Tribal Successes: 

Protecting the Environment 

and Natural Resources 

May 2007 

U.S. Environmental Protection Agency 

U.S. Department of the Interior 

Offices of Inspector General
John S. Banks, Director, Dept. of Natural Resources, Penobscot Indian Nation 

Nolan Colegrove, Forest Manager, Hoopa Valley Tribe 

Ken Jock, Director, Environmental Division, Saint Regis Mohawk Tribe 

Nancy John, Director, Environmental Programs, Cherokee Nation 

Tim Keesey, Environmental Manager, Susanville Indian Rancheria 

Charles Lujan, Director, Office of Environmental Affairs, Ohkay Owingeh 

 Dave Morgan, La Calandria Associates, Inc. 

Staff, Offices of Inspector General for DOI and EPA

Credits 

Special thanks to the following individuals for photos used in this report: 
 i 

Preface 

It is with great pleasure that we present Tribal Successes: Protecting the Environment and Natural 

Resources. Numerous Tribes use innovative practices to protect natural resources and the 

environment. This report showcases only a small sample of Tribal communities that demonstrate 

success in achieving natural resource and environmental goals. The overall intent of this report is 

to highlight examples of successful Tribal practices that will inspire and be useful to others in 

successfully implementing their own natural resource and environmental programs. 

We extend our sincere thanks to all who provided feedback and suggestions. Your assistance 

greatly contributed to the design and completion of this report. We especially thank members of 

the Tribes highlighted in this report for their participation and interest. Their commitment to 

sharing successful Tribal programs and practices made this report possible. 

This unique report is the culmination of a collaborative effort by the Offices of Inspector General 

for the U.S. Environmental Protection Agency and the U.S. Department of the Interior. It was 

prepared to promote Tribal programmatic capability and capacity. This report provides a forum to 

share the diversity of Tribal practices and to create models for success. We encourage government 

agencies and other stakeholders to use the report to enhance relationships and partnerships with 

Tribes. 

 

 

Earl E. Devaney Bill A. Roderick 

Inspector General Acting Inspector General 

U.S. Department of the Interior U.S. Environmental Protection Agency 
ii 

Tribal Successes: Protecting the Environment and 

 Natural Resources 

PURPOSE OF REPORT

This report was prepared to highlight the diversity of innovative Tribal practices that will serve as models 

of success to other Tribes in implementing natural resource and environmental programs. We also 

encourage U.S. Environmental Protection Agency and U.S. Department of the Interior officials and other 

stakeholders involved in promoting Tribal programmatic capability and capacity to use the report to 

enhance partnerships with Tribes. 

INNOVATIVE PRACTICES

Successful implementation of environmental and natural resource projects directly results from 

innovative practices that overcome barriers. Some common barriers that affect Tribes include: 

♦ Resource Limitations. 

♦ Administrative and Managerial Requirements. 

♦ Legal and Regulatory Issues. 

♦ Communication and Relationships. 

Some of the barriers affecting Tribal implementation of natural resource and environmental programs 

result from difficulties in working with federal entities. These difficulties often stem from differences in 

resource needs and availability, rules, operating procedures, goals, priorities, and culture. 

Tribes have overcome barriers, such as those outlined above, through innovative practices, which are key 

variables for Tribes in maximizing the effectiveness of their programs. The innovative practices 

presented in this report are based on observations and examples provided by the 14 Tribes represented. 

Some of these practices include: 

♦ Collaboration and Partnerships. Many of the successful Tribal projects resulted from efforts to 

 foster good communication and positive relationships. 

♦ Education and Outreach. Tribes value community input and understand that the success of many 

projects depends on community support. Natural resource and environmental projects are more 

 effective if the community participates. 

♦ Expanding Resources. Based on size, capacity, and structure, each of the Tribes represented has its 

own processes for securing resources to ensure sustainability in natural resource and environmental 

 programs. In many cases, Tribes use available resources to market unique products. Some Tribes 

 use an overall interest in Tribal culture and local attractions to promote tourism. 

Executive Summary 
 iii 

Preface.................................................................................................................................................... i 

Executive Summary .............................................................................................................................. ii 

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

Map of Tribes Visited ........................................................................................................................... 6 

 Cherokee Nation ............................................................................................................................. 8 

 Delaware Nation ........................................................................................................................... 10 

 Eastern Band of Cherokee ............................................................................................................ 12 

 Hoopa Valley Tribe....................................................................................................................... 14 

 Metlakatla Indian Community ...................................................................................................... 16 

 Nez Perce Tribe............................................................................................................................. 18 

 Ohkay Owingeh ............................................................................................................................ 20 

 Penobscot Indian Nation............................................................................................................... 22 

 Native Village of Port Lions ......................................................................................................... 24 

 Saint Regis Mohawk Tribe ........................................................................................................... 26 

 Sokaogon Chippewa Community ................................................................................................. 28

 Susanville Indian Rancheria ......................................................................................................... 30 

 Warm Springs Reservation of Oregon (Confederated Tribes of the) ........................................... 32 

 Wiyot Tribe................................................................................................................................... 34 

 1. Scope and Methodology ........................................................................................................... 37 

Table of Contents 

THE 14 PARTICIPATING TRIBES

APPENDICES

 1 

resources, and the capacity to implement 

projects. 

Natural resources play a vital role in Tribal 

economies, which rely on land use, such as 

forestry and agriculture. Tribal communities 

also rely on the land for subsistence activities, 

such as hunting and fishing. 

Land has always had great spiritual and cultural 

significance to the Tribes. To preserve the land, 

Tribes are committed to implementing 

environmental and natural resource programs. 

These programs include developing Tribal 

environmental regulations; managing solid and 

hazardous waste; and addressing issues of safe 

drinking water, sanitation, subsistence hunting 

and fishing, and cultural heritage preservation. 

EPA supports Tribal environmental capacity 

building through its General Assistance 

Program, which provides opportunities for 

Tribes to develop core environmental programs. 

EPA’s fiscal year 

2006 goal was to 

provide funding 

and technical 

assistance for 

about 90 percent 

of federally 

recognized Tribal 

governments and 

intertribal 

consortia. DOI 

provides funding 

to promote selfgovernance and 

economic 

stability and 

works through its 

eight bureaus and offices to facilitate the growth 

and success of Tribal projects and programs. 

The purpose of this collaborative effort is to 

highlight Tribes’ successful management of 

environmental and natural resource programs. 

The effort was jointly conducted by the Offices 

of Inspector General for the U.S. Environmental 

Protection Agency (EPA) and the U.S. 

Department of the Interior (DOI). 

There are more than 560 federally recognized 

Tribes in the United States. Currently, these 

Tribes hold more than 50 million acres of land, 

or approximately 2 percent of the United States. 

Some Tribes hold as little as a few acres, and 

many Tribes hold no land at all. For example, in 

1971, land title for Alaska Tribes was conveyed 

to Alaska Native Corporations, with the 

exception of the Annette Islands Reserve in 

southeast Alaska. 

Each Tribe is an individual, sovereign 

government and is unique in structure and 

culture. Tribes operate their programs in a 

variety of ways. Common differences among 

Tribal operating methods include varying goals 

and objectives, administrative systems, funding 

Introduction 

PURPOSE

BACKGROUND

Annette Islands Reserve 

Horses on Tribal Lands 
2 

barrier. The represented Tribes explained that 

turnover of federal project officers is also a 

major issue. Replacement of project officers 

results in serious communication problems, such 

as the loss of project continuity and established 

relationships. 

Administrative and Managerial 

Requirements. Tribes face the challenge of 

complying with changing federal rules and 

regulations, which vary among federal agencies. 

The procedures and processes a Tribe uses to 

meet one agency’s requirements may not be 

applicable when dealing with another agency. In 

some cases, incompatibilities also exist among 

Tribal and federal administrative systems. 

Inefficiencies occur when Tribes are required to 

follow different procedures from one federal 

agency to another. These inefficiencies can lead 

to additional Tribal resource needs. In some 

cases, differences in procedures are drastic 

enough to discourage Tribes from pursuing 

federal assistance. 

Legal and Regulatory Issues. Federal 

program regulations limit the use of funds to 

particular activities or functions. Such 

limitations may affect the Tribes’ ability to 

manage their programs, and in some cases, 

Tribes have refused funding because of use 

Successful implementation of environmental and 

natural resource programs and projects is the 

direct outcome of innovative practices employed 

by the Tribes to overcome barriers. Many of the 

barriers affecting Tribal implementation of 

natural resource and environmental programs 

result from difficulties in working with federal 

entities, which may have differing rules, 

operating procedures, priorities, and resource 

limitations. 

The Tribes represented in this report provide 

numerous examples of successful 

implementation of environmental and natural 

resource projects and programs. Successful 

implementation is a continual challenge, 

however, and each Tribe faces numerous 

barriers. Some common barriers that affect 

Tribes include: 

♦ Resource Limitations. 

♦ Administrative and Managerial 

Requirements. 

♦ Legal and Regulatory Issues. 

♦ Communication and Relationships. 

Resource Limitations. Tribes are continually 

looking for funds to initiate and successfully 

implement programs. Unfortunately, initiation 

of a program does not necessarily mean that it 

will be implemented. For example, Tribes that 

have difficulty in generating their own funding 

may face problems with continuing program 

operations. In addition, several Tribes informed 

us that federal assistance for operation and 

maintenance of programs is inadequate to meet 

program needs. As a result, some Tribes are 

forced to discontinue program participation 

when funding resources are exhausted. 

Lack of funding also limits the Tribes’ ability to 

attract and retain expert staff. Tribal staff 

turnover, however, is only one component of this 

BARRIERS

Indian Island, Eureka, CA 
 3 

limitations. In other cases, authority may 

overlap among multiple federal agencies, 

causing confusion because of differing 

regulatory language. 

Tribal land bases also vary considerably. Some 

Tribes have rights to an undivided land base 

while other Tribes have no land base at all. Most 

Tribes reside in areas that are divided into 

sections of Tribal and non-Tribal land. As a 

result, Tribes cannot enforce their regulations on 

non-Tribal land within Tribal boundaries. 

Communication and Relationships. A lack of 

understanding about Tribal cultures among 

non-Tribal entities is another barrier. Non-Tribal 

officials do not always consider unique Tribal 

cultures when working with Tribes. Some 

Tribes believe the federal officials they work 

with do not adequately understand Tribal 

sovereignty or the federal trust responsibility. 

Furthermore, federal agencies do not always 

coordinate with each other when they share 

program oversight, resulting in inconsistent 

information being provided to Tribes. 

Tribes have overcome barriers, such as those 

outlined previously, through innovative 

practices. Innovation is a key variable for Tribes 

to maximize the effectiveness of their programs. 

Some of the practices used by the represented 

Tribes include: 

♦ Collaboration and Partnerships. 

♦ Education and Outreach. 

♦ Expanding Resources. 

Collaboration and Partnerships. Many 

successful Tribal projects result from efforts to 

foster good communication and positive 

relationships. Represented Tribes expressed a 

strong desire to collaborate with a diverse group 

of partners, such as the local community, 

non-profits, private industry, other Tribes, and 

state and federal agencies. These Tribes 

understand that environmental and natural 

resource issues are not limited by jurisdictional 

boundaries and that partnerships are based on 

common objectives, creating an increase in 

resources, knowledge, and experience. The end 

result is broadened program success. 

INNOVATIVE PRACTICES

Wolf River, WI 

Boats Used for Subsistence Fishing 
4 

The involvement of non-Tribal entities can 

enhance the success of natural resource or 

environmental projects. Good communication 

and credibility established through proven Tribal 

success can influence non-Tribal entities. 

Education and Outreach. Tribes value Tribal 

community input and understand that the success 

of many projects depends on community 

support. Natural resource and environmental 

projects are more effective if the community 

participates. One Tribe informed us that Tribal 

community input is often the most valuable 

measure of project success. 

The Tribes represented use numerous approaches 

to educate surrounding communities about 

environmental and natural resource issues. 

Outreach activities range from formal 

community meetings to classroom visits and 

fieldtrips. Some Tribes also use media, such as 

pamphlets, cartoons, and computer learning aids, 

to enhance outreach. 

In some cases, education and outreach extend 

beyond surrounding communities. Tribal project 

and program successes influence others to 

institute similar approaches. By creating and 

carrying out innovative practices, Tribes 

demonstrate the possibility of accomplishing 

planned natural resource and environmental 

goals. These positive results motivate other 

Tribes and communities to adapt proven 

innovative practices to fit their own natural 

resource and environmental needs, thereby 

demonstrating that successes are transferable 

beyond the boundaries of a single Tribe. 

Expanding Resources. Based on the size, 

capacity, and structure of the Tribe, each of the 

Tribes represented has its own processes for 

securing resources to sustain natural resource 

and environmental programs. In many cases, 

Tribes use available resources to market unique 

products. Some Tribes build on an overall 

interest in Tribal culture to attract tourism and 

market their accomplishments. 

To overcome funding limitations, several Tribes 

diversify revenue sources for their programs. 

For example, some Tribes obtain and combine 

funding from multiple agencies to implement a 

single natural resource or environmental 

program. Other Tribes establish relationships 

and partnerships to create or obtain support from 

non-profit organizations. Such relationships 

expand outreach and support and are an effective 

approach to raising funds for programs. 

Tribes also expand available resources by 

increasing efficiency. One way to increase 

efficiency is through diversifying employee 

skills. Expanded skills allow individual 

employees to accomplish tasks that would 

otherwise require additional personnel. 

The Tribes noted in the illustration on page 5 and 

on the map on pages 6-7 demonstrate the 

successes achieved through the use of 

collaboration and partnerships, education and 

outreach, and expanding resources to resolve 

environmental and natural resource challenges. 

Innovative Recycling Container 
 5 

Collaboration & 

 Partnerships 

Expanding 

Resources 

Education & 

Outreach 

The 14 

Participating 

Tribes 
6 

Nez Perce Tribe 

Confederated Tribes of 

the Warm Springs 

Reservation 

Hoopa Valley Tribe 

Wiyot 

Tribe Susanville 

Rancheria 

Ohkay 

Owingeh Delaware 

Nation 

Native Village 

of Port Lions Metlakatla Indian 

Community 
 7 

Cherokee 

Nation 

Sokaogon 

Chippewa 

Community 

Eastern Band 

of Cherokee 

St. Regis 

Mohawk 

Tribe 

Penobscot 

Indian 

Nation 

Tribes Visited 
8 

With the discovery of gold in Georgia in the 

1830s, settlers began to covet the Cherokee 

homelands. A period of Indian Removals made 

way for more settlement. In 1838, thousands of 

Cherokee men, women, and children were 

rounded up and marched 1,000 miles to Indian 

Territory, known today as the State of Oklahoma. That journey is remembered as the 

“Trail of Tears.” A spirit of survival and perseverance carried the Cherokee to Indian Territory in 1838, and leads the Cherokee today. 

Consisting of 262,316 citizens, the Cherokee 

Nation is the one of the largest Tribes in the 

United States. Of these citizens, 133,247 live 

within the Nation’s jurisdiction, which 

encompasses eight counties and portions of six 

other counties in northeastern Oklahoma – an 

area of about 700 square miles. 

The Cherokee Nation administers environmental 

programs through the executive branch of its 

government. Two primary administrators are 

the Environmental Protection Commission and 

the Department of Natural Resources. 

The Commission oversees environmental 

functions related to natural resource projects, 

such as reviewing proposed legislation, 

approving or disapproving legislation, 

promulgating regulations, exercising penalty 

and enforcement authority, and overseeing 

compliance with the National Environmental 

Policy Act. The Department of Natural 

Resources oversees programs such as forestry, 

land, and invasive species management, and is 

currently developing an Integrated Resources 

Management Plan. The purpose of the Plan is 

to facilitate planning and execution that merge 

environmental and natural resource data, 

processes, and actions. 

Methamphetamine Lab Assessments 

The Cherokee Nation developed a 

methamphetamine (meth) lab assessment 

initiative because of concerns about the 

nationwide meth use epidemic. The Nation 

gained the knowledge and expertise necessary to 

control the environmental and health risks 

associated with meth labs and assess lab sites to 

ensure harmful chemicals are not still present. 

 

The level of contamination found at a meth lab 

site depends on a number of factors, including 

the method used to produce meth, cooking 

duration, location, and ventilation. Of particular 

concern is the threat of residual contamination, 

which can result from spills; leakage; absorption 

by porous materials; and hazardous leftover 

materials, such as phosphene gas “death bags,” 

metals, and salts. Often, health problems 

(headaches, dizziness, and skin disorders) can 

occur when sites are reoccupied. Children are at 

a higher risk because their immune systems are 

not as highly developed as those of adults. 

Children also crawl and play on the floor, where 

contaminants are likely to exist. 

In addition to the assessments, the initiative has 

increased awareness throughout the Cherokee 

Nation and surrounding communities about the 

health and environmental risks associated with 

Cherokee 

Nation 

Meth Lab Assessment 
 9 

Meth Lab Assessments & Air Monitoring 

meth production. The Nation conducts training 

about the hazards of meth lab assessments and 

plans to expand the training to Tribal 

organizations nationwide. 

Air Monitoring Activities 

According to Cherokee Nation officials, the 

Nation’s air monitoring network—six 

continuous monitoring shelters scattered 

throughout the Nation’s land base—is the largest 

Tribal air monitoring network in the United 

States. In fact, the Nation’s network is larger 

than networks in several states. To ensure 

consistency in operations and maintenance, the 

Nation generally uses standard equipment at 

each site. Each air monitoring station routinely 

collects data on “criteria pollutants” (carbon 

monoxide, sulfur oxide, nitrogen oxide, ozone, 

and particulate matter). 

The Nation’s air monitoring network is used for 

numerous special studies. The air monitoring 

data collected by the Nation is broadly available 

to outside entities. Data from each station is 

automatically downloaded to a public site (the 

EPA AIRNow website) every hour, thereby 

benefiting not only the 

Nation, but also local 

communities and the 

state. 

The Cherokee Nation 

also participates in 

several national air 

monitoring programs, 

including Interagency 

Monitoring of Protected 

Visual Environments 

Regional Haze, CastNet 

Rural Ozone 

Monitoring, Mercury 

Deposition Network, 

National Trends 

Network, National Core 

Network Monitoring 

Programs, and 

Community Air Toxics. 

Contact: Nancy John, Director, 

Cherokee Nation Environmental 

Programs, 918-453-5000 or 

njohn@cherokee.org

Community Air Monitoring Station

“Breaking the cycle of drug addiction 

requires strong support for prevention, 

enforcement, treatment, and 

environmental health. 

We hope to contribute to this 

through our anti-meth coalition.” 

 — Chad Smith 

 Cherokee Nation Principal Chief
10 

The Delaware, once a confederacy, occupied the 

entire basin of the Delaware River in eastern 

Pennsylvania and southwest New York, together 

with most of New Jersey and Delaware. The 

Delaware called themselves Lenape, meaning 

“the people,” while settlers knew them as the 

Delaware from the name of their principal river. 

Gradually, the Delaware were relocated West 

and split into two groups just before the Civil 

War. One group, the Delaware Tribe, moved 

through Kansas and then into Indian Territory 

in Oklahoma, where the Tribe still lives. 

The second group, which would eventually 

become the Delaware Nation, also moved to 

Oklahoma and reorganized under the Oklahoma 

Indian Welfare Act of 1936. In April 1973, this 

group passed a Tribal Constitution changing its 

name to the Delaware Nation of Western 

Oklahoma. In 1984, the group moved into new 

offices located about 2 miles north of Anadarko, 

Oklahoma. In November 1999, the group 

changed its name to the Delaware Nation, with a 

membership of 1,298. 

Environmental problems faced by the Delaware 

Nation include air quality issues (high ozone 

levels and asthma), hazardous waste, pesticides, 

and open dump sites. To address these 

problems, the Delaware Nation initiated an 

environmental program in October 1997. The 

Nation’s environmental office is staffed by eight 

employees. 

The Delaware Nation is working towards an 

overall goal to establish internal capacity and 

capability to conserve, preserve, and protect the 

environment. To achieve this goal, the Nation 

provides training for the environmental staff and 

uses up-to-date technology and processes to 

identify and develop strategies to manage 

problem areas. 

Air Monitoring Activities

Air quality issues are important to the Delaware 

Nation because of potential pollutants from 

nearby power 

plants, 

interstate 

highways, and 

dieselpowered 

drilling by oil 

companies. 

Concerned 

about the effect 

of poor air 

quality on 

human health 

and the 

environment 

and the lack of 

overall air 

monitoring data for southwest Oklahoma, the 

Nation implemented a process to evaluate air 

quality. 

The Nation obtained assistance to establish an air 

monitoring station and began monitoring 

activities in November 2002. Passive ozone 

testing in 2003 and 

2004 revealed high 

ozone levels. To 

obtain a more 

complete picture 

of air quality, the 

Nation is working 

to expand monitoring activities to 

include assessments of nitrogen 

oxide and 

particulate matter. 

Since air pollution 

is not confined to 

its boundaries, the Nation sees its air monitoring 

activities as important practices for the entire 

surrounding community. 

Delaware 

Nation 

Air Monitoring Station 

Air Monitoring Equipment 
 11 

Air Monitoring & Recycling 

Recycling 

In spite of several challenges, the Delaware 

Nation successfully implemented a rural 

recycling program in cooperation with nearby 

Tribes and the City of Anadarko. A collection 

facility is located on the reservation, but services 

are offered throughout the local community. 

The Nation provides recycling services at 

community events, and City officials recently 

asked the Nation to install a large recycling 

station at City Hall. Although the program is 

currently limited to recycling aluminum and 

paper products, participation in the program has 

grown to the point that the Nation plans to 

expand into recycling plastics and appliances. 

One of the biggest challenges faced by the 

Nation was a lack of interest by community 

residents, who were accustomed to disposing of 

waste through other means, such as burning. 

The Nation is successfully meeting this 

challenge through an outreach program to 

educate residents about the benefits of proper 

disposal. Actions taken by the Nation include 

visiting schools and working with the 

community health board to ensure residents are 

better informed. The Nation’s outreach has 

increased participation in the recycling program, 

and the program continues to grow. To sustain 

and expand the program, the Nation charges each 

user $20 per month to cover waste pick-up and 

recycling services. 

The volume of material recycled or eliminated 

from the waste stream through the Delaware 

Nation’s program averages 200 tons per year. In 

addition, the success of the recycling program 

has resulted in the creation of four jobs. The 

Nation targets motivated employees to work in 

the program and provides adequate training. 

Sustainability is an important issue to the 

Nation and has been a primary factor in the 

growth and success of the recycling program. 

Contact: Nikki Owings-Crumm, 

Acting Director, 

Delaware Nation Environmental Program, 

405-247-2448 ext 137 or 

nyocrumm@delawarenation.com

Bales of Shredded Paper for Recycling 

Community Recycling Bin 

“Environmental Programs will 

protect, enhance, promote, preserve 

and regulate our native lands, 

water and air.” 

 — Mission Statement, 

 Delaware Nation 

 Environmental Programs
12 

In 1838, thousands of Cherokee were forcibly 

removed from their land in North Carolina and 

taken to Oklahoma on the “Trail of Tears.” The 

Cherokee in western North Carolina today 

are descendents of those who were able to hold 

on to land they owned; those who hid in the 

hills, defying removal; and those who returned, 

many on foot. Today, the Band is composed of 

about 12,000 members. 

The Band’s land encompasses over 56,000 

contiguous acres adjacent to the Great Smoky 

Mountains National Park in North Carolina. 

Natural resources and the environment have 

served as touchstones for Tribal traditions and 

as sources of income for decades. Tourism is 

important to the Band’s economy, and 

cold-water trout streams are primary local 

attractions. 

The Eastern Band of Cherokee strives to 

conserve local natural resources for continued 

use and enjoyment by successive generations. 

The Band’s Office of Environment and Natural 

Resources started operation in October 1992 

and increased its activity in 2000, when the 

Band used grant funds to hire people with the 

expertise to successfully apply for additional 

grants. Seventy percent of funding for the Office 

is obtained through grants, and 30 percent is 

provided by the Band. 

The Band is working to address the challenge of 

hiring and retaining qualified people, a 

challenge that is made more difficult by the fact 

that employees wear “multiple hats”. Loss of an 

employee is therefore a severe setback because 

more than one function has to be replaced. The 

Band is trying to maintain its knowledge base by 

certifying people and keeping them current 

through training programs like those offered by 

the United South and Eastern Tribes. 

Conversion of Open Dump and Solid 

Waste Recycling 

After careful planning, the Eastern Band of 

Cherokee covered a large open dump for use as a 

staging area for water, sewer, sanitation, 

construction, and other Tribal projects. 

The Band uses the site to recycle soil, concrete, 

and asphalt from outside contractors. Soil is 

sifted and refined through a shaker owned by the 

Band, and waste rock is crushed to gravel with a 

crusher donated by the U.S. Army in 2003. 

Recycled soil and rock are used on Tribal and 

U.S. Forest Service roads, and private citizens 

purchase material from the Band to use on 

driveways and around barns. The Band began 

turning a profit on the crusher in 2006 and hopes 

to earn enough to buy a bigger crusher. The site 

also serves as a training ground for the Band’s 

young people, who can learn to operate heavy 

machinery and be educated in other aspects of 

construction. After training, these young people 

possess the technical skills and experience to be 

marketable in a variety of trades. 

Eastern Band of 

Cherokee 

Crusher at Converted Open Dump 

Recycling Center 
 13 

Managing Solid Waste & Restoring Habitat 

The former dump houses the Band’s recycling 

center. Begun in 1989, the Band’s Recycling 

Department promotes reducing, recycling, and 

reusing solid waste and diverting waste like 

aluminum cans and paper products from 

landfills. A goal is to reduce solid waste 

disposal costs on Tribal lands to the greatest 

extent possible. About 13,000 local residents 

and 30 businesses currently participate in the 

program. In 2006, the recycling program 

diverted about 640,000 pounds of solid waste 

(aluminum, glass, plastic, paper and cardboard), 

200 used car batteries, and 1,700 gallons of used 

motor oil from landfills. 

The Band’s Sanitation Department runs a 

composting program, with educational seminars 

attended by people from as far away as Ohio, 

and sells its own compost locally. The Band 

created a nationally used manual 

Composting 

Made Simple, 

distributed by 

EPA. The 

Band’s Sanitation Department 

was a 1992 

National Finalist 

in Harvard 

University’s Award for Stewardship and Sanitation and won an EPA Award for Outstanding 

Stewardship and Environmentalism in 2000. 

Stream Restoration and Water Quality 

The Band used $60,000 of its own money, 

low-cost and volunteer labor, logs from trees 

removed from a Tribal school construction site, 

and donated rock to control stream bank erosion 

in a high-traffic, urban recreation area. The 

Band also used rock to build ledges, shoals, and 

water features within the stream to enhance trout 

habitat. The project was large and high profile. 

It was certified by the Bureau of Indian Affairs 

as a low impact development and will be 

featured in the North American Green’s Erosion 

Discussion newsletter as one of the most diverse 

projects in the nation in terms of planning. 

By using its own resources, the Band completed 

the project at one-fourth to one-third of the cost 

of using outside contractors. The project is 

closely connected to the Band’s water quality 

monitoring efforts. The Band is one of the few 

Tribes east 

of the 

Mississippi 

that collects 

as well as 

evaluates 

water 

quality data. 

Stream 

restoration 

and good 

water quality support the Band’s fish hatchery 

program, which stocks recreational and 

commercial ponds with about 360,000 fish each 

year. Locally, both rivers and ponds are used for 

recreational fishing. The Band charges $150 for 

a seasonal fishing permit. The Band believes that 

stocking recreational and commercial ponds and 

streams with farmed trout takes pressure off wild 

populations and is collaborating with the U.S. 

Fish and Wildlife Service to stock non-game fish 

to maintain water wildlife diversity. 

Contact: Edward Huskey, 

Deputy Operating Officer, 

Eastern Band of Cherokee, 

828-497-1805 or 

ehuskey@nc-cherokee.com

Erosion Control 

Fish Hatchery 

“As we continue our journey, we 

forge the paths for those with a 

clearer vision for our future.” 

 —Eastern Band of the Cherokee 

 Nation 2004 Annual Report 
14 

Members of the Hoopa Valley Tribe are known 

as Hupa. They live in and around the town of 

Hoopa in northern California and total 1,800 of 

the town’s population of 2,500. Of the 92,500 

acres comprising the Tribe’s reservation, 88,000 

are considered to be commercial forest land. 

 

Today, the Hupa are working to restore the 

natural resources that were damaged by federal 

land and water development and management. 

From the 1950s to the late 1980s, the Bureau of 

Indian Affairs managed the Tribe’s forests, 

focusing primarily on maximizing revenue. The 

result was the clear cutting of 33,000 acres to 

annually produce about 60 million board feet of 

timber. The 

clear cuts removed plants 

and animals 

and degraded 

water quality 

and fish 

habitat. 

Water 

development by the Bureau of Reclamation also 

degraded water quality and fisheries. The Hupa 

live within the Klamath River watershed, and the 

Trinity River, a Klamath tributary, bisects the 

reservation. In 1963, the Trinity River was 

dammed to divert up to 90 percent of its water. 

This diversion, combined with competing 

demands for water by farmers, hydropower 

users, and fishermen, has severely strained the 

entire Klamath River ecosystem. 

In 2002, low flows in the Trinity resulted in 

higher water temperatures, overcrowding, and 

the spread of bacteria, all of which killed an 

estimated 60,000 salmon during a 2-week 

period. Fish tags revealed that two-thirds of the 

fish were from the Trinity River. 

Sustainable Forest Management 

A sustainable forest is critical, as timber is the 

source of about 95 percent of the Tribe’s annual 

discretionary revenue. The Tribe took over 

management of its Forestry Program in 1989 and 

by 1994 had adopted a Forest Management Plan 

laying out a Tribal vision to balance economic 

return with forest resource protection 120 years 

into the future. The Tribe reduced the annual 

allowable cut to about 10 million board feet; 

began restoring clear-cut lands through tree 

regeneration; classified significant acreage as 

no-cut; and controlled erosion, which also helped 

reduce stream sediment and protect fish habitat. 

An innovative practice solved the problem of 

black bears stripping the bark from young 

Douglas fir trees to feed on the sweet layer of 

wood underneath, thereby killing the trees. The 

Tribe rejected practices used by other timber 

companies, ranging from killing to feeding the 

bears, in favor of DNA testing to identify problem 

bears. After a 2-year study, the Tribe can identify 

these bears by the condition of their teeth and 

remove the bears to other locations. The Tribe 

also changed its forestry practices to leave a 

greater number of older trees intact, making them 

less attractive to bears. 

Hoopa Valley 

Tribe 

Prior Clear-Cut Forest Practices 

Hoopa Valley Reservation 
 15 

Sustainable Forestry & Water Protection 

In 1999, Tribal forestry practices were certified 

as meeting professional forest sustainability 

standards developed by the Forest Stewardship 

Council,1 a global network located in more than 

40 countries. 

The Tribe 

viewed 

certification 

as a way to 

develop a 

market 

premium for 

Tribal wood 

products and 

provide an 

outside 

assessment of forest management to Tribal 

members. The Council ensures ongoing 

compliance through annual audits, which the 

Tribe has consistently passed. 

By including its Cultural Committee in forest 

management decisions, the Tribe protects 

cultural resources that were not protected under 

previous practices. For example, basket-making 

materials are now protected by a cultural burning 

program to regenerate cultural plants, by a 

prohibition on herbicides on the reservation, and 

by an agreement with the U.S. Forest Service to 

ban herbicides on adjoining National Forest land. 

Every year, the Tribe allocates funding to 

manually treat competing vegetation throughout 

its forest. While costly, this practice protects 

resources, human health, and fish habitat. 

Water Quality Protection

The Hupa were the first California Tribe to 

develop water quality standards approved by 

EPA. With continuous data recorders measuring 

up to 20 parameters, the Tribe collects baseline 

data and monitors the presence of macroinvertebrates to 

evaluate stream 

health over 

time. It also 

regularly tests 

water quality 

and uses the 

results to 

strengthen 

water quality standards and better manage water 

resources. For example, in response to the 2002 

fish kill, the Tribe developed standards, now 

awaiting EPA approval, for the presence of 

bacteria in reservation waters to help prevent 

future catastrophic fish kills. The Tribe is also 

working with the courts and federal agencies to 

restore higher flows to the Trinity River. 

The Bureau of Reclamation acceded to the 

Tribe’s request to release additional water into 

the Trinity River in late August and early 

September for the annual Hoopa Boat Dance 

Ceremonies, which use river water for sweat 

houses and cultural bathing. Because of the 

work of the Hoopa Valley and other Tribes, 

California’s North Coast Water Quality Control 

Plan now includes provisions for the cultural use 

of water. 

Contacts: Nolan Colegrove, Forest 

Manager, 530-625-4284 or 

nolanccsr@pcweb.net

Ken Norton, Director, Tribal EPA, 

530-625-5515 or 

knorton@hoopa-nsn.gov Hoopa Valley Tribe 

 Sustainable Forestry 

“To us, the river is a way of life. 

We live, work and play 

in that water. 

It’s something 

we’ve always had, 

and something we plan 

to always have in the future.” 

 —Joseph Jarnaghan, 

 former Hoopa Valley Council Member 

Klamath River Fish Kill in 2002 

1 The Council accredits independent third-parties to certify 

that forest managers and product producers meet Council 

forest management standards. The Tribe was certified 

through the Rainbow Alliance’s SmartWood program. 
16 

The Metlakatla Indian Community is located on 

the Annette Islands Reserve and encompasses 

86,313 acres of land and 46,019 acres of water, 

for a total of 132,332 acres. Located in 

southeast Alaska, it is the only federal Indian 

reserve in the state. In 1940, the U.S. Army built 

an air base on 12,783 acres located 6 miles 

south of the town of Metlakatla. The base 

brought runways, taxi routes, hangars, storage 

tanks, facilities, housing, docks, a hospital, and 

infrastructure improvements to water, sewage, 

and communications. 

At the end of World War II, the air base was 

vacated, and in 1948, the Federal Aviation 

Administration leased the base for use as the 

Ketchikan Airport. Control shifted to the U.S. 

Coast Guard in 1956, and by 1973 the 

airport had been moved to a new facility closer 

to Ketchikan. All remaining airport support 

activity ceased in 1977. 

Subsequently, the timber and fishing 

industries supporting the Community were 

steadily declining. Increases in farmed salmon 

negatively affected the wild fish industry, and 

the fish cannery in Metlakatla closed. The 1999 

closure of the Annette Hemlock Mill effectively 

stopped the timber harvest. To find jobs for its 

members, the Community decided to diversify its 

economy and improve the quality of life for all 

Community members, while remaining sensitive 

to its cultural and environmental values. 

In 1996, the Community’s Environmental 

Coordinator, working with a contractor, 

identified more than 80 sites associated with 

former federal facilities near Metlakatla. Of 

these sites, 72 had problems, including leaking 

drums, asbestos, lead, pesticides, polychlorinated biphenyls, chemical and oil spills, and 

leaking above and underground storage tanks. 

Good planning and decisive action over the past 

few years have helped the Metlakatla Indian 

Community make significant progress in 

cleaning up the Annette Islands and diversifying 

its economy. The success of the cleanup was 

such that in 2000 the Community was designated 

as a Brownfields Showcase Community,1 one of 

28 Showcase Communities in the United States 

and one of only two Tribes to be so designated. 

The cleanup used a Community workforce 

whenever possible, and several members earned 

Hazardous Waste Operations and Emergency 

Response certifications to form a skilled labor 

pool. Economic successes also include the 

Community’s Purple Mountain Pure Water 

Bottling Plant, opened in 2003, and ongoing 

planning for a rock quarry that could produce an 

estimated 200 million tons of rock over a 

40-year life, employ 60 Community members, 

and generate nearly $1 billion in revenues. 

A Showcase Community 

As a Showcase Community, the Community’s 

goal is to promote self-governance and serve as a 

model for other 

Tribal communities experiencing 

similar environmental issues. 

Key to the success 

of the cleanup 

were Memorandums of Understanding with 

agencies that had 

contributed to the 

contamination. A 

Work Group 

composed of 

Metlakatla Indian 

Community 

1

EPA initiated its Brownfields Program in 1995 to empower 

states and other entities to boost local economies by cleaning up 

brownfields, defined as properties whose reuse could be 

compromised by the presence of contaminants. There are an 

estimated 450,000 brownfields in the United States. 

Annette Island 
 17 

Collaboration & Economic Development 

members of 

the Community and staff 

from the 

Bureau of 

Indian 

Affairs, 

Federal 

Aviation 

Administration, U.S. Army Corps of Engineers, U.S. Coast 

Guard, National Weather Service, and Chevron 

Texaco Company has made notable progress. 

Accomplishments include dismantling and 

disposing of eight contaminated buildings and 

pads, removing 700 tons of scrap metal, draining 

and cleaning 10,000 feet of fuel line, removing 

7,000 gallons of mixed fuel and water, 

demolishing and recycling 45 abandoned towers 

with lead-based paint, removing and recycling 

800 abandoned drums, and disposing of 

14 underground and one aboveground fuel storage tanks. Fuel-contaminated soil was creatively 

used to repave roads throughout the reservation. 

The Community also took the lead on several 

projects administered by the Department of 

Defense, such as the Moss Point Garrison, where 

42 collapsed buildings, a fuel tank, a septic tank, 

and several hundred cubic yards of contaminated 

soil were removed. At the White Alice Station, a 

former U.S. Air Force site, 137 abandoned 

transformers, two underground fuel storage 

tanks, one aboveground storage tank, and several 

thousand cubic yards of contaminated soil were 

removed. 

A Diversified Economy 

The Community’s Purple Mountain Pure Water 

Bottling Plant takes advantage of the 180 inches 

of rain that falls each year on the Annette 

Islands. Water is taken from the town water 

system, whose source is a nearby lake, and 

filtered, de-chlorinated, and ozone purified. The 

plant is capable of processing 600 bottles per 

hour and ships about 1,000 cases (480,000 

bottles) per month. The goal is to sell bottled 

water to the lower 48 states. 

Rock, another natural resource, is the basis for 

the Bald Ridge Aggregate Project, a proposed 

quarry that would create jobs by providing highquality crushed rock to the Pacific Northwest 

through the Metlakatla Aggregate Construction 

Company. The Metlakatla Community has 

completed surface sampling and testing; 

exploratory drilling; and engineering, environmental, and marketing studies. It is now seeking 

contracts with 

the U.S. Army 

Corps of 

Engineers for 

sale of the 

rock. 

The Community has also 

submitted 

applications 

for certification as a small and disadvantaged business to the 

Department of Transportation and the Small 

Business Administration. 

Contact: Jeff Benson, 

Environmental Coordinator, 

Metlakatla Indian Community, 

907-886-4200 or 

micenviro@hotmail.com

Abandoned Structure 

Purple Mountain Pure Bottled Water 

“Our main goal is 

making sure that the 

community and island 

will be self-sustaining. 

We have an abundance of 

resources and want 

to keep them.” 

 — Metlakatla Member 
18 

The Nez Perce, or Nimiipuu as they refer to 

themselves, originally occupied about 13 

millions acres in what is now southeastern 

Washington, northeastern Oregon, and northern 

Idaho. The Treaty of 1855 resulted in the Tribe 

relinquishing 5.5 million acres to the U.S. government and an 1863 treaty further reduced the 

reservation to about 750,000 acres. 

Passage of the Dawes Act in 1887 opened the 

reservation to homesteading, allowing 

non-Indians to buy reservation land and create a 

“checkerboard” pattern of land ownership. 

Today, the Nez Perce own only about 12 percent 

of the reservation, resulting in issues over 

jurisdiction. About 18,000 people live within 

reservation boundaries, including about 1,600 of 

the Tribe’s 3,900 members. 

The Tribe established a Natural Resources 

Department to provide for the Tribe’s long-term 

cultural, social, political, and economic 

stability. The Department has divisions for 

cultural resources, environmental restoration 

and waste management, forestry, land services, 

water resources, and wildlife. 

Monitoring Air Quality 

Air quality is a concern for everyone who lives 

on the reservation because of three large lumber 

mills; woodstoves; residential, forestry and agricultural burning; and other sources. Several 

communities are located in the river valley 

which is prone to air inversions. The Tribe 

administers EPA’s Federal Air Regulations for 

Reservations (FARR), which regulates air emissions within the boundaries of 39 reservations in 

Idaho, Oregon, and Washington. The Tribe has 

a full-time outreach person on staff and has held 

meetings with the community, city governments, 

and emergency service agencies. 

In 1998, the Tribe received EPA funding to 

address air quality issues and now operates air 

equipment at three locations to monitor particulates and toxics, including metals, carbonyls and 

volatile organic compounds. The Tribe coordinates air quality management with the State of 

Idaho, which uses Tribal air quality data to help 

determine when to issue burn permits offreservation. The State’s Department of Environmental Quality 

posts State and 

Tribal monitoring data on its 

website. 

Since 2002, the 

Tribe has coordinated smoke 

management 

operations with 

other agencies 

through a fourparty agreement 

with EPA and 

Idaho’s 

Departments of Agriculture and Environmental 

Quality. The Tribe’s program includes the 

FARR residential, agricultural and forestry burnpermitting process, which emphasizes cooperation and coordination with burners. The Tribe 

Nez Perce Tribe 

Air Monitoring Station 
 19 

acts as EPA's representative on the reservation, 

but sends investigations to EPA for enforcement 

action. A database tracks burn permits and air 

quality, and an approved burn list is shared with 

the other agencies each day. The Tribe uses 

forecasting tools and the monitoring network to 

issue permits and burn bans. 

Reintroducing Gray Wolves

The Tribe contracted with the U.S. Fish and 

Wildlife Service to lead gray wolf recovery 

efforts in Idaho. In 1999, Harvard University’s 

Project on American Indian Economic 

Development recognized the Tribe and its 

contributions to the Wolf Recovery Program 

with an “Honoring Nations” award. The success 

of the Wolf Recovery Program represents a 

cultural triumph to the Nez Perce people, since 

their heritage includes a reverence for wildlife. 

The Wolf Recovery Program was the first time 

the federal government contracted with a Native 

American Tribe to manage recovery of an 

endangered species. The goal of the U.S. Fish 

and Wildlife Service was to have 10 breeding 

pairs in each of the recovery areas (Idaho, 

Montana, and Wyoming) for 3 years. In the first 

2 years of the Program (1995-97), the Tribe 

released 35 wolves into the Idaho wilderness. In 

1998, through monitoring radio-collared wolves, 

the Tribe documented 10 breeding pairs, thereby 

meeting the recovery goal for Idaho. By 2005, 

the wolf population had grown to 512 individuals, with 36 breeding pairs producing 123 pups. 

To overcome deep-rooted fear and 

misunderstanding of wolves, the Tribe 

conducted seminars to educate the public. It also 

partnered with the Wolf Education and Research 

Center to establish a visitor center on the 

reservation. The center increases public 

awareness by using four gray wolves to serve as 

ambassadors for the Program. Born in captivity, 

these wolves live in a 20-acre enclosure that is 

one of the largest of its kind in North America. 

In addition to public education efforts, the Nez 

Perce Tribe developed ways to mitigate concerns 

of ranchers and the State of Idaho about 

wolf-livestock conflicts. To address these 

concerns, the Tribe compensates ranchers for 

losses through a fund established in conjunction 

with Defenders of Wildlife, a non-profit 

organization. The State of Idaho has established 

a compensation fund, and is working with the 

Tribe to manage wolf populations. 

Air Monitoring & Wolf Recovery 

Contact: Aaron Miles Sr., 

Manager, Department of Natural 

Resources, Nez Perce Tribe, 

208-843-7400 ext. 2380 or 

2moon@nezperce.org

Gray Wolf at Wolf Education and Research Center 

“The sanctuary on the Nez Perce 

Reservation will provide for our 

Tribal members an opportunity to 

experience a reunification of the 

cultural and spiritual bond. In turn it 

will allow the non Indian world to 

experience the same.” 

 —Levi Holt, former chair of the Nez 

 Perce Fish and Wildlife Committee
20 

Named for “the place of the strong people,” the 

Ohkay Owingeh Tribe in New Mexico comprises 

about 2,400 people, of whom about 2,100 live on 

the Tribe’s Pueblo. There are 450 homes on 

Tribally owned land, but close to 12,000 people 

live within Tribal boundaries, and 30,000 people 

live within a 10-mile radius. According to the 

Ohkay Owingeh, the Pueblo has been continuously occupied for over 700 years. The Rio 

Grande and the Rio Chama crisscross Tribal 

lands. All local drinking water is either well 

water or other groundwater outlets. 

The Tribe began using its Tewa name “Ohkay 

Owingeh” in November 2005, after having gone 

by the Spanish name “San Juan Pueblo” since 

the days of Spanish rule in the late 16th century. 

Ohkay Owingeh is the name of the starting place 

of the August 10, 1680 Pueblo Revolt against 

Spanish rule, and the Eight Northern Indian 

Pueblos Council is headquartered on the 

Pueblo. Every July, a native crafts fair is held 

on the Eight Northern Pueblos grounds, 

attended by about 24,000. 

The Ohkay Owingeh have few economic 

resources: the finance department is small; staff 

turnover is a problem; and funding is 

continually an issue. To overcome these 

barriers, Tribal officials continue to look for 

new opportunities to create funding and growth. 

For example, the Tribe rents out spaces in its RV 

park. Tsay, a Tribe-owned corporation, owns 

and operates the Ohkay Owingeh casino and 

hotel. The Tribe raises cattle and leases land 

for cattle grazing as well as a Tribally-owned 

radio/cell phone tower. The Tribe has also built 

community low-income housing on Pueblo lands 

and received the 2004 National Award for Smart 

Growth Achievement from the EPA. 

Wetlands Restoration

The Ohkay Owingeh began restoring wetlands to 

reverse the adverse effects associated with a 

channel project on the Rio Grande conducted by 

the U.S. Army Corps of Engineers. In the 1950s, 

the Corps channeled, diked and 

ultimately 

straightened the 

Rio Grande to 

control 

flooding. The 

channel project, 

however, 

removed water 

from the 

bosque,1

 and the native vegetation and wildlife 

associated with that environment disappeared. 

Straightening the river also affected humans because wetlands act as a secondary filtration system for water. Water eventually goes back into 

the ground and becomes part of the groundwater 

system. As all Tribal water came from wells or 

other groundwater outlets, the Tribe’s water 

quality decreased with straightening of the river. 

The Tribe is 

currently 

restoring 750 

acres: some 

have already 

been restored; 

others are being restored, 

and still others are in the 

restoration 

planning process. A contractor guides Tribal restoration efforts, with much of the work done by volunteers 

and students. The Tribe closely monitors restoration efforts because conditions on the Pueblo, 

Ohkay 

Owingeh 

Former Wetland 

Restored Wetland 

1

 Bosque is the name for areas of riparian forest found 

along the flood plains of stream and river banks in the 

southwestern United States. 
 21 

vegetation now covers the landfill, and the 

former dump is indistinguishable from the 

surrounding landscape. 

To replace the dump, the Ohkay Owingeh 

installed a waste transfer station, which uses a 

unique, zigzag design that makes moving bins 

efficient. To overcome resistance to using the 

new transfer station, Tribal environmental and 

sanitation officials held community meetings 

that focused on the importance of the station in 

preventing environmental and health hazards, 

such as solid waste contaminants seeping into 

well water and groundwater. 

Tribal officials are continuing community 

outreach to encourage station use and 

compliance. Along with Rio Arriba County, the 

City of Espanola, and the Pueblo of Santa Clara, 

the Tribe also co-owns the North Central Solid 

Waste Authority, which offers a broad range of 

solid waste services for its customers. 

Wetlands Restoration & Waste Management 

especially in the bosque area, continue to change 

and evolve. Tribal officials estimate 1,500 to 

2000 acres within the Pueblo could be restored 

as wetlands. 

The Tribe is also working with outside communities to restore wetlands and improve overall 

water quality. Many of the Tribe’s wetland 

restoration efforts are now being copied along 

other portions of the Rio Grande. Successful 

wetland restoration has resulted in revival of the 

beaver population. The Ohkay Owingeh 

consider beaver to be the Tribe’s “natural 

volunteers,” as beaver dams have increased local 

movement, distribution and quality of water. 

Other species inhabiting the newly created 

bosque areas include bullfrogs, turtles, trout, 

pike, catfish, river carp, elk, black bear, cougar, 

southwestern willow flycatcher, pheasant and 

grouse. To ensure continued protection of 

wetland areas, the Tribal Council issued a 

declaration that 100 feet from the Rio Grande on 

either side will be forever protected (no 

development allowed). 

Dump Closure and New Transfer Station

It took 2 years for the Ohkay Owingeh to 

secure funding but only 3 months to complete a 

project to clean and close a 40-acre solid waste 

dump. The solid waste collected from the dump 

site was placed in a small, contained landfill area 

and capped with 8 inches of topsoil. Native 

Contact: Charles Lujan, Director, 

Office of Environmental Affairs, 

Ohkay Owingeh, 505-852-4212 or 

cwlujan@yahoo.com

Waste Transfer Station 

“Our goal is maintenance of 

wetlands by natural means.” 

 —Charles Lujan, Director, 

 Office of Environmental Affairs

Former Open Dump Site 
22 

The Penobscot Indian Nation of Maine 

possesses a land base of over 140,000 acres of 

noncontiguous holdings composed of islands 

and some mainland parcels throughout the 

State. The Penobscot holds territory as 

reservation trust and fee land. Tribal life has 

always been centered in the Penobscot’s 

traditional homeland in the Penobscot River 

watershed. Most of the 2,129 Penobscot 

members reside on Indian Island in the middle 

of the Penobscot River. Many of the 

Penobscot’s lands are forested, and logging and 

paper mills are prevalent industrial activities in 

the area. The Tribal Council is composed of 12 

elected members led by a chief and vice-chief. 

The chief of the Penobscot says that their 

“hands-on,” traditional approach has led to 

environmental and natural resource 

improvements. The philosophy of a healthy 

environment inherent in the Penobscot’s cultural 

tradition creates an incentive for Tribal 

employees to be successful because they know 

they have a responsibility to preserve the 

environment for future generations. One 

member cited the dedication of the 

environmental staff as an example of the 

Penobscot’s commitment to preserving its 

surroundings. 

Water Quality, Wildlife, and Human 

Health 

The Penobscot Indian Nation has been 

successful in its efforts to improve water quality, 

the health of the Penobscot River and related fish 

and wildlife, and human health. Water quality is 

a critical issue for the Penobscot because fish 

and other aquatic life are traditional food 

sources. Paper mills and other industrial plants 

discharge dioxins, polychlorinated biphenyls 

(PCBs), and other wastes into reservation waters. 

Repeated testing has shown these pollutants have 

been passed to local fish through the water. 

Because of this contamination, the Penobscot 

states that its cancer rate is twice that of 

anywhere else in Maine. 

After much discussion and negotiation, the 

Penobscot persuaded a paper mill to change its 

processes to be more progressive and less 

polluting. The Penobscot thus improved the 

environment without inhibiting paper mill 

operations. Quantitatively, the change in mill 

processes translated to reduced pollution from 

10 years ago, and qualitatively, the water looked 

and smelled better than before. 

 

The Penobscot also has a cooperative agreement 

with the State of Maine’s Department of 

Environmental Protection to share water quality 

Penobscot 

Indian Nation 

Painting by Former Chief Barry Dana Penobscot Indian Nation Water Resources Program 
 23 

Water Quality & Education 

data and technical assistance. The Penobscot 

provided water-quality data that supported 

revised water classifications for more than 

500 miles of stream and river segments. As a 

result, the State of Maine upgraded the 

protection and classification of these segments 

for usage and cleanliness. The upgraded 

classifications provide protections for future 

traditional uses. The Penobscot also has grantfunded labs to analyze water and air samples and 

provides water-related education to the local 

community through school programs, such as 

“fish friends,” and workshops for adults on 

topics such as non-point source pollution. 

Work completed under another Penobscot 

effort—the Penobscot River Restoration Trust—

will result in 100 percent of historical migratory 

fish habitat on the River being open for the first 

time in over 200 years. The Penobscot helped to 

create the Trust under subsection 501(c)(3) of 

the U.S. Internal Revenue Code to raise funds to 

restore the River. Participants include 

American Rivers, Atlantic Salmon Federation, 

Maine Audubon, the Nature Conservancy, 

Natural Resources Council of Maine, and Trout 

Unlimited. To date, two main stem dams in the 

River Basin are scheduled for demolition to 

facilitate the transit of Atlantic Salmon, and a 

fish bypass is planned for a third dam. 

The Penobscot has other ongoing efforts to clean 

and protect local waterways. The 

Penobscot’s contractor invented the “beaver 

deceiver,” a trapezoid structure that protects water outflows to prevent beaver damming. 

Government agencies rejected the deceiver as a 

concept that would never work. Penobscot 

officials continued pursuing the idea, however, 

until a federal agency awarded grant funding to 

try the deceiver. The deceiver worked very well 

and has not only saved the Penobscot about 

$200,000 in roadwork costs, but also prevented 

the eradication of many beavers. 

Educational Material - “How Mother Bear 

Taught the Children About Lead" 

Lead paint is a problem for the Penobscot Indian 

Nation, as one-half of all its housing was built 

before 1978 and is likely to have lead paint. The 

Penobscot developed the Mother Bear Program 

to educate its community and highlight the dangers of lead. 

Mother Bear 

was based on 

the 

Leadbusters 

Program 

developed by 

the State of 

Connecticut for 

its schools. 

According to a 

Penobscot 

environmental 

health official, 

the How Mother 

Bear Taught the 

Children About 

Lead booklet and CD-ROM are effective 

educational tools. In fact, Tribes from all over 

the country have asked for Mother Bear Program 

materials, and 2 years ago, the Penobscot Indian 

Nation won a national environmental award for 

the Program. 

Contacts: John S. Banks, Director, 

Dept. of Natural Resources, 

207-817-7330 or 

jbanks@penobscotnation.org

Dale Mitchell, 

Environmental Health Tech., 

207-827-7401 or 

dalem@wabanaki.com

Penobscot Indian Nation 

Educational Booklet 

“We have been here for 10,000 

years and we plan to be here for 

another 10,000.” 

 —James Sappier, former Chief, 

 Penobscot Indian Nation 
24 

On March 27, 1964, an earthquake and tsunami 

destroyed the Afognak Village on Afognak 

Island, a part of the Kodiak Archipelago lying 

225 air miles south of Anchorage in the Gulf of 

Alaska. The Village was home to members of 

the Alutiiq, who have lived in the Archipelago 

for about 10,000 years. The inhabitants of 

Afognak Village relocated to a new site in 

Settler Cove on nearby Kodiak Island. The new 

village was named Port Lions in honor of the 

Lions Club for its support in rebuilding and 

relocating the village. 

Although the Native Village of Port Lions has 

425 enrolled members, only about 220 people 

currently live there. Sixty percent are Alaska 

Natives. The community of Port Lions is 

governed by a city government, and the 

Traditional Tribal Council governs the Tribal 

organization. Remote and isolated and with no 

connecting roads to the rest of Kodiak Island, 

the Village can be reached only by boat or small 

aircraft, resulting in high transportation costs. 

The Village has developed a Comprehensive 

Community Plan, reflecting its commitment to a 

“beautiful, healthy, and clean environment” and 

a “traditional way of life while encouraging 

progress.” Because of the Village’s remote 

location and high transportation costs, 

a primary concern is waste management. The 

Tribal Council established an environmental 

office and an action plan to safeguard public 

health and involve the community both in developing and achieving community goals, including 

reducing, reusing, and recycling waste materials. For example, the Village has developed a 

Solid Waste Management Master Plan, adopted 

by Port Lions, and formed a Village Environmental Committee, which has developed strong 

working relationships with the city government 

and with the Kodiak Island Borough. 

Bear-Proofing the Dump 

The 5.73-acre, unfenced dump at Port Lions 

attracts Kodiak bears, which are found only on 

the islands of the Kodiak Archipelago. When 

salmon runs are late or wild berry crops are low, 

bears depend more on human food and 

congregate at the dump, strewing trash over large 

areas. Reaching heights of over 10 feet and 

weighing as much as 1,500 pounds, the bears can 

also pose a threat to public safety. The Village is 

working with the U.S. Fish and Wildlife Service 

on a bear rehabilitation project to keep bears out 

of the dump. Currently, the perimeter of the 

dump is being cleared to facilitate installation of 

an electric fence. Bear-proof dumpsters will be 

placed outside the fence. 

Native Village of 

Port Lions 

Clearing Trees for Fence Around Dump 
 25 

Bear Rehabilitation & Waste Management 

Succeeding at Waste Management

With an emphasis on community caring, trust, 

and respect, the Village is achieving its waste 

management goals. Education and outreach 

programs have successfully promoted responsible hazardous waste practices. For example, 

Village environmental staff talked to school 

children about pollutants on Earth Day. They 

also produced a play “Criteria Pollutants,” and 

children learned about segregating 

recyclables from hazardous wastes. Educational 

brochures on recycling, garbage segregation, 

solid waste management, household hazardous 

waste, water quality, and indoor and ambient air 

quality also increased community awareness. 

The Village now sends lead acid batteries to 

Kodiak by Alaska State ferry about twice a year. 

This effort prevents the 5 tons of batteries that 

have been recycled to date from leaching into the 

Port Lions’ environment. By making large 

shipments rather than many small shipments, the 

Village reduced costs. 

In the fall of 2004, Port Lions began recycling 

through a partnership with the Kodiak Island 

Borough. Success thus far can be 

measured by the following 

accomplishments: 

♦ Removing 300 tons of scrap 

 metal. 

♦ Collecting and stocking 

 scrap metal for recycling. 

♦ Cleaning, crushing, palletizing, 

and shrink-wrapping for 

 shipment and recycling empty 

 55-gallon drums used for oil, 

 diesel, gasoline, and hydraulic 

 fluid. 

♦ Recycling cans, ink 

 cartridges, batteries, 

 aerosols, fluorescent bulbs, 

 and magazines. 

In 2005, Village environmental staff gave each 

Port Lions household a can crusher and a large 

container to encourage aluminum recycling. The 

Alaskans for Litter Prevention & Recycling's 

Flying Cans Program, in association with the 

Alaska Air Carriers Association, sponsor 

aluminum recycling. Rural Alaska communities 

get free backhauling, enabling them to earn 

money from the sale of cans to the Anchorage 

Recycling Center. This support is significant, 

considering the remote locations and high cost of 

transportation of some native villages. 

Kodiak Bear in the Port Lions Dump 

Contact: Wanda Kaiser, 

Environmental Specialist, 

Native Village of Port Lions, 

907-454-2234 or wanda@portlions.net

“We are a small healthy rural community that is a safe 

place to live where our children enjoy growing, 

learning and want to stay. We enjoy the peace and 

challenge of our beautiful, clean environment . . . [and] 

take pride in our history and cultures. . . . We are a 

community where families and friendships flourish 

through caring, trust, and mutual respect.” 

 —Community Vision, Native Village of Port Lions 
26 

The Saint Regis Mohawk Tribe is the component 

of the Akwesasne Mohawk Nation that is located 

in the United States. The Akwesasne Mohawk 

Nation also has land in Canada. The Nation’s 

population totals about 15,000 members. The 

Saint Regis Mohawk Tribe is headquartered in 

Akwesasne, New York, on about 14,000 acres. 

Tribal members total about 10,500. 

The Saint Regis Mohawk Tribe started its 

environmental programs in 1978, based on 

concerns about a large, open dump at a General 

Motors’ plant adjacent to the Tribe and the St. 

Lawrence River. The Tribe independently 

learned to put in groundwater wells, collect 

samples, and monitor and design sampling 

equipment. It now has its own lab with modern 

equipment for scheduled testing. 

Over time, the Saint Regis Mohawk Tribe has 

become more sophisticated and is considered a 

local expert in environmental, natural resource, 

and human health issues. The Tribe presently 

has about 30 staff who implement an 

environmental protection program responsible 

for air and water quality monitoring, soil 

analysis, developing and enforcing Tribal 

standards, sanitation and waste disposal, 

environmental rehabilitation and reclamation, 

and emergency preparedness and response. 

The Saint Regis Mohawk Tribe promotes an 

atmosphere of interdependency rather than 

independence. Tribal officials believe strong 

external relationships enhance the potential for 

successful program implementation. Sharing 

resources with other entities can result in 

greater efficiency and broader program 

implementation. 

Solid Waste Management

The Tribe established solid waste management 

services based on input from within the Tribal 

community. To build interest and reduce 

resistance, Saint Regis Mohawk officials 

conducted a community survey in the mid-1990s 

about Tribal desires for solid waste management. 

Survey results indicated that Saint Regis 

Mohawk members did not like outside 

(non-Tribal) haulers, but would support a 

Tribally managed solid waste program. 

The Saint Regis Mohawk began curbside 

collection in 2002 and now has a solid waste 

management code. The Tribe’s residential 

collection process is “pay as you throw” - $2 per 

blue bag. The best feature of this system is that 

users pay only for the amount of trash they 

generate. The Tribe offers other options for 

commercial users, such as monthly fees and 

bulky item pick-up. The Tribe is also working to 

establish a container service for local businesses. 

All waste goes to the Saint Regis Mohawk 

modular design transfer station. At the transfer 

station, the Tribe collects both waste and 

Saint Regis 

Mohawk Tribe 

Modular Transfer Station 
 27 

Waste Management & Educational Outreach 

recyclables and processes recyclables for resale. 

Solid waste services are available to the 

non-Tribal community as well. Presently, the 

non-Tribal community uses the Tribe’s system 

on a limited basis. However, Tribal officials 

hope that, over time, the Tribe’s educational 

outreach program will increase non-Tribal use. 

Educational Outreach 

The Saint Regis Mohawk Tribe conducts an 

educational program, “respect, reduce, reuse, 

recycle,” to inform the public about the direct 

impact of solid waste on the community. The 

Tribe is also developing strategic partnerships 

with other entities. For example, the Tribe 

implemented an agreement with Clarkson 

University to create a Tribal biodiesel program. 

 

Another outreach activity is a cartoon, Kwis and 

Tiio, on solid waste, energy efficiency, and 

recycling. EPA granted money to the Tribe in 

1997 to develop a solid waste education program 

that conveyed environmental messages with 

humor. Two local Mohawk artists created 

cartoons featuring Kwis and Tiio and first 

published them in 1998. EPA awarded a second 

grant to continue developing the Kwis and Tiio

cartoon series, with a focus on recycling and 

energy efficiency issues. The second set of 

cartoons was published locally and distributed 

throughout the United States in the summer of 

2000. 

Contact: Ken Jock, Director, 

Environment Division, 

St. Regis Mohawk, 

518-358-5937 ext 116 or 

ken_jock@srmtenv.org

Solid Waste Cartoon 

Community Recycling Collection Container 

“The Saint Regis Mohawk Tribe is 

interdependent, not independent 

from other governments. 

By working together, you conserve 

resources and are more efficient.” 

 

 —James Ransom, Tribal Chief 

 Saint Regis Mohawk Tribe 
28 

The Sokaogon Chippewa Community resides on 

land containing one of the last remaining 

ancient wild rice beds in the world. Community 

clans migrated from eastern Canada 1,000 years 

ago, led by a vision that their journey would end 

in a land where the "food grows on water," 

referring to Manomin (wild rice). The annual 

harvest of wild rice is an important cultural 

practice for the Sokaogon Chippewa and has 

changed little in hundreds of years. Wild rice 

has been an essential resource to Community 

survival, demonstrated by the Community’s 

willingness to go to war in 1806 to maintain 

control of the wild rice. 

Today, natural resources are a substantial part 

of Community culture and are therefore a top 

priority. The Sokaogon Chippewa consider the 

most important environmental and natural 

resource objectives to be protection, assessment, 

and restoration. The Community emphasizes 

protection, however, based on the reasoning that 

successfully protected resources do not need to 

be part of costly restoration processes. 

The Sokaogon Chippewa recently acquired 

1,320 acres of land – bringing their total 

contiguous land base to about 3,250 acres. The 

Community is relatively small, with about 

1,300 members, 40 of whom live on the 

reservation. 

Protecting Water Quality and Dependent 

Natural Resources 

In 2003, the Sokaogon Chippewa Community 

and the Forest County Potawatomi purchased a 

mining company and all the land associated with 

the proposed Crandon Mine for $16.5 million. 

In early 2006, the Sokaogon Chippewa obtained 

a bond for $7,948,000 and the Wolf River Protection Fund, Inc. contributed $52,000 to pay off 

the debt incurred for the purchase. In November 

2006, the Sokaogon Chippewa and Forest 

County Potawatomi obtained all of the mineral 

rights, timber rights and all other such ties to the 

former mining land. The pristine water quality 

essential to wild rice, other wetland and aquatic 

vegetation, and abundant fisheries is now permanently protected from the threat of the Crandon 

Mine. 

Community opposition to the mine began in 

1978, when a mining company submitted permit 

applications to begin ore mining operations on 

land less than 2 miles upstream from Sokaogon 

Chippewa lands. Other large mining companies 

later submitted permit applications in attempts to 

gain approval to begin operations. The 

proposed mine was a major concern for the 

Community because of the sensitivity of wild 

rice, fisheries, and other natural resources to 

changes in water quality. The reservation 

depends on Rice Lake, a 220-acre wild rice bed 

that has been the cultural centerpiece of the 

Community for centuries. 

The proposed mine also threatened water quality 

for other local communities, including the 

neighboring Menominee, Potawatomi, and 

Stockbridge-Munsee Tribes. The local 

communities were concerned about the adverse 

short- and long-term effects on the environment 

and natural resources that would result from 

mining operations. Based on the potential threat 

to water quality, Sokaogon Chippewa 

environmental and natural 

resource officials began 

Sokaogon 

Chippewa 

Rice Lake 
 29 

Water Quality & Invasive Species Control 

collecting and analyzing water 

quality data to determine the 

relationship of water quality to 

wild rice, fisheries, and other 

natural resources. Analysis 

showed that wild rice and other 

resources are sensitive to 

contaminants that could result 

from mining. 

To increase awareness of water 

quality issues associated with 

mining, the Community 

conducted an outreach and 

education program throughout 

local and state communities. 

Using modeling and data 

analysis, the Community 

presented compelling conclusions about the effect of mining 

on water quality. With this program, the Sokaogon Chippewa gained needed 

support throughout Wisconsin, as well as from 

nationally recognized grassroots organizations. 

Most important were the 

relationships built with neighboring Tribes, 

which resulted in an alliance with the Sokaogon 

Chippewa and the Menominee, Potawatomi, and 

Stockbridge-Munsee Tribes. This alliance and 

other support were extremely effective. 

Invasive Species Management 

The Sokaogon Chippewa Community has also 

become involved in efforts to reduce the introduction of invasive species, particularly into water resources, which can adversely affect native 

vegetation and fisheries. Invasive species that 

are becoming problematic in the region include 

the Zebra Mussel, Rusty Crayfish, and various 

plant species. Of particular concern is the Zebra 

Mussel, which is showing up in local waters and 

is easily transferred from one area to another. 

Lack of public awareness is a primary reason for 

the undesirable spread of invasive species. 

To increase awareness, 

Sokaogon Chippewa officials 

conduct an educational and 

outreach program to inform the 

community of adverse impacts 

that can result from invasive 

species. For example, the 

Sokaogon Environmental 

Department conducts a fair 

each summer to address 

environmental and natural 

resource issues and promote 

effective environmental 

practices. 

During the fair, Sokaogon 

Chippewa officials use creative 

approaches, such as games and 

demonstrations, to educate the 

community. A great deal of 

attention is focused on invasive 

aquatic species. The fair provides an entertaining and interesting approach to 

teach community members how to avoid the 

spread of these invasive species. 

Contact: Tina L. Van Zile, 

Environmental Director, 

Sokaogon Chippewa, 

715-478-7605 or 

tinavz30@newnorth.net

“Common goals, objectives and 

concerns work for effective 

relationships regardless 

of different cultures.” 

 —Tina L. Van Zile, Tribal Vice Chair, 

 Sokaogon Chippewa Community 

Wolf River 
30 

Chartered under the Indian Reorganization Act 

of 1934, the Susanville Indian Rancheria is 

located in northeastern California and consists 

of 427 members of the Maidu, Paiute, Pit River, 

and Washoe Tribes. The governing body of the 

Rancheria is the General Council, composed of 

all the members who are at least 18 years old. 

Before 2002, the Rancheria owned just over 

300 acres. In March 2002, the Rancheria 

purchased 875 acres and completed an 

environmental assessment in 2003. The 

Rancheria is currently drafting a forest 

management plan to ensure responsible land 

management. 

In 2003, the Rancheria purchased the 160-acre 

Cradle Valley Ranch, located near Antelope 

Lake in Plumas County. For many years, the 

Ranch had been a private summer home and 

wilderness retreat. During this time, cattle 

grazing on the Ranch had eliminated wetland 

grasses and destroyed Clark’s Creek, which 

runs through the property. The uncontrolled 

grazing 

severely 

degraded 

habitats for 

a variety of 

fish and 

wildlife 

resources 

significant 

to the 

Rancheria. 

With funding from EPA, the Rancheria 

established an Environmental Protection 

Department, whose mission is to assess, protect, 

and enhance the environment on Rancheria 

lands. 

The Rancheria’s long-term goal is to return 

Cradle Valley Ranch to pre-settlement 

conditions. The Rancheria would also like to 

develop a cultural center and a stewardship area 

to educate the public about the ways native 

peoples lived and managed ecosystems. The 

property will be used for Native American 

traditional gatherings and ceremonies as well. 

Currently, no cultural area such as this exists in 

Plumas or in neighboring Lassen county. The 

Rancheria included a need for a cultural area in 

its Master Plan, adopted in 2004. 

The first step in returning the property to its presettlement condition was to restore and enhance 

the native ecosystem. Using traditional land 

management techniques, the Environmental Protection Department accomplished the following: 

♦ Enlisted the help of the U.S. Forest Service 

to evaluate existing forest health conditions 

and used the evaluation to guide forest 

 management of the property. 

♦ Partnered with the U.S. Fish and Wildlife 

Service, EPA, Natural Resources Conservation Service, and North Cal-Neva Resource 

Conservation & Development to build a 

fence demonstration project on the Ranch. 

The purpose of the project, known as the 

 Indigenous Landscape Enhancement Project, 

Susanville 

Rancheria 

Fencing Demonstration Project 

Clark’s Creek Prior to Restoration 
 31 

Responsible Land Management 

 was to keep livestock off 

 the property and allow 

 natural vegetation to 

 recover. The use of barb- 

 less wire for the bottom 

 strand of the 2.5-mile 

 fence allowed wildlife, 

 such as deer, safe access 

 to the property. 

♦ Developed an Integrated 

Pest Management 

program to reduce the 

spread of noxious weeds 

on the property. 

♦ Consulted with other 

agencies to restore the 

water table and natural 

hydrology of Clark’s 

Creek and improve 

wetland and fish habitat. 

♦ Collaborated with a non-profit, the Humboldt 

Area Foundation, to develop an inventory of 

traditional use plants and build a garden to 

propagate native plants for regenerating 

degraded areas. 

♦ Reintroduced traditional use plants, such as 

elderberry and bear grass, to a 5- to 10-acre 

area. Rancheria members watered the native 

plants by hand and fashioned wire cages to 

protect against wildlife browsing. 

♦ Gathered about 500 willow cuttings by hand 

and planted them along the entire 1/2-mile 

length of Clark’s Creek. 

♦ Evaluated photos and collected data to 

 validate efforts that improved fish and 

 wildlife habitat. 

Obtaining funding for land acquisition is often 

difficult for Native American Tribes. The 

Rancheria, however, was able 

to reclaim about one-fourth of 

the Cradle Valley Ranch 

purchase price by placing a 

portion of the property into a 

30-year conservation 

easement under the U.S. 

Department of Agriculture’s 

Wetland Reserve Program. 

The easement requires that 

habitat for wetland, migratory 

bird, and at-risk species be 

the primary use of the land. 

The Rancheria has signed a 

Wetland Reserve Plan of 

Operation, which describes 

allowable land use activities. 

Other land management 

agencies are often unaware of 

the location or importance of 

 cultural sites on public land. 

To improve understanding and cooperation in 

this area, the Environmental Protection 

Department conducts informal monthly meetings 

with local representatives from the Bureau of 

Land Management and the U.S. Forest Service. 

The Rancheria’s Tribal Chairman also meets 

quarterly with these two agencies. 

 

Contact: Tim Keesey, 

Environmental Manager, 

Susanville Indian Rancheria, 

530-251-5623 or 

tkeesey@sir-nsn.gov

“Treat the earth well! It was not 

given to you by your parents; 

it was loaned to you by your children. 

We do not inherit the earth 

from our ancestors; 

we borrow it from our children.” 

 — Ancient Indian Proverb, 

 Susanville Indian Rancheria Master Plan 

Restored Clark’s Creek 
32 

The Warm Springs, Wasco, and Northern Paiute 

Tribes, totaling about 4,400 members, make up 

the Confederated Tribes of the Warm Springs 

Reservation of Oregon. The reservation was 

created by an 1855 Treaty, which ceded 10 

million acres of Tribal land to the federal 

government in return for reserving 

approximately 640,000 acres in north-central 

Oregon. The Tribes kept their rights to harvest 

fish, game and other foods, and pasture livestock 

in ceded and usual and accustomed lands off the 

reservation. The Dawes Act of 1887 allowed 

non-Indians to purchase property within 

reservation boundaries. The Tribes have 

repurchased most of that land, however, and 

today, only about 1 percent of reservation land 

is non-tribally owned. 

The Tribes’ economy relies heavily on natural 

resources, including forest products, hydropower, and tourism. Tribal management of 

resources reflects an emphasis on selfsufficiency and on traditional beliefs in unity, 

spirituality, and respect for the land, water, and 

each other. In 1992, the Tribes were the first to 

develop an Integrated Resource Management 

Plan, which laid out a holistic vision for 

managing all reservation resources. In 

partnership with federal agencies, the Tribes 

also undertook restoration projects in the 

8,000 square-mile John Day watershed, which 

was part of the land ceded to the federal 

government in 1855. The John Day River is the 

second longest free-flowing river in the 

contiguous United States and is the life blood for 

Native and non-Native Americans. 

In October 2002, DOI’s Office of Environmental 

Policy and Compliance awarded the Tribes an 

Environmental Achievement Award in honor of 

their “superior accomplishments in 

environmental stewardship and management.” 

Integrated Resource Management Plan

The Integrated Resource Management Plan 

reflects the Tribes’ belief that holistic 

management of resources achieves multiple 

benefits. The Plan addresses natural resources, 

such as timber harvests, water quality, and fish 

and wildlife habitat, as well as cultural resources, 

such as archaeological sites and traditional plant 

foods. To incorporate the results of ongoing 

scientific research in the Plan and keep it in 

balance with future resource needs, the Tribes 

review the Plan every 5 years. 

Control of 99 percent of the land within 

reservation boundaries allows the Tribes to 

enforce Plan policies and practice sustainable 

forestry. In 2003, Tribal forestry practices were 

formally recognized and certified as meeting 

professional forest sustainability standards 

developed by the Forest Stewardship Council. 

Every October, the Tribes host a 3-day harmony 

workshop for federal agencies to share 

information about the Tribes and the Plan. The 

Tribes also host indigenous groups from around 

the world, including Russia, Brazil, Australia, 

and Canada, which come to discuss Tribal 

implementation of the Plan. By comparing 

present and historic land conditions, the Tribes 

have made the Plan a dynamic document that 

reflects changing resource conditions and 

protects Tribal resources for future generations. 

John Day Watershed Restoration 

The John Day watershed provides critical 

habitat for a number of fish and wildlife species, 

including trout, salmon, sandhill cranes, 

Canadian geese, and Rocky Mountain elk. 

Through their John Day Basin Office, 

established in 1997, the Tribes have successfully 

partnered with public and private landowners to 

mitigate damages caused by hydropower 

production and to help restore the watershed. 

Warm Springs 

Tribes 
 33 

Since its inception, the Office has completed 

over 100 restoration projects, including: 

♦ Replacing 66 diversion dams that hindered 

fish passage with fish-friendly diversions to 

enhance 50 miles of migratory, spawning, 

and rearing habitat for steelhead and 

 Chinook salmon. 

♦ Clearing and replacing 2,387 acres of 

 western juniper with desirable native species 

 to improve headwater flows. 

♦ Installing protective fencing and planting 

hardwoods on 34 miles of riparian land. 

♦ Completing seven irrigation projects to 

 increase base flows in the upper basin. 

♦ Completing nine underground irrigation pipe 

projects to cool irrigation water returning to 

the river. 

♦ Installing nine livestock watering areas to 

divert livestock away from riparian areas and 

improve riparian habitat. 

♦ Establishing a nursery for native plants to 

provide native cuttings and seedlings for 

planting in the watershed. 

The Tribes’ good neighbor policy has been very 

successful in creating productive working 

relationships with ranchers and farmers in the 

watershed. The Tribes are viewed as a partner 

that will “stay the course” in achieving restoration goals and be around long after projects are 

complete. Federal agencies, on the other hand, 

are sometimes seen as getting projects started 

and then moving on, leaving landowners with 

little support. The Tribes also support local 

communities by presenting an educational booth 

at the annual county fair and sponsoring local 

conservation groups and youth organizations. 

Tribal partners include the Natural Resource 

Conservation Service; Grant Soil and Water 

Conservation District; Bureau of Reclamation; 

U.S. Fish and Wildlife Service; Bureau of Land 

Management; and Bonneville Power 

Administration, who provided funding. 

Contact: Robert A. (Bobby) Brunoe, 

General Manager, Branch of Natural 

Resources, Confederated Tribes of the 

Warm Springs Reservation of Oregon, 

541-553-2015 or 

rbrunoe@wsTribes.org

Fish Friendly Diversion 

Tree Plantings in a Riparian Area 

“Decisions and actions may have 

short-term benefits or 

consequences, but they also have 

the potential to impact the 

environment for several 

generations. These impacts must be 

adequately considered to ensure 

cultural and economic security.” 

 — Warm Springs’ Integrated Resource 

 Management Plan 

Integrated Planning & Watershed Restoration 
34 

The Humboldt Bay area of northern California 

is the ancestral home of the Wiyot people, who 

numbered about 2,000 in 1850. In 1860, 

settlers massacred Wiyots during their annual 

World Renewal Ceremony at Tuluwat Village, 

on what is now known as Indian Island, the 

center of Wiyot territory. Aside from the Wiyots 

who were away at the time of the massacre, only 

one baby, the son of the Wiyot leader, survived. 

The Tribe’s current chairwoman is the 

great-granddaughter of this lone survivor. By 

1910, there were fewer than 100 full-blood 

Wiyots because of disease, loss of resources, 

relocation, slavery, and genocide. 

The settlers took possession of the 270-acre 

Island and used it for a shipyard, homesteads, 

and agriculture. Over 

time, the 

Island was 

contaminated and 

degraded by 

creosote and 

other 

chemicals used to maintain the ships and by 

dikes and drains built to control tidal flows. 

With closure of the shipyard in the 1980s, the 

Island was covered with dilapidated buildings 

and tons of scattered metal and wood debris. 

An ancient shell mound, comprising 6 acres of 

oyster and other shells, had been severely 

degraded, with an estimated 2,000 cubic yards 

lost between 1913 and 1985. In addition, the 

shell mound has been heavily looted. As the site 

of Tribal congregations and feasts over 

millennia of use, the mound has great cultural 

significance to the Wiyot people. 

Nearly 150 years after the Indian Island 

massacre, the vision of a restored Indian Island 

hosting the World Renewal Ceremony is 

becoming a reality. In 2001, the 500-member 

Tribe purchased the 1.5-acre shipyard repair 

facility, the site of most of the contamination and 

debris on the Island. The ability of the Tribe to 

make this 

purchase was 

the result, in 

part, of sunset 

vigils held since 

1992 at the edge 

of Humboldt 

Bay in Eureka. 

Each year, 

several hundred 

people gather 

here, within sight of the Island, to reaffirm the 

Wiyot dream of reclaiming a sacred site. The 

vigils have raised community awareness and 

helped initiate concerted fund-raising efforts, 

which ranged from selling fry bread and T-shirts 

to hosting concerts. Establishing the Wiyot 

Sacred Sites Fund was also a catalyst for 

fundraising and building partnerships with local 

organizations. 

Restoration began with removing heavy debris 

from the island. Local organizations stepped 

forward to help. The Hoopa Tribal Civilian 

Community Corps and local church groups 

helped the Tribe 

gather tons of metal 

and wood debris. 

Because the Tribe did 

not have a boat, the 

Coast Seafoods 

Company offered to 

transport the debris to 

the mainland, and 

Sierra Pacific 

Industries provided 

the use of its dock for 

offloading. 

Wiyot 

Tribe 

Shipyard on Indian Island 

Erosion Control 
 35 

Restoring Indian Island 

A significant challenge 

was developing a 

permanent erosion 

control system. After an 

extensive research and 

design process, that 

included a feasibility 

study and a geotechnical 

analysis, the Tribe hired a 

contractor to install sheet 

piling along the shell 

mound and place fill in 

the eroded area behind 

the piling. The sheet 

piling option was chosen 

for its durability, 

aesthetics, minimal 

impact, and affordability. 

Local oyster growers 

contributed shells to help 

stabilize the mound, and 

the Tribe planted native 

vegetation to cover the 

sheet piling. Installation was complete in early 

2006. The Tribe will place woody debris 

collected from the Island to help stabilize the soil 

and further conceal the sheet piling. 

With the success of the Indian Island restoration 

project, the Eureka City Council voted 

unanimously in May 2004 to return 60 acres of 

the Island to the Wiyot Tribe. It was a historic 

occasion for the Tribe as well as for the City of 

Eureka, which became one of a small number of 

cities in the United States to return a sacred site 

to indigenous people. Currently, the Tribe is 

using volunteers to remove remaining debris 

from the Island and has funding in place to: 

♦ Construct a dock. 

♦ Clean up contaminated soil. 

♦ Install a cap on the shell mound. 

♦ Restore habitat at the Indian Island rookery, 

located on part of the Island still owned by 

the City of Eureka. 

The Wiyot Tribe’s goal is to once again use the 

Island to host the World Renewal Ceremony on 

its original location. The Tribe plans to build 

dance, gathering, and kitchen areas for use in 

Tribal ceremonies and trails and interpretive 

areas for the public. 

“When I’m here, it doesn’t make 

me sad. This is where our 

family came from. 

It feels good to work here with 

family and friends, bringing it 

back. It will happen in my 

lifetime.” 

 — Leona Wilkinson, 

 Wiyot Council Member

Contact: Jon Mooney, 

Environmental Director, 

Wiyot Tribe, 

707-733-5055 or 

jon@wiyot.us
36 
 37 

In December 2005, the EPA Administrator 

requested that the EPA Inspector General 

research innovative Tribal practices, with the 

intention of providing examples of successful 

environmental programs to other Tribes. DOI’s 

Inspector General agreed to participate in the 

project to highlight successful natural resource 

programs and practices implemented by Tribes. 

The work was performed in accordance with 

Government Auditing Standards, issued by the 

Comptroller General of the United States. We 

did not review management controls because 

they were not related to the scope and objective 

of our work. We conducted our fieldwork 

between January 24, 2006 and November 13, 

2006 and relied on the Tribes for the accuracy of 

reported statistics. No prior reports by the 

Offices of Inspector General for EPA and DOI 

address the subject matter of this project. 

The first phase of the project was to define a 

successful project and a promising practice. We 

defined a successful Tribal project or program as 

a project or program in which positive progress 

is made towards the environmental or natural 

resource goals of a Tribe. We defined a 

promising practice as a Tribal programmatic 

procedure that we believe provides 

environmental or natural resource benefit and is 

transferable among Tribes. Also during this 

phase, the Delaware Nation volunteered to 

provide us with examples of its environmental 

and natural resource programs. We discussed 

barriers and potential positive practices with 

EPA and DOI staff and Tribal organization 

representatives. 

The second phase of the project dealt with 

selecting other Tribes to visit and observe and 

document innovative practices used as part of 

environmental and natural resource programs. 

We developed the selection process to maximize 

the number of successes and their transferability. 

We selected the Tribes based on the following 

criteria: 

♦ Recommendations by EPA and DOI 

officials. 

♦ Variety of Tribal size. 

♦ Locations distributed throughout the country. 

♦ Variety of program type or focus of program 

interest (e.g. solid waste management, air 

pollution control, habitat restoration, 

recycling, and forestry). 

♦ Willingness of Tribes to participate. 

♦ Review of Single Audit Reports. 

♦ Discussions with EPA and DOI Offices of 

Investigations. 

Each Tribe planned our visits and selected 

positive practices in their environmental and 

natural resource programs. During visits, we 

discussed natural resource and environmental 

practices; interviewed staff; gathered 

documentary evidence; inspected, observed, and 

photographed operations; and analyzed examples 

of positive practices. Tribes highlighted their 

success stories according to their individual 

needs and definitions of success. 

This report is not intended to be a 

comprehensive list of everything federally 

recognized Tribes are doing to address 

environmental and natural resource challenges. 

Rather, the purpose of the report is to focus 

attention on how some Tribes are addressing 

environmental and natural resource challenges. 

The report will provide interested Tribes with 

examples of successful approaches and points of 

contact for further discussion and exchange of 

ideas. 

Scope and Methodology Appendix 1 
38