, was reviewed by the Tribal Affairs Committee of the Oklahoma 

Senate and House of Representatives and was forwarded to the Governor, who 

signed the bill. 

 The Oklahoma Municipal League and the Tribal Nations of Oklahoma have 

developed a Tribal Dialogue Group with the express purpose to “create a forum 

where tribal and municipal leaders can learn from each other and discover our 

common vision”. 

The efforts of the tribal and non-tribal leaders in Oklahoma have changed the law 

enforcement community for the better by establishing dialogue, understanding and

legislative equity between law enforcement professionals. Public safety and homeland 

security efforts are improved by professional clarity and parity between officers and 

organizations that are now more prepared to serve and protect their constituents. 

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Cooperation and 

Coordination 

he impact of collaboration and cooperation between law enforcement and justice agencies assures a more consistent application of justice for all people.

Justice systems that are coordinated, or that cooperate across jurisdictional and

cultural boundaries, ensure fairness and equity under the law. Among the recommendations of the 2001 Summit related to collaboration and cooperation was: 

T

“Tribal governments should seek to improve the technology capacity of 

their justice systems; ultimately working toward integrated systems for

information sharing between tribes; the federal government and other 

sources of funding should support such efforts.” 

Promising Practices on this topic illustrate how tribal and state justice systems have 

developed for integration models or how, through information sharing at the tribal, 

state and local level, crime has been lowered and justice systems work more effectively. 

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Promising Practices for Improving 

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Inter-Tribal Community 

Intervention Task Force of 

Butte County 

Program Summary 

The Inter-Tribal Community Intervention 

Task Force was formed in July 1997 by members

of five tribes, state and tribal public health 

services, and many tribal, local, state, and federal 

law enforcement and justice agencies as a

response to drug trafficking, suicides, family 

violence and sexual assaults impacting the safety 

of the five tribal communities and the towns 

surrounding them. This broad coalition

continued to grow as public safety was improved. 

The tribal community program members and 

residents forged lasting partnerships with the police, justice and health providers 

who joined them to reduce crime and improve the safety and quality of life on the 

rancherias in Butte County. 

Contact: 

Mitch Brown 

Chief of Police 

City of Oroville 

2055 Lincoln Street 

Oroville, CA 95966 

Tel: (530) 538-2451 

brownmj@cityoforoville.org 

The coalition between tribal and non-tribal organizations has significantly 

contributed to the reduction of jurisdictional rivalry and has brought historical 

adversaries in this PL-280 state to the policy table and improved public safety. 

Description 

The Inter-Tribal Community Intervention Task Force was designed to mobilize

local resources to improve the health and safety of the members of local tribal

communities. The task force uses a formal consensus model, maintains a routine 

schedule of meetings, and requires each task force committee to develop and

accomplish goals each year. The task force is results oriented and is committed to

building results-oriented relationships. Involvement in the task force provides 

many opportunities to improve individual member’s understanding and

Cooperation and Coordination 18
Promising Practices for Improving 

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appreciation of one another’s cultural differences and in turn, enhances the 

communities they serve when the members bring that knowledge and awareness 

back to their agencies and co-workers. The multi-cultural understandings have

been improved by the task force members each committing to learning about one 

another through presentations made at task force meetings on the following

topics: 

 Native American cultural and tribal life ways 

 Cross training for law enforcement 

 Cultural sensitivity or awareness of service needs for the Native population in 

Butte County 

 Native American historical trauma and multi-generational post traumatic stress 

 Sovereignty and law enforcement jurisdictional challenges 

The task force members emphasize how trust was built with tribal members by 

establishing agency and personal relationships on the task force. As a result, the 

tribal communities relationships with county public safety and health services 

agencies improved and stabilized. Services to tribal communities became 

consistent as public safety stabilized the community life when community

members supporting county, local and state police eradicated drugs and violence 

from the communities and eliminated fear and danger as a community norm. 

Positive outcomes and results continue to keep the morale of the task force high

as members share a commitment to sustain the improvement of health and safety. 

The tribes and public safety personnel worked together to reduce crime in the 

following manner: 

 Community members reported drug trafficking, selling and use to police by 

establishing a community watch. 

 Law enforcement made arrests and the Butte County District Attorney tried 

the cases. This removed the unwanted criminals from the communities. 

 County health providers were no longer afraid to enter the rancherias and 

services were once again provided. 

 Tribal council members joined the task force, became involved, visible and 

supportive. 

 Community members developed trusting relationships with public safety 

officials and health workers. They shared their culture and beliefs with one 

Cooperation and Coordination 19
Promising Practices for Improving 

Safety in Indian Country 

another helping the non-Indians to understand and work cooperatively and 

successfully within the family and community structure. 

 Truancy was dramatically reduced as family life stabilized. 

Coordination and Collaboration 

Through the commitment of the original members of the task force, the 

collaboration between agencies and representatives strengthened and community 

life improved. Success of the partnerships attracted additional member agencies 

onto the task force. Commitment by the leadership of member agencies set the

tone that built the broad partnership and made it effective at all levels of their

individual organizations. This leadership was a key element in the successful 

outcome of this collaboration. Members of the task force include the following

individuals, groups, and agencies: 

Federally Recognized Tribes 

Berry Creek Rancheria 

Chico Rancheria 

Enterprise Rancheria 

Mooretown Rancheria 

Non-Federally Recognized Tribe 

Konkow Valley Band of Maidu 

Indians 

Elected Officials 

Butte County Supervisor Jane Dolan (Chico) 

Butte County Supervisor Bob Beeler (Oroville) 

Tribal Council members of each tribe 

Behavioral Health Agencies 

Butte County Behavioral Health 

Feather River Tribal Health 

Behavioral Health 

H.E.R.E. (Homeless Emergency 

Runaway Effort) 

Paradise Counseling Center 

Health Agencies 

Butte County Public Health 

Feather River Tribal Health 

Northern Valley Indian Health 

Oroville Hospital 

Law Enforcement/ Public Safety 

Agencies 

Butte County District Attorney 

Butte County Fire Department 

Butte County Office of Emergency 

Services 

Butte County Probation 

Department 

Butte County Sheriff 

Cooperation and Coordination 20
Promising Practices for Improving 

Safety in Indian Country 

Butte Interagency Narcotics Task 

Force 

California Department of Forestry 

California Department of Parks & 

Recreation 

California Highway Patrol 

Chico Rancheria Housing Security 

Enterprise Rancheria 

Environmental Protection Office 

Feather Falls Casino Security 

Gold Country Casino Security 

Mooretown Rancheria Emergency 

Services 

Mooretown Rancheria Enforcement 

Mooretown Rancheria 

Environmental Protection Office 

Mooretown Rancheria Gaming 

Commission (Feather Falls 

Casino) 

Northern Circle Indian Housing 

Authority 

Oroville Police Department 

United States Forest Service

Social Services Agencies 

Berry Creek Rancheria ICWA & 

Social Services 

Butte County Adult Services 

Butte County Children’s Services 

Butte County Social Services 

Butte County Children’s ServicesFoster Care Licensing 

For the Children Advocacy 

Community Action Agency 

Feather River Tribal Health Family 

Resource Center 

Mooretown Rancheria ICWA & 

Social Services 

Northern Valley Catholic Social

Services 

Southside Family Resource Center 

Victims’ Services Agencies 

Butte County Domestic Violence Unit 

Catalyst 

Feather River Tribal Health FOCIS Program 

Rape Crisis

Youth & Education 

Butte Community College 

Butte County Office of Education 

California State University, ChicoSchool of Social Work 

Central Middle School 

Chico Boys & Girls Club 

Chico Unified School District- Safe 

Futures Program 

Feather River Tribal Health- Bear 

Dreamers 

Feather River Tribal Health- Na 

Nom Pem 

Four Winds of Indian Education 

Healthy Start Regional Program 

Hearthstone Charter School 

Helen Wilcox School 

Cooperation and Coordination 21
Promising Practices for Improving 

Safety in Indian Country 

Youth & Education (cont.) 

Las Plumas High School 

Oroville High School 

Palermo Elementary School 

Palermo Unified School District 

Parent Education Network 

Private Industry Council 

Valley Oaks Children’s Services 

Y.M.C.A. 

Funding 

The Butte County and Inter-Tribal Task Force is funded by in-kind contributions 

from each partner agency as well as grants from the following agencies: 

 Substance Abuse and Mental Health Services Administration (SAMHSA) 

Community Action Grant Programs 

 California Endowment Grant 

 S.H. Cowell Foundation Grant 

Partnerships 

Members of the task force are listed above. 

Impact and Outcomes 

Successful outcomes of the task force show positive change between tribes and the 

criminal justice system that impact public safety, the courts, public and family health,

economic growth, and cooperation between the tribal communities and the county. 

 Improved trust in and cooperation with law enforcement and the courts. 

 Improved relationship with County District Attorney that results in prosecution of 

more tribal cases and support for community and law enforcement training about 

the preservation and protection of Native American artifacts. 

 Developed Casino alcohol policy with the California Highway Patrol. 

 Participation for police in the Tribal children and youth programs. 

 Training in cultural competency training for county and private providers. More 

than 300 agencies participated. 

 Founding of Tribal Emergency Management Agency (T.E.M.A.). 

 Formed Tribal Emergency Response Commission (T.E.R.C.). 

Cooperation and Coordination 22
Promising Practices for Improving 

Safety in Indian Country 

 Established volunteer fire departments. 

 Increased Academic success of Butte County Native children. 

 Introduced the Feather River Tribal Health Family Resource Center, during a

Community Picnic & Safety Fair. This public safety-community project promoted 

utilization of mental health and public health services to the tribes. 

 Started two SAMSHA Community Action Grant Programs. 

 Obtained a California Endowment Grant of $500,000 to fund the Feather River 

Tribal Health Family Healing Circle to reduce domestic violence, sexual assault, 

and improve parenting skills. 

 Obtained a S.H. Cowell Foundation Grant of $500,000 to fund the Feather River 

Circles of Care Family Resource Center. 

 Certification of tribal foster homes rather than going through county foster family 

agencies that strengthen family life and community. 

 Creating a better environment for families, children and business investment by 

renovating houses damaged by drug/alcohol abuse. 

The effect of the task force has first and foremost reduced crime and violence in 

the represented Native communities and improved public trust in law enforcement 

through effective cross-jurisdictional agreements that form a seamless public safety

delivery system. Family life and public health are stable and improved resulting in

greater economic growth in each tribal community. 

Individuals continue to participate from all four federally recognized tribes in Butte

County, in partnership with members representing all the county, city and private 

nonprofit agencies that provide behavioral health, law enforcement, the courts, social 

services, victim’s services, youth services and education. This coalition is a model of 

effective partnership that has grown and sustained over many years because of the

commitment of the partners and the positive outcomes brought about by this strong 

task force. 

Cooperation and Coordination 23
Promising Practices for Improving 

Safety in Indian Country 

California Attorney General’s 

Office of Native American Affairs 

Program Summary 

CA Attorney General Bill Lockyer established the 

Office of Native American Affairs on March 1, 2000. 

The office was the first of its kind in the history of 

California State government. The office develops and 

maintains cooperative relationships between

California’s Indian tribes, tribal organizations, 

Indian citizens, and the California Department of 

Justice (CADOJ). The office coordinates with the 

appropriate DOJ and other intergovernmental 

services, programs, and technical assistance for

Indian communities as they address the broad 

spectrum of justice-related issues. 

Contact: 

Olin Jones 

Director 

Office of Native 

American Affairs 

P.O. Box 944255 

Sacramento, CA 94244 

Tel: (916) 322-2767 

olin.jones@doj.ca.gov

The Office of Native American Affairs also advises the CA Attorney General on 

matters of importance to tribal governments and Indian citizens, and assists DOJ with 

the development of Indian-related policies, positions, and programs. 

Description 

The Office of Native American Affairs (ONNA) serves as liaison and address

justice-related issues for California’s Indian citizens who reside on reservations, 

rancherias, and in urban communities for the overall improvement of the quality of 

life for Indian people. 

The goals for the office include the following: 

 Examine the justice-related needs of Indian people of California and provide 

technical assistance in the preparation of plans for the alleviation of such needs. 

 Coordinate mutually beneficial intergovernmental cooperation between tribal 

governments, the CADOJ, and appropriate local, state or federal agencies. 

Cooperation and Coordination 24
Promising Practices for Improving 

Safety in Indian Country 

 Consult with tribal representatives on the development of CADOJ policies, 

positions, and cooperative programs between tribes and the department. 

 Act as liaison between the CADOJ, local law enforcement and tribal law 

enforcement. 

 Review and recommend a CADOJ legislative agenda, which promotes the health, 

safety, and welfare for California’s Indian citizens. 

 Promote greater understanding and improved relationships between Indians and 

non-Indians by advancing an awareness of the justice needs of Indians of the State 

of California. 

Coordination & Collaboration 

In 2000, ONAA convened collaborative meetings between Tribal and non-Tribal 

law enforcement that resulted in recognition of the need for a statewide summit. The 

first statewide summit was held in November 2000. Cooperation and collaboration 

between state, local, and tribal law enforcement initiated by the meetings around SB 

911, a bill that proposed California peace office power for tribal police, inspired 

ONAA to hold a second summit in 2002, convened by California DOJ, ONAA, 

tribes, and the International Association of Chiefs of Police. The summits built 

understanding, cooperation and collaboration between tribes, state and local law 

enforcement. ONAA also facilitated a Tribal and State Justice Summit in 2005 and is 

currently planning an event for fall 2006. Over the past six years, the ONAA has 

continued to build relationships between law enforcement and justice agencies, across 

the 107 California tribes and between the tribal, local, state and federal counterparts. 

Funding 

The ONAA is funded through the California Attorney General’s office. 

Partnerships 

The ONAA continues to promote understanding and cooperative relationships 

between tribal, local, state and federal justice agencies to improve coordination of 

services and understanding between Indian and non-Indian people. The ONAA 

coordinates activities between the California Attorney General’s Office, the California

Police Chief’s Association, California State Sheriffs Association, the Alliance of 

California Tribes, individual tribal governments, California Tribal Chiefs Association, 

Cooperation and Coordination 25
Promising Practices for Improving 

Safety in Indian Country 

county prosecutors, United States attorneys, county, state and local criminal justice 

agencies and Tribal service providers. 

Impact & Outcomes 

 Held a statewide law enforcement summit in November 2000 bringing together 

state, local, tribal and federal law enforcement and justice representatives to 

establish a dialogue and begin to resolve misunderstandings. 

 ONNA acts as liaison between law enforcement and the tribes. Tensions between 

state law enforcement, sheriffs, and tribal law enforcement have lessened as 

dialogue between the parties improved. 

 ONAA works with all stakeholders to define the pertinent issues for legislation. 

 Senator Richard Alarcon sponsored bill – SB 911 that addressed the deputization 

of tribal law enforcement officers, ensuring state Peace Officer Standards and 

Training (POST) certification, and access to California Law Enforcement 

Telecommunications System (CLETS). Unfortunately, the bill was pulled from 

committee in January 2002 because of a dispute over tribal sovereign immunity. 

 The 2002 Tribal and State Justice Summit - Promising Practices was planned and 

convened with over 300 in attendance. 

 Tribal law enforcement police chiefs formed an association to support professional 

development and continued efforts to gain state recognition and certification of 

tribal officers.

 In Siskiyou County, ONNA developed the Coalition of Understanding between 

Siskiyou County and Quartz Valley Indian Reservation. This is a Tribal & justice

agency-based collaborative group that focuses on the reduction of domestic and 

community violence. 

 ONNA assisted the development of the Lassen County and Tribal Collaborative 

Group. This is a tribal and justice agency cooperative group that includes the 

Lassen County Sheriff's Department, Lassen County District Attorney, California 

Highway Patrol, Probation Department, Susanville Police Department and the 

Susanville Indian Rancheria. The goal is to build the relationship between the 

rancheria and the surrounding community, with an emphasis on law and order 

issues.

 The Pit River Tribe, the Shasta County Sheriff's Department, Probation, District 

Attorney, California Highway Patrol, and other justice agencies began forming 

Cooperation and Coordination 26
Promising Practices for Improving 

Safety in Indian Country 

their own collaborative group and are working together to address a number of 

justice related issues. 

 ONAA worked with the Riverside Sheriff's Office to develop and implement a 

Native American Cultural and PL 280 curriculum for the state's justice agencies. 

The curriculum was piloted in an eight-hour block during the Riverside Sheriff's

Cadet Academy and Advanced Officer Training courses. After positive reviews, 

the ONNA is now engaged in promoting the curriculum to justice agencies across 

the state. The course is POST certified familiarizing the attendees with Native 

American perspective and history, then highlights the role of state certified police 

officers enforcement of California state laws in Indian Country. 

 ONNA is currently building collaboration between state agencies and tribal 

governments to address issues concerning EPA, Fish & Game, medical/mental 

health services, alcohol, roads and drug prevention, etc. 

 ONAA is now working with tribes and other state agencies in California to review 

issues related to the compliance of the federal Indian Child Welfare Act. 

 ONAA, under the auspices of a state grant, is preparing a report that will address 

the topic of Native American domestic violence, sexual assault, stalking and dating 

violence. 

Cooperation and Coordination 27
Promising Practices for Improving 

Safety in Indian Country 

Inter-Tribal Integrated 

Justice Pilot Project 

Program Summary 

The Inter-Tribal Integrated Justice Pilot

Project is a U.S. Department of Justice, Office of 

Justice Programs (OJP) multi-year project 

designed to increase information sharing among 

tribes and between tribes and other jurisdictions, 

and to promote justice information sharing in

Indian country. The tribes involved in the pilot

include the Navajo Nation, the Pueblo of Zuni 

and the Hopi Tribe. The National Center for

Rural Law Enforcement, a campus of the 

University of Arkansas System, was selected to 

manage the project. 

The purpose of the project is to provide 

Navajo, Hopi, and Zuni justice agencies with a 

technology infrastructure that will increase more 

effective sharing of information within the tribes;

to establish an infrastructure that will facilitate inter-tribal integration; and to provide 

basic technology training and end-user training that will encourage efficient use of the 

systems and support sustainability. 

Contact: 

Philip D. Propes 

Project Manager 

National Center for Rural Law 

Enforcement 

Criminal Justice Institute 

7723 Asher Avenue 

Little Rock, Arkansas 72204

Tel: (501) 570-8087 

PDPropes@cji.edu 

Tyler Lastiyano 

Corrections Administrator 

Pueblo of Zuni 

P.O. Box 3390 

Zuni, NM 87327 

(505) 782-7104 

Tlasti@ashiwi.org 

Description 

With the growth of the Department of Justice Global Justice Information Network

(Global), the Bureau of Justice Assistance and the American Indian and Alaska Native 

Affairs meet with over 40 tribal and federal representatives to identify how best to 

work with Indian Country on justice information sharing. The response was to: 1) 

begin with a pilot project, 2) provide a training and technical assistance for Indian 

tribes, and 3) ensure tribal representation on national initiatives. Global has tribal

Cooperation and Collaboration 28
Promising Practices for Improving 

Safety in Indian Country 

representation on its national advisory committee and its technical working groups.

Two national training events on tribal crime data and information sharing have been

held and the Tribal Technology and Information Sharing Outreach Program 

($500,000) was made available to tribes for a broad level of assistance such as 

technology assessments. The Inter Tribal Integrated Justice Pilot Project continues to 

provide further evidence of tribal needs to participate in a seamless national justice

system. 

To promote integration efforts, a technology summit was presented on each 

reservation. The tribal technology summits brought together community leaders, 

council members, and other prominent stakeholders. Approximately 10-15 

participants from each tribe attended. The project was planned in three phases: 1) an 

internal tribal integration focused on design and implementation of information 

sharing between agencies and systems within each tribe, 2) inter-tribal integration 

focused on design and implementation of information sharing between tribes, and 3) 

finally phase three, the integration and sharing of information among tribal, local, 

state, and federal agencies. 

Phase I: Intra-Tribal Integration 

 Establish or enhance governance structures and enhance multi-jurisdictional 

support 

 Enhance criminal justice information laws, policies, procedures, and practices 

 Establish technical architecture, direction, and standards 

 Enhancement and installation of technology infrastructure 

 Provide training and technical support 

Phase II: Inter-Tribal Integration 

 Allow tribes to share information 

Phase III: Integration with Local, State, and Federal Agencies 

A foundation of the project design was building government-to-government 

relationships through respect and inclusion of the tribal governments and participants 

at various levels of each tribal organization. The National Center for Rural Law 

Enforcement (NCLRE) staff began by meeting with the three pilot tribal officials to 

discuss the issues involved in the integration effort and the approaches of the project. 

Any initiatives undertaken by the project would require full support of the tribal 

Cooperation and Collaboration 29
Promising Practices for Improving 

Safety in Indian Country 

councils, civic leaders, tribal members and other stakeholders. With that 

understanding, the project team began by initiating the following activities: 

 Survey: An on-site technology survey was conducted in 35 locations, with the 

assistance of over 200 tribal members that helped to identify common barriers 

faced by the tribal agencies. 

 August 2000 Forum: A total of 41 participants representing the three tribes 

gathered in Window Rock, Arizona, with NCLRE staff for a forum to discuss 

integrated technology (IT) infrastructure needs, information sharing, and building 

a business plan. It became evident that utilizing new technologies in Indian 

country was not a matter of overcoming tribal customs and beliefs, but of making 

the integration and expanded use of technologies compatible with those customs 

and beliefs.

 Criminal Justice Summit: A summit held in Kayenta, Arizona, on March 19-21, 

2001, helped to develop a comprehensive strategy to foster coordination, 

collaboration and communication among the various criminal justice service 

providers needed to enhance safety in the Navajo Nation. 

 Presentations and Briefings: NCRLE and/or the OJP American Indian and 

Alaska Native Affairs Desk have presented before either the Tribal Councils or 

briefed incoming Tribal Administrations. 

During Phase I, the project teams created the technical infrastructure necessary for 

an integrated data system between all three tribes. Tribal government and justice 

system leaders agreed to give NCLRE staff full access to their facilities. The following 

initiatives were met: 

 Established or enhanced governance structures and enhanced multi-jurisdictional 

support. 

 Enhanced criminal justice information laws, policies, procedures and practices. 

 Established technical architecture, direction and standards. 

 Enhanced and installed technology infrastructure. 

 Provided technical training and support. 

 Developed networks in ten different towns in Arizona and New Mexico 

encompassing 48 criminal justice agencies. 

 Purchased and installed 200 workstations, 40 switches, 38 wireless data systems, 

and complete network cabling for the three tribes. 

Cooperation and Collaboration 30
Promising Practices for Improving 

Safety in Indian Country 

 Conducted fundamental computer training for 90 tribal law enforcement 

personnel, and advanced technical network administration courses were provided 

for tribal computer personnel. 

Phase II began the technological integration of all three tribes. A computer 

platform was established that would integrate the information systems for the three 

tribes, local, state, and federal government agencies. NCLRE staff assured that all 

contractors used on the project would follow tribal customs, policies, and procedures. 

The three tribes along with the NCLRE team met with the technology and systems 

personnel of Arizona and New Mexico to ensure that developed systems would be 

compatible. 

Phase III will fully integrate tribal justice information with local, state, and federal 

systems. 

Funding 

U.S. Department of Justice, Bureau of Justice Assistance has supported this multiproject with $2.2 million for phase one and the beginning of phase two. 

Partnerships 

 U.S. Department of Justice, Bureau of Justice Assistance, and the Office of 

Community Oriented Policing Services are the funding agencies. 

 U.S. Department of Justice, Office of Justice Programs, American Indian and 

Alaska Native Desk provided coordination during the concept, initiation and 

implementation phases, as well as, leverage funding resources. 

 National Center for Rural Law Enforcement is the lead agency on the project. 

 Hopi Tribe leadership.

 Navajo Nation leadership. 

 Zuni Tribe leadership.

Impact and Outcomes 

This project has proven that integration of shared information within tribes and 

between tribes and the states in which they reside is both possible and worthwhile. In

order for Indian country to be an equal partner in improving safety in Indian country,

they require an equally technological infrastructure, training and development. Due to 

Cooperation and Collaboration 31
Promising Practices for Improving 

Safety in Indian Country 

the challenges of infrastructure development in Indian country, the project has 

provided both a baseline reality of those real challenges and confirmed that 

government-to-government consultation is an effective way to do business across 

jurisdictions and cultures. This project illustrates the success of government-togovernment consultation, of building policy and procedure in partnership with tribal

leadership, justice providers and project personnel, and finally how that system can 

promote safety by sharing information. 

Tribal justice networks being developed between the tribes will share law 

enforcement, corrections, probation, prosecution/defense, juvenile services, courts, 

transportation, and Fire/EMT information. Training and capacity building will result.

Data entry through the networks will include the areas of criminal case histories, 

background checks, police reports, probation lists, sex offender registry, warrant lists, 

court orders, and corrections data on inmates. 

Tribes also identified a need for upgrading fingerprint and photograph software, 

geographical information systems, computer-aided dispatch and global positioning 

system. Every area of the criminal justice systems within and between tribes will soon

be connected and functional. This capacity and function of information sharing 

between the three tribes will be a model for all of Indian country.

Tribal leadership priority designation and policy and procedure development are 

essential to the participation of tribes in the national law enforcement databases. 

Through this project, the tribes and federal representatives have learned that a priority 

designation is necessary to coordinate justice agencies across tribal government and a 

primary point of contact should be identified (such as a Chief Information Officer).

Equally important is the development of policy and procedures of how information 

will be managed and shared within and between systems yet maintain privacy with

secured information systems. To underscore the credibility of its systems, tribes must 

also wrestle with how it will address tribal employee who mismanages information. 

Cooperation and Collaboration 32
Promising Practices for Improving 

Safety in Indian Country

Riverside County Sheriff’s 

Native American Affairs Commission 

Program Summary 

In 2002, a Sheriff’s Office Departmental 

Directive established The Riverside County 

Sheriff’s, Native American Affairs 

Commission. The purpose of the Commission 

was to improve communication between law 

enforcement and tribal leaders and tribal 

members. Each of the twelve tribes living in 

Riverside County appointed a primary and 

alternate tribal council member to sit on the 

commission. Once the letters of appointment 

were received the Sheriff swore in the 

commissioners at the first meeting in June 2002. 

Contact: 

Tom Freeman 

Executive Officer 

Riverside County Sheriff’s Office 

4095 Lemon Street 

Riverside, CA 92501 

Tel: (951) 955-2400 

TFreeman@riversidesheriff.org 

The driving force for establishing the commission was a mutual desire to improve 

safety for the tribes in Riverside County. Before the commission began, there was no 

formal avenue by which tribes and the sheriff’s office could communicate, problemsolve, share information, and build good relationships. Each of the twelve tribal

chairman as well as Sheriff Larry Smith, and later, Sheriff Bob Doyle have supported 

the efforts of the commission. Leadership at the top of each organization set a

precedent of cooperation that has moved to all levels of the organizations. 

Description 

The Native American Affairs Commission is comprised of two representatives 

from twelve tribal councils, the sheriff, executive officers, assistant sheriff for field

operations, two chief deputy sheriffs, ten captains, ten lieutenants, support staff, and 

occasionally the district attorney. The members of the commission elect the chairman. 

Currently, the chair is Pehanga Tribal Chairman, Mark Maccarro. For the first three

years the commission met each month. It now meets semi-annually. The meeting 

location rotates between each tribal office and the sheriff’s office. The sheriff’s office

Cooperation and Collaboration 33 
Promising Practices for Improving 

Safety in Indian Country

personnel develop the meeting agenda with input from the tribal representatives. The

Sheriff’s office provides the food, meeting support materials, and covers staff related 

expenses. 

There is one sub-committee, the Tribal Safety and Security Committee consisting

of tribal police chiefs, tribal casino security directors, ten sheriff’s captains, ten 

lieutenants, and some sergeants. This committee meets each month to share 

information on tribal security, gaming and other related crimes. Both committees 

follow Robert’s Rules of Order and votes are cast on each issue. The meetings are 

open to the public and are advertised so that communities have notice. Minutes are 

recorded and staff follows up on the action items as appropriate. Action items are 

then added to the old business of the next commission meeting. 

Among the topics addressed by the Commission are the following: 

 Law enforcement jurisdictional complexities of Public Law 280. 

 Tribal sovereignty and the role of the sheriff’s office on tribal lands. 

 Contracting for additional law enforcement services by the sheriff. 

 Indian youth and gang issues. 

 The impact of alcohol and drug abuse on tribal lands. 

 Native American cultural competency training for sheriff’s deputies. 

 Improved understanding of tribal law, culture, history and tribal government by 

the sheriff’s office personnel. 

Coordination and Collaboration 

The Native American Affairs Commission includes the following tribes: 

 Cahuillia 

 Soboba 

 Cabazon 

 Ramona 

 Santa Rosa 

 Pauna & Yuina 

 Aqua Caliente 

 Torres-Martinez 

 Morongo 

 Colorado River 

 Pechanga 

 Pala 

Cooperation and Collaboration 34 
IACP Promising Practices for 

Improving Safety in Indian Country 

Funding 

The Native American Affairs Commission is supported by the Riverside 

County Sheriff’s Office and in-kind support by each member tribe for

transportation to the meetings. 

Impact and Outcomes 

The Native American Affairs Commission provides a direct link between the 

tribal governments and the sheriff’s office. This link improves communication 

between the members of the sheriff’s office, tribal governments, and tribal 

members. All parties on the commission agreed upon the design of law 

enforcement policy and procedure for the tribes. The implementation of law 

enforcement services on the tribal lands has become more coordinated and 

effective because of the commission. The enhanced communication within the 

commission helped to solve misunderstandings and disagreements at the first 

stages thus preventing further problems between law enforcement and the 

tribal members. Enhanced communication built better relationships and trust 

between all parties of the commission. 

 One of the major accomplishments of the commission was the design and 

implementation of a state certified Police Officer Standards and Training 

(POST). Tribal Law Enforcement Issues Course for all new sheriff’s

deputies. The course includes tribal customs, tribal government, and the 

impact of Public Law 280 on tribal, state, and federal law enforcement 

jurisdiction. 

 All ten sheriff’s office field commanders are on a first name basis with the 

patrons they serve. 

 The tribal members call the sheriff’s office regularly to discuss issues of 

mutual concern. 

 A Best Practice in Government Award was given to the Commission by the 

California Attorney General. 

 After the second year the Riverside Board of Supervisors duplicated the 

commission model within other non-Indian jurisdictions. 

In the future, the commission hopes to continue to improve the member’s 

communication, cooperation, and mutual education. Through continued

partnership, the goal is to improve safety in Riverside County for all tribal 

inhabitants. 

California 35
Promising Practices for Improving 

Safety in Indian Country 

 

Resources 

ecent studies suggest have that tribal law enforcement, courts, prosecutors, detention facilities and tribal programs all operate within a resource environment

that is far smaller that their non-Indian counterparts. Among the recommend

R

ations of the 2001 Summit related to resources was: 

“ Congress should legislate changes in programs so that more programs 

provide direct funding to tribal governments, which honors the government-to-government relationship and limits the problems with pass 

through funding from the states.” 

Promising Practices on this topic illustrate how tribes, states, local communities 

and the programs they manage have successfully cooperated or designed inclusive 

programs to expand delivery of resources and services to improve safety and security, 

health and wellbeing in Indian country. 

 36
Promising Practices for Improving 

Safety in Indian Country 

Gallup, New Mexico Alcohol Safety 

Program 

 

Program Summary 

In 1988, the Albuquerque Tribune dubbed 

Gallup, New Mexico as “Drunk Town USA” 

drawing local and national attention to a problem that 

plagues many tribal communities in Indian 

country. The National Institute on Alcoholism and 

Alcohol Abuse identified McKinley County, 

where Gallup is located, as having the highest

composite index of alcohol-related problems of all 

U.S. Counties. Between 1975 and 1985,

McKinley County experienced chronic 

alcoholism at a rate nineteen times the national 

average, alcohol-related traffic accidents at seven 

times the national average, and deaths from alcohol-related causes at four times the 

national average. A 2002 Indian Health Service report identified American Indians 

and Alaska Natives die from alcoholism at nearly eight times the rate of Americans 

generally. 

Contact: 

Marian Shorthair 

Administrative Service 

Director 

Na’nizhoozhi Center, Inc. 

2205 East Boyd Dr. 

Gallup, NM 87301 

Tel: (505) 722-2177 

m_shorthair@yahoo.com

Leadership from the Navajo Nation, Zuni Pueblo, City of Gallup, and McKinley

County joined forces to address these complex problems in a united, comprehensive, 

and respectful way. From their efforts, the Na’nizhoozhi Center, Inc. (NCI), a holistic 

alcohol abuse prevention and treatment center, was established. Within six years, 

Gallup experienced a 50 percent drop in homicides and 42 percent drop in alcoholrelated deaths. 

Resources 37
Promising Practices for Improving 

Safety in Indian Country 

Description 

Gallup, a town of 21,000 residents is adjacent to the Navajo Nation, the Zuni 

Pueblo, Acoma and Laguna Pueblos. On weekends, the population soars to well over

100,000 as residents from the surrounding areas with strict no-alcohol laws flow into

Gallup’s 61 bars and liquor stores. Gallup residents observed alcohol consumption 

resulting in alcohol-related problems like aggressive panhandling, motor vehicle 

accidents, and homicides. Gallup public officials were perplexed as to how to address 

the problem. Leadership from the Navajo Nation, Zuni Pueblo, City of Gallup, 

McKinley County, and Indian Health Services joined the State of New Mexico to 

discuss what could be done to change this complex problem. Establishing a 

comprehensive, culturally responsive alcohol treatment program was considered as a

first step. Fixing blame was not an option, finding a solution was. The collaborators 

wanted to design a program that would promote the healing of the Indian alcoholic 

population, improve relationships between Indian and non-Indians, and strengthen 

the entire region. 

With the partnership between Gallup Mayor, Ed Munoz, Rehoboth McKinley 

Christian Hospital Chief Executive Officer, Dave Conejo, and the hospital’s Chief of 

Pathology, Dr. Tom Carmany built a core group committed to community change by

asking, “How long are you willing to step over bodies?” Soon the core group began 

meeting with elected officials, tribal leaders, schools, parents, health providers and

representatives of the liquor industry. Within the next six months, a tragic traffic 

accident would galvanize the newly formed coalition and put it on the road to 

dramatic change. The public’s outrage over the death of Jovita Vega, a three-month 

old infant who died with her family from a DUI traffic accident, compelled leaders 

and citizens from all the surrounding communities to march to the capitol, Santa Fe, 

and demand legislative change. 

As a result of the demonstration, three major legislative actions were taken. 

 The state legal blood alcohol level was lowered to 0.8. 

 All drive-through liquor sales were eliminated by statute. 

 A 5 percent local liquor excise tax was imposed that generated $650,000 yearly to 

be used for alcohol treatment that established the NCI facility. Na’Nizhoozhi, a 

Navajo term meaning “bridge” is a culturally appropriate treatment center in 

Gallup formed from the Gallup Alcohol Crisis Center. 

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In 1992, the Navajo Nation, Zuni Pueblo, City of Gallup, McKinley County, and

Indian Health Service leaders joined the State of New Mexico and jointly applied and 

received an $850,000 grant to begin operation of the NCI to address the alcohol 

problem in McKinley County and the City of Gallup. 

The Na’Nizhoohzi Center, Inc. (NCI) is an alcohol treatment center that provides 

services for publicly intoxicated persons in Gallup. NCI offers alcoholism prevention 

programs, shelter, and treatment for intoxicated persons, and provides follow-up care

for alcoholics. One of the most important aspects of the treatment protocol is that 

clients and staff are defined by the Navajo clan system philosophy, or Nahasdlii, 

which provides an inter-tribal cultural context for the clients to understand the world 

from a Native American perspective and defines the way people treat one another at

the Center. The NCI follows a continuum of care model that offers a variety of 

treatment options to meet each individual’s needs including the following: 

 Detoxification 

 Intensive three-day intervention therapy 

 A 15-day shelter program for clients who require structured daily activities 

 A 28-day adult residential treatment program during which clients are taught selfsufficiency skills in a culturally and spiritually appropriate setting

 Outpatient services 

 Job placement 

 Ancillary care 

 Aftercare services with a home-visitation program 

Outpatient services are available to detoxification and residential treatment 

graduates. The Center is a no-fee, minimum-security facility with 150 beds. Eighty 

percent of NCI clients are court ordered protective custody placements by tribal, city, 

or county law enforcement. 

The NCI focuses on the problem of alcoholism as it arises but also works to stop 

alcohol abuse before it starts. The program works closely with the community, 

through schools and churches, to raise awareness about alcoholism. The program is 

culturally based and takes notice of alcohol related trends occurring in Gallup so as to

provide the best service to their clientele. 

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Coordination and Collaboration 

The formation and success of this project is a direct result of collaboration between 

city officials, tribal leaders, public health officials and citizens of all the communities.

In 1989, the March of Hope: Journey for Jovita (named for an infant killed in a traffic 

accident that began the movement) left Gallup with over a dozen marchers. Ten days 

later the number of marchers totaled over 2,000 as they met at the New Mexico State 

Capital in Santa Fe with a reform package to present to Governor Gary Carruthers. 

The march brought attention to the problem of alcohol in Gallup and elsewhere in 

the State of New Mexico. The NCI collaborated with local governments, the City of

Gallup, the mayor, McKinley County government, Navajo Nation, the people of the 

community, and surrounding pueblos to provide programs, public service ads 

promoting health and alcohol treatment. The NCI also works with the Center for

Disease Control and the New Mexico Highway and Transportation Department to 

better overcome the problem of alcohol abuse. 

Funding 

The Na’Nizhoozhi Center, Inc. (NCI) has been supported by a variety of funding 

sources from its beginning to the present day. In listing these grants and resources, it 

should be noted that funding partners have supported NCI because of their strong

community partnerships, the quality of their work, and the progress they have made 

to reduce crime and addiction in the Gallup, New Mexico area. Development of 

funding resources can be considered as outcome measures of success, but are listed 

here for the sake of clarity for readers. 

 A five percent local liquor excise tax that generates $675,000 per year for local 

prevention, treatment, and education programs. 

 A seed money grant of $300,000 was given to design a facility to replace the 

“drunk tank” of the Gallup Jail.

 With a $ 3.2 million grant from the Robert Wood Johnson Foundation, a Fighting 

Back Program was initiated that focused on rural, intercultural treatment strategies 

that resulted in: 

• Specialized services for Native women at risk of having children with 

Fetal Alcohol Syndrome 

• Juvenile inhalant treatment program 

• Developed a Management Information System (MIS) for case 

management 

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 The Navajo Nation secured a five-year grant from the Center for Substance Abuse 

treatment designed to improve access to treatment services throughout the 

reservation. 

Impact and Outcomes 

The public education efforts in NM, and the March of Hope in particular resulted 

in the following outcomes: 

 All drive-up liquor windows were closed. 

 A statute was passed banning open containers of alcoholic beverages in 

automobiles. 

 Driving while intoxicated (DWI) arrests are up by four percent. 

 In 1999, 18,000 adult clients were served by NCI, 80 percent male and 20 percent 

female. 17,500 clients completed detoxification, 450 graduated from the 23-day 

residential program and 150 clients graduated from the DWI school. 

 Within six years of the establishment of NCI there has been a 50 percent drop in 

protective custody admissions and 33 percent drop in alcohol related emergency 

room visits in Gallup. 

 During the first six years of the program in Gallup there has been a 59 percent 

drop in alcohol-related accidents, a 50 percent drop in homicides, and a 42 percent 

drop in deaths involving alcohol. 

 The New Mexico Alcohol Issues Consortium has adopted McKinley County’s 

policies for statewide replication.

 Pueblo of Zuni established prevention and treatment services. 

Keys to NCI’s success include the following steps: 

 Develop culturally relevant treatment and intervention models 

 Use culture as a resource 

 Create partnerships 

 Build aggressive coalitions 

 Use the media 

The success of the initiatives put in place through the collaborative leadership of

the tribes, city, state, law enforcement and public health, the Na’Nizhoozhi Center, 

Inc. continues to be an example of success and compassion, a bridge, for an entire 

region and the nation. 

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Nebraska Minority and Justice 

Task Force/Implementation 

Committee 

Program Summary 

Contact: 

Judi M. Gaiashkibos 

Executive Director 

Commission on Indian Affairs

State Capitol 

P.O. Box 94981 

Lincoln, NE 68509 

Tel: (402) 471-3475 

jmkibos@ncia.ne.gov

The Minority and Justice Task Force was 

established in 2001 by the Nebraska Supreme 

Court and the Nebraska State Bar Association to 

examine and identify real or perceived biases in 

the justice system when dealing with minorities

and then to make recommendations to the 

Nebraska Supreme Court to remedy any 

inequities. It examined issues of racial and ethnic 

fairness within four major areas including: 

 Personnel and employment practices of the 

courts 

 Access to the courts 

 Civil, criminal and juvenile justice 

 The legal profession 

The task force was comprised of 33 members from throughout Nebraska, 

including judges, attorneys, and members of Nebraska’s many ethnic communities. In 

2003 the task force released its final report, which presents the task force’s findings.

The Minority and Justice Implementation Committee was then established as a 

permanent committee of the Nebraska State Bar Association and the Nebraska 

Supreme Court designed to execute the recommendations of the Minority and Justice 

Task Force. 

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Description 

The task force produced a 250-page final report in January 2003 that included 150 

findings and recommendations for the implementation committee including: 

 Minorities have less trust in the justice system. Efforts must improve confidence in 

the courts. 

 Juries do not accurately reflect the racial and ethnic diversity of Nebraska. Jury 

pools need to be expanded to ensure diversity. 

 At every level of the state’s court system minorities are underrepresented. The 

courts should adopt goals to diversify the workforce. 

 Too few minorities apply to law schools. Law schools need to do more to attract 

minority students and faculty. 

 Nebraska’s legal profession is not reflective of the state’s ethnic diversity. Law 

schools and law firms must broaden their recruiting and hiring criteria to improve 

the likelihood of hiring minority candidates. 

Coordination and Collaboration 

The implementation committee, a group consisting of 40 legal, court and civic

leaders, was charged to manage and implement the task force’s recommendations to 

improve the court system statewide. Both the task force and implementation 

committee members represent all the components of the court system and include 

members of Nebraska’s ethnic communities. The Nebraska Supreme Court and the 

Nebraska State Bar Association founded the initiative on the basis of inclusion,

transparency, and communication. 

Funding 

The task force’s research and administration were funded through grants from the 

State Justice Institute. The implementation committee is sustained through funds 

from the Nebraska State Bar Association and project specific grants. 

Partnership 

The task force and the implementation committee represent partnerships from

throughout the Nebraska court system at all levels, the criminal justice field, Native 

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American and civic organizations representing ethnic communities. The list is

included below. 

Members of the Minority and Justice Implementation Committee 

Co-Chairs: 

Linda R. Crump, Esq., Equity, Access & Diversity Programs UNL 

Hon. John M. Gerrard, Nebraska Supreme Court 

Committee: 

Hon. Edna Atkins, Douglas County Court 

Valorie Bendixen, Clerk of the District 

Court for Hall County 

Judy Beutler, Administrative Office of the 

Courts 

Riko Bishop, Attorney at Law 

Dean Patrick Borchers, Creighton 

University School of Law 

Ellen Fabian Brokofsky, State Probation 

Administrator 

Hon. Vernon Daniels, Separate Juvenile, 

Court Douglas County 

Judy Gaiashkibos, Nebraska Commission 

on Indian Affairs 

John Grant, Attorney at Law 

Robin Hadfield, Nebraska Supreme Court 

Anne Hobbs, Nebraska Equal 

Opportunity Commission 

Cecilia Huerta, Nebraska Mexican 

American Commission 

Hon. John Irwin, Nebraska Court of 

Appeals 

Dennis Keefe, Lancaster County Public 

Defender 

Hon. Richard Kopf, U.S. Courts 

Kate Mahern, Milton Abrahams Legal 

Clinic 

Natalie Malmberg, Certified Court 

Interpreter 

Carlos Monzón, Attorney at Law 

D. Milo Mumgaard, Nebraska Appleseed 

Center 

Liz Neeley, PhD, University of Nebraska 

Public Policy Center 

Nicole Neesen, Attorney at Law 

Hon. Marlon Polk, Douglas County 

District Court 

Jim Rembolt, Attorney at Law 

Harold Rock, Attorney at Law 

Mohummed Sadden, Attorney at Law 

Jane Schoenike, Nebraska State Bar 

Association 

Anna Williams Shavers, University of 

Nebraska, College of Law 

José Soto, Southeast Community College 

Hon. Robert Steinke, Platte County 

District Court 

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David Stickman, Federal Public Defender Linda Willard, Nebraska Attorney 

Generals Office Lt. Col. Darrell Fisher, Nebraska State 

Patrol Dean Steven Willborn, University of 

Nebraska, College of Law Alan Tomkins, Public Policy Center 

Mark Young, Hall County Attorney Hon. Ken Vampola, Dodge County Court 

Terry Waite, Attorney at Law 

Janice Walker, State Court Administrator 

Impact and Outcomes 

The recommendations from the task force final report have been taken by 

the implementation committee, studied and acted upon to effect real change in 

the Nebraska Court System. For a complete list, view the Committee’s website 

http://www.nebar.com/publicinfo/minority_justice.htm, and review each 

year’s progress reports. 

Some of the impact and outcomes include the following: 

 Legal and Diversity Summit: This summit held in April 2005 provided 

law students of color from the region with new knowledge and contacts to 

pursue an interest in seeking employment in Nebraska after law school 

graduation. 

 Nebraska Legal Diversity Website (www.nelegaldiversity.org): Designed 

to showcase the growing diversity in Nebraska while providing a unique

view of what Nebraska has to offer to law professionals. 

 University of Nebraska, College of Law Pre-Law Institute: The 

Institute targets students who are traditionally underrepresented at the 

University of Nebraska, College of Law. For the past three years, the 

Institute has provided students with an introduction to legal study, analytical

and writing demands, exposure to the many roles of the law, instruction on

the process of applying to law school and obtaining financial aid. 

 Program for “How to Apply for a Judicial Vacancy”: In an effort to 

promote diversity in the judiciary, the implementation committee sponsored 

a session on how to apply for a judicial vacancy. 

 Recommendations for Improving Diversity: The Nebraska 

Administrative Office of the Courts, the Nebraska Juvenile Court Judges 

Association, the Nebraska County Court Judges and the Nebraska District 

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Court Judges Association all voted to adopt the Minority and Justice 

Implementation Committee’s recommendations and action plan for 

increasing diversity in the court system. 

 Indian Law: The Committee co-published a special issue in Indian Law in 

the Nebraska State Bar Association’s monthly magazine to educate 

attorneys on the legal issues faced by Native Americans. The issue 

addressed: the Indian Child Welfare Act, business transactions with tribal 

governments and enterprises, Indian Nation sovereignty, the historic 

Standing Bear Trial, and a primer on practicing in tribal courts. 

 Representative Juries: The implementation committee championed 

legislation to regularly update jury pools and, in May 2003, the Legislature 

passed a new law mandating annual updating of lists of residents eligible for 

jury service, meaning that Nebraska’s juries are now closer to representing 

diverse communities. The Committee also assisted with the passage of 

legislation that allows for a full examination of how current systems of jury 

compilation may be improved to include minorities.

 Equal Access to Bail Bond: In smaller counties where language 

interpreters are not available on a daily basis, non-English speaking 

defendants were sometimes detained without being advised of their right to 

post bond. In an effort to ensure equal access to the bond system, the 

implementation committee developed bilingual forms designed to provide 

information on defendants’ rights while in custody and the procedures for 

posting bond. 

 Jury Education Project: The implementation committee is undertaking a

statewide campaign to educate and promote jury service among Nebraska’s 

minority communities. 

Improvements have been made in the areas recommended by the final 

report: diversity in the profession, diversity in the workforce, access to justice, 

and addressing disparities in the criminal and juvenile justice systems. 

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New Mexico State 

Department of Indian Affairs 

 

Program Summary 

In 1953 the New Mexico State Legislature 

created the Commission on Indian Affairs 

by state statute. The statute also established 

the Office of Indian Affairs (OIA), a state 

agency, which would be a mediator and 

liaison between the state’s governor, the 

legislature and the 22 Indian Pueblos, Tribes 

and Nations. In June 2003, Governor Bill 

Richardson signed Executive Order No. 

2003-022 moving the (OIA) to a cabinetlevel department and appointed a Secretary 

of Indian Affairs. In April 2004, Governor 

Richardson signed House Bill 39 elevating 

the OIA to a cabinet level Indian Affairs Department (IAD) by statute. 

Contact: 

Melissa Candelaria 

Senior Policy Analyst 

New Mexico Indian Affairs Department 

Wendell Chino Building 

1220 South Saint Francis Drive, 2nd Floor 

Santa Fe, NM 87505 

Tel: (505) 476-1600 

Melissa.Candelaria@state.nm.us 

Current New Mexico State Cabinet 

Secretary of Indian Affairs: 

Benny Shendo, Jr.

Description 

IAD’s mission is to take the lead in improving the quality of life for New Mexico 

Indian citizens by affecting New Mexico state policy that strengthens tribal-state 

relations. These efforts will be achieved by the following objectives: 

 Being a professional and stable organization. 

 Providing quality resources that include education, training, and information. 

 Effectively managing and administrating state allocated funds. 

The IAD defined these goals to meet their objectives: 

 Establish internal policy and procedures that improves communication, provides 

staff development and growth, and insures a stable organization. 

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 Provide information, education, training, technical assistance, and efficient 

administration of state allocated funds to tribes that builds and strengthens their 

capacity to meet the needs of their communities. 

 Initiate and facilitate partnerships between tribes and state governmental entities 

that maximize efforts to meet the needs of their constituents. 

IAD focuses its work on two key programs/units. The first is the Policy Unit 

charged with leading and assisting in the development of Indian policy and planning 

for the state. Additionally, the Policy Unit works with its sister state agencies to 

improve and promote the quality of life for New Mexico’s Indian citizens through 

providing services, education, training, and by sharing information with tribal and 

urban Indian communities. The Capital Outlay Unit manages and administers state 

allocated funds for tribal projects. Tribal projects include major infrastructure projects 

such as electrical power line extensions, health facilities and wastewater systems that 

raise the standard of life and promote economic development in tribal communities. 

Coordination and Collaboration 

New Mexico’s IAD is a unique agency in the United States. Although many states 

in the U.S. have Indian Commissions and other forms of tribal representation, few, if 

any, enjoy the advantage of being a cabinet department in the governor’s office. The 

IAD is a result of the leadership of Governor Bill Richardson and the tribal leaders of 

the 22 Indian Pueblos, Tribes and Nations. Through their leadership and support, the

State of New Mexico now has established has a unique and important department that 

can assist in providing a voice and representation for tribal law enforcement and

justice issues at the state level. 

Funding 

IAD receives an annual appropriation from the legislature to carry out its 

programs, duties or services and to coordinate activities at the state level on behalf of 

all tribes in New Mexico. Additionally, IAD’s Capital Outlay Unit oversees significant

projects such as water and wastewater projects, power line extensions, community 

centers, equipment, law enforcement centers, and many more. Effective 

administration of capital outlay funds translates directly to improving the quality of 

life for Native American citizens and tribal communities throughout New Mexico. 

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Partnerships 

The IAD coordinates activities to ensure a Native voice in the design and 

implementation of all statewide activities between all justice and other agencies. IAD

is a bridge between all state departments and the 22 Indian Pueblos, Tribes, and 

Nations of New Mexico providing the opportunity for effective and planned 

coordination between tribes, urban Indian community, the state and local 

communities on all areas of mutual concern. 

Impact and Outcomes 

Governor Bill Richardson and the 22 tribal leaders signed a Statement of Policy

and Process, which recognizes the sovereignty of the tribal nations while still engaging

in communication. The Statement of Policy and Process states the governor and 

Indian Nations, tribes and pueblos “agree to establish procedures setting the 

framework to coordinate a cooperative and joint effort to address issues identified by 

the governor, Indian Nations, tribes and pueblos, to seek mutually beneficial solutions 

and outcomes, and to avoid litigation”. The importance of the Indian voice at the 

state cabinet level and support by the governor cannot be understated. The 

coordinated efforts of the Secretary of Indian Affairs have promoted a number of 

statewide initiatives such as the following: 

 New Mexico Driving under the Influence (DUI) Initiative: This is a historic 

partnership between the state and tribal judicial and law enforcement systems that 

effectively shared DUI information between tribes and the state. This program 

supports the appropriate shared information of drinking driver offenses so that 

offenders may be stopped before they bring harm to others.

 Indian Education Act: The intent of the Act is to improve educational 

opportunities for Native Americans by: 

• Ensuring equitable and culturally relevant learning environments. 

• Ensuring maintenance of native languages. 

• Providing for the study, development and implementation of educational 

systems that positively affect the educational success of Native Americans 

students. 

• Ensuring that the Department of Education partners with tribes to increase 

tribal involvement and control over schools. 

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• Encouraging Four Corners States to cooperate and coordinate educational 

leadership to address Navajo children in those states. 

• Improving coordination between state and Bureau of Indian Affairs 

educational division. 

• Ensuring that tribes are notified of curricula development. 

 Tribal Infrastructure Fund: The IAD collaborated with state representatives to 

craft legislation that would ensure that the infrastructure of Native communities 

was brought into parity with other communities through the investment in 

infrastructure systems such as: water, power lines, and road improvement. The 

legislature passed and Governor Richardson signed House Bill 868 to provide a 

mechanism to address the long-standing barriers to infrastructure development in 

tribal communities. 

 Capitol Outlay Priorities: The IAD has requested that all New Mexico tribes 

send the Department their capital outlay priorities. The Secretary of Indian Affairs 

has recommended state appropriations to fund these tribal priorities. 

 Indian Representation at the State Level: Over 65 Native Americans serve in 

various New Mexico cabinets, commissions, and boards. 

 Statewide Tribal Consultation Policy on the Protection of Sacred Sites and 

Repatriation: This policy requires the state to consult with Nations, tribes and 

pueblos to ensure the protection of sacred places. 

 Pilot Tribal Consultation Plan: An executive order to explore models of 

government-to-government relations that will be effective in the state to deal with 

education, health, labor, health and human services, tourism, transportation, and 

other issues of shared importance 

 Park Management: President of the Navajo Nation Joe Shirley Jr. and Governor 

Bill Richardson signed a memorandum of understanding to establish a partnership 

between the New Mexico State Parks Division and the Navajo Parks and 

Recreation Department to collaborate on planning and design of parks and 

recreation projects, marketing, tourism, public education, and other park 

management. 

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Spirit Lake Nation Recovery 

and Wellness Program 

Program Summary 

The Spirit Lake Nation Recovery and

Wellness Center provides comprehensive alcohol 

and drug treatment for Native Americans and 

non-Native Americans in North Dakota. The 

center offers intensive out patient treatment and 

residential treatment along with individual, group 

and family counseling, alcohol and drug 

education, aftercare treatment, anger 

management, and domestic violence counseling. 

There are culturally oriented sweat lodges 

available for Native clients. The center’s program 

provides comprehensive screening, alcohol, drug 

and DUI evaluations and seminars for new 

clients, and alcohol and drug testing of clients 

during treatment and aftercare services. 

Contact: 

Evelyn Cavanaugh 

Director 

Spirit Lake Nation 

Recovery and Wellness Center 

7102 Crownhill Road 

Fort Totten, ND 58335 

Tel: (701) 766-4285 

wita@goNDTC.com

Description 

The Spirit Lake Recovery and Wellness Center is committed to a community 

prevention and treatment approach to recovery and wellness for substance abusing

clients and their families. From assessment through treatment and aftercare, the

center provides wrap-around services to the client and their families, ensuring 

promising outcomes by providing culturally relevant services in a respectful 

environment. 

The 20-bed facility provides inpatient and outpatient services for both women and 

men. Services include a four-five week short-term residential treatment that includes a

60-90 day aftercare program, intensive outpatient treatment services, and low intensity

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outpatient services that deliver classes like domestic violence prevention and anger

management. During the 60-90 day aftercare program the center staff also helps

prepare clients to find employment, housing and jobs once they have finished their

treatment. The wellness center works contractually with the U.S. Probation and PreTrial Services to provide treatment and aftercare services for released offenders who 

are returning to their communities. For tribal clients, the center works cooperatively 

with tribal courts, tribal law enforcement, Indian health services and other service 

providers. 

The center receives referrals from the U.S. Probation and Pre-Trial Services and 

the North Dakota Department of Corrections. Client reporting and tracking 

procedures provide reporting for client referral agencies based on state certification 

standards. These reports track completed and continuing clients then provide after 

care evaluations during follow-up visits with clients. Three licensed addiction

counselors, one addiction counselor intern, a clinical social worker, office manager

and support staff staff the intensive outpatient treatment program. The Residential 

program staff includes a program coordinator, four house managers, four assistant 

managers and a cultural services specialist. All treatment staff is trained in CPR and 

first aid. 

Coordination and Collaboration 

The Wellness Center Program works closely with health service providers within 

the Sprit Lake Dakota Sioux Nation, and with local and national referral agencies.

Among the tribal, local and national referrals, the Wellness and Recovery Center

partners with the following: 

 Tribal Court 

 Tribal Law Enforcement 

 Spirit Lake Health Services 

 Indian Health Services

 U.S. Probation and Pre-Trial 

Services 

 North Dakota Department of 

Corrections 

 State of North Dakota 

 Medicaid 

 Private Insurance 

The center also works with the U.S. Probation and Pre-Trial Services to help 

individuals, upon completion of the program, find employment and housing. The 

center works cooperatively with tribal courts, tribal law enforcement, Indian health 

services, and other service providers. 

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Funding 

 State of North Dakota 

 Medicaid 

 Private Insurance 

 U.S. Department of Corrections 

 U.S. Probation and Pre-Trial 

Services 

 Substance Abuse and Mental Health 

Services Administration

Partnerships 

Through partnerships and collaboration the center is sustained and supported by 

the following partners: 

 Indian Health Service

 Spirit Lake Dakota Sioux Nation 

 State of North Dakota Department of Corrections 

 U.S. Department of Health and Human Services 

 U.S. Probation and Pre-Trial Services 

 U.S. Department of Corrections

Impact and Outcomes 

The culturally relevant treatment services and Native treatment staff impact the 

successful outcomes of the Native clients served by the center. Coordination within

the tribe of services to families and children help sustain positive treatment outcomes

over the long-term. Patient services include anger management, family counseling and 

domestic violence prevention counseling. The comprehensive service approach helps 

improve positive outcomes for clients on probation or parole. Transition back into 

the community is made easier by job skill and placement services for clients. NonNative clients receive the same level of services and support in a culturally sensitive 

environment that welcomes people of all backgrounds and ethnicity. 

One of the recent challenges for the center has been the increase of 

methamphetamine addiction. Center treatment staff received additional training and 

treatment protocols to deal more effectively with methamphetamine addiction. The 

additional time needed to produce successful outcomes for methamphetamineaddicted clients has greatly challenged the center and strained resources. In the future, 

the center plans to implement an improved treatment model with and extended 

treatment program for methamphetamine users. 

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Training and 

Education 

raining and education of Indian country’s public safety officers, though often 

consistent with their counterparts, calls for improvement in in-service, task 

force and other specialty training. Cross-cultural training is critical if improved 

understanding is to be fostered and relationships built between tribal, state, federal 

and local law enforcement officers. Among the recommendations of the 2001 Summit

related to training and education was: 

T

“ All agencies and organizations involved in training Indian country law 

enforcement and criminal justice practitioners must help ensure that 

those who need the training have access to it.”

Promising Practices on this topic illustrate how tribal, state, and local justice systems have designed or shared programs and/or training to meet the needs of those 

for whom the need is greatest. These are examples of innovation programs that have 

success because of the collaborative approach they take. 

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New Mexico Tribal-State 

Judicial Consortium and 

the Cross-Court Cultural Exchange 

 

Program Summary 

The Tribal-State Judicial Exchange grew 

out of efforts of the New Mexico Court 

Improvement Project, a New Mexico 

Supreme Court project to improve judicial 

handling of child abuse and neglect cases. In 

1997, the Court Improvement Project Task 

Force created a Tribal-State Relations 

Committee to encourage communication 

and understanding between tribal and state 

courts, specifically addressing the issues of 

full faith and credit, comity, jurisdiction, and 

the best interest of the child as they pertain 

to child abuse and neglect, juvenile justice 

and delinquency, custody, divorce, child

support, and domestic violence. From this 

beginning, the Tribal-State Judicial Consortium was formed to support the 

coordination of justice policy and procedure between state and tribal courts. As a

result of relationship building and dialogue between state and tribal court judges, 

more and more efforts to educate, collaborate, and cooperate began to take shape. 

Improved understanding between the judges enhanced coordination of efforts to 

support families and children across jurisdictional boundaries. 

Contact: 

Kathy Spurgin 

Program Manager 

Executive Office of the Courts 

Court Improvement Program 

237 Don Gaspar, Room 25

Santa Fe, NM 87501-2178 

Tel: (505) 827-4808 

aockrf@nmcourts.com

Consortium Co-Chairs: 

Judge Theresa Gomez Bernalillo 

County Metropolitan Court 

Judge Sharon Begay 

Chief Judge Zuni Pueblo 

Description 

The Court Improvement Project Task Force created a Tribal-State Relations 

Committee. This committee designed and implemented the Tribal-State Judicial

Consortium, a collaborative of judges who were willing to lead their respective

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organizations into dialogue, collaboration, and change for the benefit of families and

children in Indian Country. Within four years, tribal and state judges were sitting

down together to dialogue, explore and share together their concerns about how the 

jurisdictional challenges of Indian Country was negatively impacting families and 

children in Indian Country. From the leadership of just a few judges came a nearly

annual event, the Tribal-State Judicial Exchange, a conference of judicial, law 

enforcement and social services leaders who have successfully impacted the way 

business is conducted between tribal and state courts improving safety in Indian 

country. 

Coordination and Collaboration 

In 1998, the chief justice of the New Mexico Supreme Court, the president of the 

Colorado-New Mexico Indian Court Judges Association, and the Navajo Nation

Supreme Court each appointed representatives to a new Tribal-State Judicial 

Consortium. The mission of the consortium is: 

To address questions of jurisdiction and sovereignty, 

focusing at first in the areas of domestic violence, domestic 

relations, custody, child support, neglect, juvenile justice, and 

perhaps expanding into the other areas of law in the future. 

 Goals of the Tribal-State Judicial Consortium: 

 Facilitate communication between state, tribal and judicial systems. 

 Improve awareness and develop information about the different judicial and legal 

systems in the state, tribe and pueblos. 

The implementation of these goals resulted in the following: 

 The first Cross-Court Cultural Exchange held in March 2000 began a dialogue 

between state and tribal courts and social services. The exchange was a result of a 

partnership between the Crownpoint District Court of the Navajo Nation Judicial 

Branch and the State of New Mexico’s 11th Judicial District Court. The event was 

attended by over 80 participants and proved successful in exploring solutions to 

judicial cooperation. 

 The second exchange was held in October 2001. This event broadened the 

dialogue to include representatives of New Mexico tribes, pueblos, state and 

federal justice agencies, family and children’s services, and state courts. 

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 In 2003, New Mexico Chief Justice Petra Maes joined with the Indian Country 

Law Enforcement Section of the International Association of Chiefs of Police and 

the U.S. Department of Justice, Office of Justice Programs to hold the third 

exchange: The Four Corners Tribal, State and Federal Judicial and Law 

Enforcement Exchange. This conference consisted of workshops and plenary 

sessions that explored judicial challenges, identified promising practices, and 

explored solutions and recommendations for arrest, prosecution and adjudication. 

In October 2004, the 12th Judicial District and the Mescalero Apache Tribal Court 

hosted the 5th Annual Cross Cultural Exchange. A highlight of this event was the 

welcome given by Mescalero Tribal President Mark Chino and a visit to the Mescalero

Reservation where local children from the Headstart Program performed traditional 

Apache dances. 

Funding 

The Tribal-State Judicial Consortium is funded through the New Mexico 

Administrative Office of the Courts and the various programs it manages. Many

programs and activities by the courts have been sustained through cooperative 

partnerships and state grants. 

Partnerships 

Partnerships are a hallmark of the Tribal-State Judicial Consortium. The

Consortium within the Administrative Office of the Courts, has built many strong 

partnerships within the state, neighboring states, the International Association of 

Chiefs of Police and the U.S. Department of Justice, Office of Justice Programs. The 

Judicial Information Division of the Administrative Office of the Courts and the New 

Mexico Traffic Safety Bureau entered into a cooperative relationship to develop four

projects: 

 New Mexico Driving while Intoxicated (DWI) Court Monitoring Program: 

This provides consistent Judiciary-wide DWI reporting methods to state agencies, 

the public and tribes by enhancing and monitoring the accuracy, integrity and 

effectiveness of data dissemination offenses filed in the courts. 

 DWI in New Mexico Web page: The Web page contains DWI dispositions and 

other information for the public. 

 DWI Offender History Database: This source provides centralized information 

on DWI prior conviction data. 

Training and Education 57 
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 Statewide Traffic Records System: This statewide multi-departmental effort 

facilitates the sharing of key information to coordinate traffic records information, 

quality issues, and jointly implement solutions. 

Without the cooperation and leadership of the New Mexico Judiciary, few if any of 

these projects would be successful. 

Impact and Outcomes 

The consortium accomplishments include the following four areas: 

Enhancing Collaboration & Communication: 

 The exchanges resulted in a workshop on Cross-Deputization of Law 

Enforcement Officers. This effort designed agreements and training for tribal and 

state officers that provide cross-jurisdictional powers. 

 The Full Faith and Credit Project, which works with the Navajos and the 19 

pueblos around issues of domestic violence, held a meeting to discuss some of the 

issues raised at workshops during the Cross-Court Exchanges. 

 The New Mexico State Supreme Court invited Crownpoint tribal court judges to 

observe Supreme Court and Court of Appeals hearings. 

Clarifying Law: 

 The Consortium invited Senator Leonard Tsosie and then Senator Pederson, along 

with representatives from the Children, Youth and Families Department, to 

provide clarification of the procedures for implementing the 1999 Full Faith & 

Credit legislation. The area of juvenile justice was the focus along with required 

intergovernmental agreements and the domestication of tribal court orders. 

Educating Tribal Agencies and State Agencies, and Judiciary: 

 The Consortium invited representatives from the Navajo Child Support Program, 

the New Mexico Human Services Department, and the Child Enforcement 

Division to discuss Federal Title IV-D funding and the creation of joint powers 

agreements between the agencies. 

Developing Policy and Procedure: 

 The Consortium created a committee to draft and propose a Rule for Civil 

Procedure. 

The judicial partners who comprise the Tribal-State Judicial Consortium continue 

to build success and plan for future improvements between state and tribal courts that 

benefit the quality of life for families and children. 

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San Diego County Sheriff’s 

Tribal Liaison Program 

Program Summary 

The San Diego County Sheriff’s Office, Valley 

Center/Pauma Sub-Station began providing

enhanced law enforcement services for the Pala

tribe in the late 1990’s, but the program was 

discontinued due to lack of financial resources.

In 2001, when the tribe’s casinos were 

completed, the Pala and Rincon tribes both 

contracted with the San Diego Sheriff’s Office to 

reinstate this successful program. Contracted

sheriff’s deputies provide patrol and investigation 

services exclusively to the tribes. The tribes 

purchase the law enforcement services using

multi-year contracts agreed to by the tribes and sheriff’s office and approved by the 

San Diego County Board of Supervisors. The Pauma/Yuima, La Jolla, Barona and 

San Pasqual tribes are also considering contracts with the San Diego County Sheriff’s 

Office for law enforcement services using this model. 

Contact: 

Lieutenant Sean Gerrity 

San Diego County 

Sheriff’s Office 

Valley Center/Pauma Sub- Station 

28205 N. Lake Wohlford Road 

Valley Center, CA 92082 

Tel: (760) 751-4401 

Sean.Gerrity@sdsheriff.org

This liaison program is unique in that the deputies work exclusively for the tribes 

utilizing a community-policing model of service delivery on the reservations that 

promotes relationship building between tribal residents and the deputies. Each tribe’s 

residents informally mentor the deputies by teaching them about their tribe and its 

people. The deputies make a concerted effort to be respectful of the tribe’s culture 

and beliefs so that understanding is promoted between the tribe and the deputies who 

protect them. 

Description 

The contract deputies program is a cost recovery program in that the tribe pays for 

the cost of service and the sheriff’s office provides the service without profit. Each 

tribe purchases the patrol vehicles for the deputies and the sheriff’s office equips 

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them. Although several of the tribes have casinos, some tribes contract separately for

security services. The deputies are not responsible for the casino law enforcement 

services, but they do meet monthly with the casino directors to determine criminal 

activities pertaining to the casinos. 

In an effort to sustain good relationships with tribal members, the deputies attend 

tribal council meetings, community meetings, Indian health council and other tribal 

service provider meetings. The tribal councils arrange cultural competency training for

the deputies who continue to learn each tribe’s culture by engaging with tribal 

members and youth. 

Coordination and Collaboration 

This program is a contractual relationship between two sovereign California tribes, 

the County of San Diego Board of Supervisors, and the San Diego County Sheriff’s 

Office. Law enforcement coordinates services to the community by involving

themselves in the community life, activities and meetings. The success of the program 

is built upon trust and good relationships. Tribal councils, deputies and tribal

members work cooperatively to promote safety within the five reservations. 

Funding 

Each participating tribe funds the Tribal Liaison Program. A multi-year contract is 

formed between the tribe and the San Diego County Sheriff’s Office for law 

enforcement services. 

Partnerships 

The following tribes have contracted with the San Diego County Sheriff’s Office to

provide law enforcement services through the Tribal Liaison Program: 

 Pala Band of Mission Indians (currently two deputies) 

 Rincon Band of Mission Indians (currently three deputies) 

In addition, the San Diego County Board of Supervisors approves the contracts 

and supports the Tribal Liaison Program. 

Impact and Outcomes 

This Tribal Liaison Program is a model in the southern California area of a good 

working relationship between tribes and the county sheriff’s office. In this Public Law

280 state, where tribal, state, and federal law enforcement jurisdiction can be 

challenging at best, the liaison program has been successful by building rapport and 

improving safety in the tribal communities. 

Training and Education 60 
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Appendices 

 61
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Safety in Indian Country 

Appendix A 

Ordinance No. 480 

An Ordinance Providing for a Public Safety 

Commission and Police Department 

BE IT ORDAINED BY THE CITY OF FLANDREAU, SOUTH DAKOTA, THAT TITLE 3 

BE ADDED TO ITS COMPILED ORDINANCES FOR THE PURPOSE OF PROVIDING 

FOR A PUBLIC SAFETY COMMISSION AND POLICE DEPARTMENT. 

TITLE 3 – PUBLIC SAFETY COMMISSION 

Chapter 3.01 – PUBLIC SAFETY COMMISSION 

3.0101 – Creation. There is hereby created and established in and for the City of Flandreau, 

South Dakota (City) a Public Safety Commission (Commission) for the purpose of establishing, 

administering and supervising a police force for the purpose of enforcing all laws and ordinances

under its jurisdiction, for providing protection of the general public and, in the event that the City

has an agreement with the Flandreau Santee Sioux Tribe (FSST) to provide law enforcement 

services, then it shall enforce the laws and ordinances of the FSST. 

3.0102 – Composition and Appointment. The Commission shall be composed of nine (9) 

members. No person employed by the City as a law enforcement officer, or any member of that 

person’s immediate family, shall be a voting member of the Commission. The members of the 

Commission shall be appointed by the Mayor with the consent of the City Council, provided that, if 

by written agreement with FSST they shall have representation on the Commission, then the 

number of persons to be appointed by the City shall be reduced accordingly. All City appointees

shall be residents of the City. The manner of appointment and the qualifications of the appointees

by FSST shall be determined according to their rules and regulations. 

3.0103 – Terms. The members of the Commission shall be appointed for terms of three (3) years.

Initially the terms shall be shortened and staggered to provide for renewal of terms at different times

by providing for one-third to be appointed for one year, one-third for two years and the remainder

for three years. The Commission shall determine the manner in which the initial terms shall be 

determined. 

3.0104 – Removal and Vacancy of Members. Any member of the Commission appointed by the 

City shall be subject to removal by the majority vote of the entire membership of the City Council, 

after recommendation of removal by the Mayor. In the event of vacancy in any membership on the 

Commission caused by death, resignation or otherwise, such vacancy shall be filled by appointment 

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by the Mayor with the consent of the City Council except and unless the vacancy was in a position

that had been filled by the FSST, and in that event, the FSST shall determine how the vacancy shall 

be filled. 

3.0105 – City Council Liaison. The Mayor, with the consent of the City Council, shall appoint a 

member of the City Council to act as a non-voting liaison member of the Commission to facilitate 

communication between the Commission and the City Council. If by agreement the FSST shall be 

appointing some of the membership of the Commission, then the FSST, if desired, appoint another 

person as a non-voting liaison member of the Commission to facilitate communication between the 

Commission and FSST. 

3.0106 – Meetings. The Commission shall hold regular monthly meetings at a time and place to

be established by it. Special meetings may be called at any time by the Chairperson of the 

Commission by giving 24 hours advance notice to all other members including the Council liaison 

member. A quorum shall consist of five (5) members. 

3.0107 – Organization. The members of the Commission shall elect from among themselves one 

person to serve as Chairperson, one to serve as Vice-Chairperson and one to serve as Secretary. 

Each office is held for one (1) year and the initial terms shall expire at the end of the second

calendar year that the Commission is organized. 

3.0108 – General Authority. The Commission shall have the power and authority to superintend,

manage and control the police department within the budget approved by the City Council. The 

Commission will have opportunity to review and provide input for the preparation of said budget 

annually. The City Council is to be kept informed of all expenses and any financial obligations to be 

incurred which are not budgeted for. No financial obligation or expense may be incurred until

approved by the City Council and the FSST if it has an agreement with the City for law 

enforcement. 

3.0109 – Personnel Authority. The Commission shall have the authority to recruit, hire and

supervise an appropriate individual to serve as the Police Chief, with the approval of the City 

Council and, if the City has an agreement for law enforcement with FSST, with approval of the 

FSST. The Chief of Police shall supervise the personnel of the police department.

Chapter 3.02 – POLICE DEPARTMENT 

3.0201 – Member. The Police Department shall consist of the Police Chief and such number of

police officers as may be necessary for the enforcement of all laws and ordinances under its 

jurisdiction, for the protection of the general public, and for enforcement of all laws of the FSST if it 

has an agreement with the City for law enforcement. 

3.0202 – Chief of Police. The Police Chief shall provide leadership, direction and management of

the Police Department and shall be under the supervision of the Public Safety Commission. 

3.0203 - Appointment of Police Department. 

a. The members of the Police Department shall be selected and employed by the Police Chief 

with approval of the Commission. The Police Chief shall have charge of the Police Department and

each of the Police Officers shall serve under the Chief’s direction and control or, in the case of the 

absence of the Chief, any other Officer designated by the Chief. 

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b. Each Police Officer when on duty shall wear some insignia of the office in a conspicuous

place, unless the circumstances are such that it is not necessary or there is good reason not to have 

the insignia displayed. 

3.0204 – Duties of Police Officers. The Police Chief and all officers serving in the Department 

shall possess all powers conferred by State Law and will generally have the responsibility to suppress 

disorder, keep the peace, enforce all laws and ordinances under its jurisdiction and the laws of the 

FSST if it has an agreement with the City for law enforcement, and perform other duties requested

by the Commission, City or FSST if applicable. 

3.0205 – Personnel Policies. The Police Chief and all other employees of the Department shall be 

subject to the Personnel Policies of the City. 

 Warren D. Ludeman

 Mayor, City of Flandreau 

ATTEST: 

R. Smith 

Finance Officer 

FIRST READING: September 5, 2000 

SECOND READING: September 18, 2000 

ADOPTED: September 18, 2000 

PUBLISHED: September 20, 2000 

Appendix A 64
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Appendix B 

 

Joint Powers Agreement for 

Law Enforcement Services 

THIS AGREEMENT is entered into the date shown below by and between the City of 

Flandreau, South Dakota, herein referred to as the City, and the Flandreau Santee Sioux Tribe, 

herein referred to as FSST. This Agreement is entered into as authorized by South Dakota Statute 

SDCL Chapter 1-24. The FSST enters into this Agreement under the authority of Article VIII,

Section 1(f) of its Constitution and By-Laws. 

The purpose of this Agreement is to enter into a Joint Powers Agreement to provide for joint law 

enforcement services for the City and FSST through the Flandreau Police Department in

accordance with and subject to the terms of this Agreement. The written terms and provisions of 

this contract shall supersede all prior verbal statements of any representative of the parties and such

statements shall not be effective or be construed as entering into, forming a part of, or altering in 

any manner whatsoever, this contract.

THE PARTIES AGREE AS FOLLOWS: 

1. The Flandreau Police Department shall provide law enforcement services for all lands within

the boundaries of the Flandreau City and on all trust lands under the jurisdiction of FSST, said 

services to include but not necessarily be limited to keeping the peace, enforcing State Laws and City 

Ordinances on non-trust land, and enforcing FSST laws and ordinances on trust land. Except as 

otherwise stipulated, the Flandreau Police Department shall furnish all labor, equipment, facilities,

and supplies required to provide general law enforcement services to the City and FSST required 

under this Agreement. 

2. All persons employed by the Flandreau Police Department in providing general law 

enforcement services to the City and FSST shall be City officers or employees, and they shall not

have any benefit, status, or rights as an FSST employee. 

3. The FSST shall not be liable for the direct payment of salaries, wages, or other compensation

to Flandreau Police Department officers or employees providing services under this Agreement. 

4. The FSST shall not be liable for indemnity to any Flandreau Police Department officer or 

employee for injury or sickness arising out of his/her employment in providing general law 

enforcement services to FSST. 

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5. The services of the Flandreau Police Department to be performed hereunder, shall not be 

assigned, sublet, or transferred to any other corporation or organization without the written

approval of the FSST. 

6. The term of this Agreement shall be effective immediately upon execution by the parties, 

through December 31, 2001, and shall be automatically renewed thereafter provided that either party 

may terminate this Agreement and each party’s obligations hereunder upon giving one hundred

eighty (180) days’ written notice of its intention to do so. 

7. FSST and the City agree to share in the costs for services described herein as follows: 

7.1 FSST agrees to pay thirty percent of the operating budget for the Flandreau Police 

Department with the City paying the balance thereof. The City shall serve as the financial 

administrator for the Flandreau Police Department and shall submit a voucher to FSST for thirty

percent of actual expenses incurred by it during the remainder of the year 2000. Thereafter, for the 

calendar year of 2001, the FSST shall pay the sum of $6,027.37 per month to the City payable on the 

1st of each month, during the term of this Agreement. Said amount was arrived at by dividing the

proposed operational budget (provisional budget) for fiscal year 2001 of $241,095.00 by 12 months 

and taking that figure times thirty percent. If after the year 2001 and each calendar year thereafter it 

is determined that the actual costs of operation were less than the amount budgeted, then a credit 

shall be given FSST for the difference thereby providing that FSST will not pay any more than thirty 

percent of the actual operating costs. Said credit shall either be refunded to FSST or credited to

future payments required to be paid by FSST in the event this Agreement is extended, whichever 

FSST prefers. FSST will not have to pay any more than thirty percent of the budgeted amount 

unless extraordinary and unanticipated expenses are incurred which cause the total expenses to 

exceed the amount budgeted, and then only if the extraordinary and unanticipated expenses are 

deemed necessary by both the City and FSST and recommended by the Flandreau Public Safety 

Commission referred to hereinafter. 

7.2 The FSST shall pay for thirty percent of the actual expense incurred for start-up expenses 

including additional motor vehicles and equipment that will be necessary to properly equip the 

Flandreau Police Department. The City will submit a voucher to FSST for its share of those costs 

and payment therefore shall be made by FSST within thirty days thereafter. In the event that this

Agreement is not renewed, then upon termination of this Agreement the City shall have the option

to purchase the interest of FSST in any equipment or other assets for which they have made a

contribution to the purchase price, said price to approximately equal the then fair market value. In

addition, FSST will be entitled to be reimbursed their proportionate share of any funds remaining in

a depreciation account at the time of termination. 

7.3 In addition to the qualifications and training required by the State of South Dakota, all 

officers shall be given paid time off to attend training in federal and tribal laws and issues and shall 

meet the minimum requirements of the Bureau of Indian Affairs in order to serve as a federal officer 

on Tribal lands. FSST agrees to assume responsibility for arranging for and paying the cost of that 

training including all out-of-pocket expenses associated therewith except the wages or salary which

will continue to be paid by the Flandreau Police Department. Such training shall be scheduled at 

times agreed to by both parties. Both parties intend that such training be conducted locally if at all

possible so as to minimize the amount of time that the officer is away from the community. If the 

training is for such a length of time that it will be necessary to employ additional officers to provide 

Appendix B 66
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law enforcement coverage under this Agreement, such training will not be scheduled unless and until 

the parties agree upon how the additional officers will be compensated. 

8. The Flandreau Police Department, in connection with providing law enforcement services to 

FSST on Trust lands, shall proceed as follows: 

8.1 Shall be responsible for responding to and investigating all crimes committed on Tribal Trust 

lands regardless of any questions involving jurisdiction. The Police Department shall work 

cooperatively with the Federal Bureau of Investigation and any investigators from the Bureau of

Indian Affairs or the FSST Criminal Investigator. 

8.2 Any time there is a felony committed or a report of criminal activity that may constitute a

felony, the Police Department shall immediately report the matter to the Federal Bureau of 

Investigation. 

8.3 Said Department shall prepare and file quarterly reports with the FSST describing law

enforcement activities and services provided to FSST under this Agreement. Said reports shall be 

prepared on forms provided by the FSST. 

9. A PUBLIC SAFETY COMMISSION will be created for the purpose of establishing, 

administering and supervising the Flandreau Police Department. The membership of the Board shall 

be nine (9), five of whom shall be appointed by the Mayor and confirmed by the City Council, and

four of whom shall be appointed by FSST according to its rules and regulations. Said Commission 

shall be established by City Ordinance which shall provide for the number of members to be 

appointed by FSST as provided for by this or any subsequent Agreement. 

10. This Agreement is effective as of the last date signed by the parties. 

CITY OF FLANDREAU FLANDREAU SANTEE SIOUX TRIBE SOUTH DAKOTA

 

By:__________________________ By:___________________________ 

Its:__________________________ Its:___________________________ 

 ___________________________ 

 (DATE) 

ATTEST: 

____________________________ 

City Finance Officer 

(SEAL) 

_____________________________ 

 (DATE) 

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 Appendix C 

Executive Order 2002-01.2 

North Dakota Commission on 

Drug and Alcohol Abuse 

 

WHEREAS, the abuse of drugs and alcohol in North Dakota represents a significant issue for 

the citizens of North Dakota; and 

WHEREAS, substance abuse continues to plague the State with a host of social ills, including 

adult and juvenile crime, fetal alcohol syndrome, interference with the education of our children,

domestic violence, work performance, traffic fatalities and erosion of the family structure within our

society; and 

WHEREAS, coordinated policies and programming are necessary to successfully deal with the 

causes and effects of drug and alcohol abuse; and 

WHEREAS, programs dealing with education, treatment, prevention, and prosecution of 

substance abuse offenses, related criminal activity, victims. concerns and domestic violence are 

located in numerous agencies; and 

WHEREAS, these programs are often without effective coordination and clear policy guidance; 

and 

WHEREAS, the Governor and Attorney General recognize the need to coordinate the many 

programs and agency efforts to combat substance abuse; and 

WHEREAS, the Governor and Attorney General will facilitate a statewide program to reduce 

alcohol and drug abuse, to coordinate prevention, education and law enforcement activities, and to 

establish clear policy guidance in the substance abuse area. 

NOW THEREFORE, I, John Hoeven, by the virtue of the authority vested in me as Governor

of the State of North Dakota, do hereby: 

I. Establish the North Dakota Commission on Drug and Alcohol Abuse, appointed by the 

Governor, consisting of the following members, who serve at the pleasure of the Governor: 

• One representative of the Office of the Governor 

• Four members of the North Dakota Legislative Assembly 

• Executive Director of the North Dakota Department of Human Services, or designee 

• State Health Officer of the North Dakota Department of Health, or designee 

• Director of the North Dakota Indian Affairs Commission, or designee 

Appendix C 68
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Safety in Indian Country 

• Director of the North Dakota Department of Corrections and Rehabilitation, or designee 

• State Superintendent of the North Dakota Department of Public Instruction, or designee 

• Director of the Bureau of Criminal Investigation, or designee 

• One North Dakota sheriff 

• One, but not more than three, addiction counselors or prevention specialists 

• One North Dakota States Attorney 

• One North Dakota Chief of Police 

• Adjutant General of the North Dakota National Guard, or designee

lore the interrelationship between substance abuse prevention,

ed

eral or his designee shall serve as Chair of the Commission.

xecutive authority

pu

02.

_________________________

_________________________

_________________________

 

• One representative of the North Dakota Supreme Court 

• United States Attorney, or designee 

• First Lady of North Dakota 

II. The Commission shall a) exp

ucation and enforcement programs; b) design procedures to coordinate resources in the substance 

abuse area; and c) pursue avenues to ensure future coordination of resources designed to address 

substance abuse issues. 

III. The Attorney Gen

IV. This order replaces Executive Order 1999-06, which is hereby rescinded. 

This order is issued on the basis that the Governor is vested with the E

rsuant to Article V, Section 1 of the North Dakota Constitution. 

Executed at Bismarck, North Dakota, this _________ day of , 20

_

John Hoeven 

Governor 

Attest: 

_

Secretary of State 

_

Deputy 

Appendix C 69