Mary Walks Over Ice

CAPACITY BUILDING

Mary Walks Over Ice, Chief Operations Officer, Native American Development Corporation (NADC)

Mrs. Mary Walks Over Ice has always been personally connected to Trailblazers. As enrolled members of the Assiniboine (Nakoda tribe), Mary has had her father, Mr. Chuck Archambault, as her first personal Trailblazer. He was one of the few Native American civil engineers employed by the government in the 1970s. Early in his career, Mr. Archambault took the ultimate risk and became an entrepreneur. His bold choice allowed Mary to experience the joys and challenges of small business ownership. Recently, she teamed with another Nakoda Trailblazer, her current boss, CEO Leonard Smith. Much like her father, Mr. Smith is a visionary.

Trailblazing is in the Blood

This Trailblazer actually took a major detour in college. She said, “When you grow up spending your entire life working in your father’s small business, you think that is the last thing you want to study in college. I got my degree in microbiology, something concrete. When I came home, I found out I didn’t like being in a lab all by myself. I loved my community and needed to be doing something to help them. I couldn’t run from my destiny.” Much like her father, this Trailblazer interacts with her community every single day. It is evident in her laughter and smiles: “Community Capacity Building” is in her blood. Mr. Archambault taught his trailblazing daughter that actions speak louder than words. Mrs. Walks Over Ice remembers going to Washington, DC with her father to support the Buy Indian Act. “We would pound on doors, trying to get regulations put in place. There were no regulations back then for the Buy Indian Act. The two agencies serving Indian people weren’t doing it.” Things are a lot different these days because of Trailblazers like her father.

NADC has made a major impact in the Billings community. Just before the COVID-19 pandemic hit, they received the Indian Health Service Contract to open an urban Indian Health Care Clinic to service more than 10,000 Native Americans in Billings. The clinic has thrived, going from 16 to more than 60 employees in under 2 years. NADC recently purchased a large building in town with Ms. Mary’s assistance. The multi-level building will allow the Native American community to have something of their own. “Thank you for giving us a space” are the words Mrs. Walks Over Ice keeps hearing in the streets of Billings. When she hears those words, she can only smile, thinking of her now-87-yearold dad, whose sacrifices he made have allowed her to blaze a trail at NADC.

Native American Procurment Technical Assistance Centers (PTAC)

There are only six Native American PTACs in the nation, and they provide subject matter experts on the laws and certifications specific to Native Businesses, cultures, and communities. These PTACs help Native and non-Native firms successfully work together in Indian Country.

A few years ago, Mrs. Walks Over Ice led an initiative to increase the number of Native Owned Businesses that were HUBZone-certified. She worked with her fellow Native American PTACs leaders to launch this initiative nationwide. They provided training, workshops, and coaching to Native contractors, increasing the Native Owned HUBZone industrial base. They also worked with the SBA HUBZone program to unravel the red tape that is specific to businesses located on reservations, such as sovereignty waivers, bulk addresses, and tribal jurisdictions. All reservations are considered

Photo Source: Mary Walks on Ice indefinite HUBZones. Post-pandemic environment has created an entire workforce that works remotely that could work perfectly for reservation communities. The NADC PTAC intends to relaunch the initiative to certify companies to become HUBZone certified.

Business on the Reservation – Knowing the Rules

Native American businesses that reside on reservations are part of sovereign nations that are highly regulated by the US government. This Trailblazer works to make sure that everyone understands the regulations. On any given day, Mrs. Walks Over Ice might have to explain to a federal stakeholder why a Native American contractor can’t use his or her house for collateral, but has the backing of their Native American Community Development Financial Institutions Fund (CDFI) Assistance Program, or why a contracting officer needs the Nativeowned business to waive some rights and the implications. Ms. Walks Over Ice’s office serves as a trusted partner to the Native business community and explains the pros and cons of current clauses and regulations.

Mrs. Walks Over Ice said it best: “We like to share our knowledge, we like to share our culture, like everything, the democratic system is based on the Native American systems. Entrepreneurism goes back before the first settlers arrived in North America. Native Americans created all of the trade routes. They were the first explorers; discovery and innovation is a way of life in Indian Country. At NADC, we continue the legacy of our ancestors.”

The NADC team provides the education that enables the Native community to take back their power in a positive way. In this environment, communication is crucial to the Native community’s awareness and self-determination.

The Indian Country has thousands of documented examples of the atrocities that Native families and their ancestors suffered at the hands of the non-native governments. Thus, trust does not come easily when conducting business on the reservation. Indian Country often hesitates when it comes to waiving any of rights or partnering with non-natives.

There are generations who were victims of the Boarding School Act, and their memories are very much alive. This includes Mrs. Walks Over Ice’s father, Mr. Archambault. Generations of Native Americans were taught to be ashamed of their clan system, ceremonies, language, and food. Even their hair was considered an abomination. They weren’t encouraged to be entrepreneurs, innovators, or disrupters. But despite the relentless persecution, their spirit persevered. Mrs. Mary Walks Over Ice said, “We did manage to hold on to our culture, which is phenomenal. The more I learn about our people, the more it is phenomenal that we held onto our tribes, our clan systems, our language, our ceremonies, and that's really what got us through.”

One of the things she likes most about working at NADC is how Mr. Smith makes sure that everything they do, say, or write comes from a place of positivity, a place that honors and respects the Native people and their journeys. Ms. Mary recalls working with grant writers who didn’t know the people. They didn’t know the language or culture, so their narratives were negative instead of positive. Mr. Smith would not allow that kind of language in their proposals. He would only allow language like “this is the project we propose, and this is how we're going to do it. If we don’t win on that merit, then we just don’t win.”

None of Us is Ever Alone Even

When We’re Alone. We’re Always Together.

N

o matter which reservation Dr. Mackey steps foot in, SBA has said they automatically qualify as HUBZones because of their American Indian and Alaskan Native (AI/AN) locations.

This Trailblazer kept reminding me, during her interview, that the stakes have never been higher. Lives are literally on the line. Last November her mother passed away, and in August, her brother passed too. Any misstep could set a reservation back for generations.

The fundamental tribal structures have allowed intergenerational communities to thrive, despite the obstacles that have strived to erase their cultures, languages, traditions, and heritage. WHIAIANE staff helps Native American communities find their unique voice in a Presidential Administration that diligently strides to advance equity in the 500+ tribes (including the lower 48, Alaska, and Hawaii).

When this Trailblazer finds herself not knowing which hotel or time zone she is in, she need only remember that the stakes are high. This is when Dr. Mackey reflects on the trail her aunt, Dr. Norma Bixby, blazed decades ago. Her aunt was one of the founders of the Tribal College in her home community. Dr. Bixby is passionate about education and made this Tribal College successful.

Dr. Mackey’s voice often extends to the nonNative American communities, as she reminds them that the barriers Native Americans face are not barriers that they have created – but rather, in her words, “Barriers that have been attributed to us as a community. We have survived trauma after trauma. Our children are doing and will do remarkable things even as we grieve the loss of so many of our elders to COVID.’

Secretary Miguel Cardona Makes a Difference

Dr. Mackey is excited about the impact of several of Secretary Cardona’s programs, including the Student Loan Debt Relief and the Public Service Loan Forgiveness. She feels that these programs will incentivize individuals who are interested in teaching on tribal reservations; decreasing debt is also particularly interesting for Native Americans looking to pursue an entrepreneurial path. When Secretary Cardona stated, “Our team has worked to turn public service loan forgiveness from a promise broken into a promise kept” during a recent press call, it confirmed Dr. Mackey’s staff’s messaging that a change is coming! She said, “We have so many people in our communities overwhelmed with debt, the interest rates and the cost of higher

“Every syllable of our language is tethered to an ancestor who is watching us. Who's reminding us to be mindful in this very moment. Reminding us that the stakes are high for advancing educational equity, excellence, and economic opportunities. Every time we're in a community, they're with us. None of us is ever alone, even when we're alone. We're always together.” – Hollie Mackey

education keep rising, and then the debt kept piling up.” Dr. Mackey is grateful for Secretary Cardona’s leadership. He understands the educational challenges Tribal Nations are facing, and he has been proactive in advancing their self-determination.

Dual Education System

I asked Dr. Mackey about workforce development, and she explained how WHIAIANE had to navigate a bifurcated education system. The Bureau of Indian Education (BIE), an agency within the U.S. Department of the Interior, along with the Department of Education (ED), are responsible for Tribal education on hundreds of reservations.

She said, “this system doesn't exist anywhere else. We have the BIE and public education system as well. And then, even within that, we have another system. Where we have public schools on tribal lands that are operated by the States. Additionally, there are tribes who have established contracts with BIE Schools – tribally controlled schools. Therefore, we really have three structures, but a bifurcated system of education that goes up either through the Departments of Interior or Education.”

Listening to all of this, I was truly bewildered. I could only imagine the challenges WHIAIANE team has had to face to reconcile these two worlds, let alone develop an educated Native American workforce.

A Threatened and Endangered Species

The most endangered species on the reservation is the qualified teacher. As I listened to Dr. Mackey, I became extremely aware of the educational threats that reservations have faced and continue to confront. For reservations to recruit, hire, and retain qualified, culturally responsive teachers has required a Herculean effort. The obstacles they face often include remote locations, lack of reservation housing, and low pay. Even with all these barriers, individuals willing to teach on reservations have not yet become extinct.

Dr. Mackey and the WHIAIANE team are working with the Tribes and the White House to eliminate some of these barriers to increase the population of Native American teachers and related leadership. They are working to ensure that non-Native American educators understand the Native students’ unique cultural needs, along with the trauma their communities have faced. They are on a mission to make sure that the large number of schools serving Native American students run by non-Native educators understand the rich cultural diversity among Native Americans. Besides cultural diversity, Native American communities often have very different customs from each other that need to be respected and infused into the curriculum.

Teaching Without Resources

Reservation schools are often in hard-toreach rural areas that lack broadband or access to any sort of technology. WHIAIANE team works with Tribal stakeholders to develop solutions to their infrastructure needs. She recalls one of the executive hires saying, “he would have been happy just to have textbooks at the beginning of the school year.” The tribes and villages have really strong communities that are coming in and helping fill the gaps. They are being stretched in every way possible, crossing barrier after barrier.

Individualized Workforce Development

Dr. Mackey believes there are multiple pathways to workforce excellence. Her two sons are examples of what happens when you follow your dreams. One son is working on a Cyber Security & Data Analytics Master’s degree; the other attends trade school for Gunsmithing Technology. Both boys are extremely successful, having found their individual paths to workforce development – a path that was centered on their individual talents and skills. Dr. Mackey understands first-hand the multiple pathways to workforce success and plans to promote educational initiatives that value excellence, whether the individual attends trade school, community college, Tribal college, or a university.

She mentioned the many ways that education can operationalize selfdetermination: “We have all of the talent, all of the creativity, everything we need within our own communities; through our Tribal colleges, through our Tribal governments, through our communities, rather than continuing to rely on other people to come in. They don't know our people.”

The White House Council for Native American Affairs Energy subcommittee recently launched a new initiative: they are looking at opportunities related to electric vehicles and how they can deploy training on reservations. The White House Initiative staff are contributing by identifying which certifications will be necessary for workforce readiness, while proactively engaging Tribal colleges and other entities on internships, externships, and possible apprenticeships.

Youth Initiatives

It is never too soon to engage young people in the entrepreneurship journey – just ask Dr. Mackey and co-chairs, Tony Dearman, Director, Bureau of Indian Education, Department of the Interior; and Daron Carreiro, Special Assistant to the President for Native Affairs of the White House Council on Native American Affairs’ Committee on Education. This dynamic team has recently teamed up with the legendary Dr. Lee Francis IV, CEO of Native Realities and the creator of Red Planet Books and Comics.

In March, Dr. Francis, along with the Committee, will add another dimension to his already established Indigenous Pop Culture Conference. The first day of the conference will be devoted to sessions related to entrepreneurship, identity, and representation, and what all these terms mean to them. Additionally, the U.S. Patent and Trademark Office will be working with WHIAIANE team to help provide opportunities for Native students to learn how to trademark their ideas, how to obtain patents, and how to protect themselves against predatory entities.

477 Memorandum of Agreement (MOA) –Public Law 102-477

P477 MOAs are among the best HUBZone workforce agreements. This law was enacted to reduce red tape between 12 federal departments while promoting employment and training opportunities in Indian country and Alaskan Native villages. 477 MOA gives WHIAIANE the tools needed to champion meaningful workforce initiatives for hundreds of reservations. Tribal governments can combine funding from different agencies to develop one comprehensive workforce solution. This critical program builds capacity by authorizing Tribal governments and Tribal organizations to integrate eligible employment, training, and related service programs that support workforce development,

thereby reducing the high unemployment rates in Tribal communities and with Native population centers. The 477 Program empowers each Tribe to tailor their plans to their unique needs, incorporating culturally relevant components, and to create and implement program services in alignment with tribal selfdetermination priorities.

Secretary Cordona has signed the interagency MOA, which now includes measures that allow competitive grants to be included in the 477 plans. Dr. Mackey said, "the Biden Administration is constantly looking at ways to reduce the hurdles Native Americans have had to face."

Trust Can’t Be One Way

Dr. Mackey and the WHIAIANE team of Trailblazers spends a substantial amount of time building trust between the Tribes and the Federal Government. A question that consistently arises is, “Can the United States Federal Government be trusted to educate our children?” Native Americans are living with the trauma of the Federal Indian Boarding School Initiative, and missing aunts, uncles, brothers, and sisters. Only recently has the federal government begun taking accountability for the boarding schools role in creating intergenerational trauma, the ripping of children from families, for multiple generations.

Between 1819 through the 1970s, the United States implemented policies establishing and supporting Indian boarding schools across the nation. The purpose of federal Indian boarding schools was to culturally assimilate American Indian, Alaska Native and Native Hawaiian children by forcibly removing them from their families, communities, languages, religions and cultural beliefs. While children attended federal boarding schools, many endured physical and emotional abuse and, in some cases, died. Federal Indian Boarding School Initiative | U.S. Department of the Interior (doi.gov)

Whether it was President Abraham Lincoln’s declaration to hang 38 Dakota Indians, or the 30 US Presidents who condoned the Boarding School initiative, the Federal Government has a legacy of harming or murdering Native Americans.

Dr. Mackey said, “My colleagues show up to build trust in Native American communities. We show up when it's uncomfortable. We show up when it's painful. We show up in the good and bad times. If they want to come at us, we let them come.” They include Dr. Jason Cummins (Deputy Director), Dr. Michael Munson (Assistant Director), and Dr. Allison Barry (Confidential Assistant). They all understand that, historically, our government has failed the Native Americans. It is now up to us to build trust.

Passing the Baton

As the former Executive Director of White House Initiative on Advancing Educational Equity, Excellence, and Economic Opportunity for Native Americans and Strengthening Tribal Colleges and Universities (WHIAIANE) prepares for her next trail, Dr. Mackey leaves WHIAIANE in great hands. The baton has been passed to Mr. Ron Lessard as the Acting Executive Director of WHIAIANE.

Ms. Gwen Lacy was reflecting on her career and told me that this is the longest – she has ever worked for a company.

This trailblazer said, “All Native told a great story which left an impact on me after my interview. I knew that day that I wanted to work for this company”. Over the last eight years, All Native’s success in Government Contracting has been a tremendous success story for Ho Chunk, Inc. and the Winnebago Tribe. All Native’s mission and purpose is centered on the Winnebago people and driving business initiatives that lead to significant financial impact for the reservation. This company is community focused with profits going directly into programs supporting everything from workforce development and education to housing. She also said, “I know when my team performs well – it provides positive impacts and benefits for the Winnebago people. That and their commitment to employees and customers is what keeps me here”.

DEFENSE Gwen Lacy, Executive Director, All Native Group (ANG) a division of Ho-Chunk, Inc. (HCI)

Humble HUBZone Beginnings

Ms. Lacy credits her customers for convincing her of the value of the HUBZone certification. ANG had been providing exceptional services to DoD agencies and the State Department but early on was not aware of the doors a HUBZone certification could open. Ms. Lacy said, “With the certification in place, we were able to use it as another tool to win work. The Government gave us a chance. We provide exceptional services – look at some of our CPARs. Additionally, we can help meet agency HUBZone goals too. Eventually, the certification paid off. We were awarded programs in technology, cyber, telecom, and engineering areas as a result of our HUBZone status. Because of our growth we are now able to bring on other HUBZone partners.”

It’s About People and Building Relationships

As this trailblazer and her team expanded ANG’s footprint, she quickly realized that in order to win larger contracts they needed more skilled partners and employees. She said, “winning involves more than just submitting a proposal”. I don't think people realize how important it is to get out there and meet the right people. Talk to the stakeholders, customers (and understand what they need), and find the right partners. All of those conversations helped us understand what was critical to our customer before submission. That knowledge always led to other great things that I consider internal and external wins. Employees and teammates both that took on greater responsibilities.” • Partners: The HUBZone Council was a big help in ANG finding the right teaming partners. The Council offers a wealth of information, and their Executive Director

Michelle Burnett continues to be one of Ms.

Lacy’s trusted advisors. She considers, Ms.

Burnett an exceptional Servant Leader always trying to help others by giving them useful, insightful information. Ms. Lacy has

built an ecosystem on similar principles, where teaming partners trust and enjoy working together. These partners keep finding ways to collaborate and support each other. They have proven that a rising tide lifts all boats, by working together, they all win. These are the companies where the big ideas are being birthed, where innovation begins, and where small companies continue to make major impacts.

• Employees: The HUBZone program is all about workforce development. Ms. Lacy enjoys helping employees contribute their best selves to the company. The company regularly invests in individuals who are looking for longevity with a company where their work makes a real meaningful impact in the community. These employees are loyal, hardworking, and some of the hardest working individuals in the workforce. ANG is willing to light the path for the people want to make a difference.

An Exceptional IT Focused Internship Program

“See Yourself Here – Your Opportunity to Build the Future of Native America with a Professional Internship in IT Infrastructure” is the tag line for ANG and HCI’s internship program. A program for Higher Education Students that want to experience the IT industry through experiential learning environment. Interns work with best-in-class engineers, technicians, subject matter experts, and program managers on real-world projects including technology, network/systems, development, and cybersecurity projects to meet work requirements in support of ANG’s government contracting business unit; implementing casino IT hardware, software, and cyber security; along with enhancing IT operations and cybersecurity company-wide.

When I asked Ms. Lacy, if this program was increasing ANG’s qualified workforce she quickly responded, yes, most certainly! Her daughter (Cam) started as an Information Technology Intern at ANG and after graduation became one of the company’s first Cyber Security Analyst with ANG’s parent company HCI. In their Summer Internship Program brochure, Cameron said, “…It helped improve my professional skills and gave me the opportunity to gain hands-on experience in information technology, cyber security, and networking. I received training, advice, and insights from my coworkers and others in the organization. Soon I was playing a vital role in the IT department, assisting in cyber alerts management. I also attended a number of webinars for career development. I am very grateful for the internship, and I hope that every intern experiences the same or better.” Ms. Lacy’s son also gained invaluable work experience last summer as an IT Intern.

Team Building

What is special about this trailblazer is her “Woo” appeal. Anyone that has ever heard about the Clifton Strengths assessment knows that a “Woo individual” is able to quickly win others over. Ms. Lacy is never intimidated and loves the challenge of making strangers new friends. When she started working with ANG the team was in the “Storming Phase” of team development. Several of her predecessors had quit within that year. Folks were betting that she would quit too. Instead, she reorganized the team, offered them much needed training, and provided a path for growth. She listened to the perceived issues and helped provide a path to

success.

This began the trailblazer’s first step to team building. She eventually connected with each member of her team. Ms. Lacy made it clear that her goal was to help them work from their strengths, and that meant, in some cases, redesigning their roles on the team so they and the team could soar.

In 2023, her focus continues to center around driving new business, but also on big picture strategies to enhance ANG’s continued growth and on community success initiatives linking HCI and Winnebago to ANG.

ENVIRONMENTAL & ENERGY

Doug Isaacson, CEO, Minto Development Corporation (MDC) Matthew Fagnani, COO, Minto Global

These Trailblazers are laying the foundation for economic development and workforce growth within Alaskan Native villages. That foundation is based on building the capacity and sustainability of Minto Development Corporation (MDC). Mr. Isaacson and Mr. Fagnani believe that if you build it right, the Alaskan Native villages of the Doyon Region will prosper. Under the provisions of the Alaska Native Claims Settlement Act, Doyon has more than 11 million acres of resource-rich land across the interior of Alaska.

The Village Workforce

Mr. Isaacson was attracted to work with Minto because of the advocacy of a former Minto Chief, Rocky Riley, who was involved in natural resources and development projects in Alaska. Mr. Riley would attend meetings advocating for the hiring of Alaskan Natives. Wherever Mr. Isaacson went to a meeting, there was Mr. Riley saying, “Don't forget Alaskan Natives. If you need an Alaskan Native workforce, I can help you get them.” He helped our Trailblazer recognize that the Alaskan Natives were not being employed in these operations, even though they're the gatekeepers of the resources being mined. The wealth was being seen in the cities but not necessarily in the rural villages of Alaska. This began Mr. Isaacson’s journey to help build up the villages.

That “building it right” has been a 7year journey for Mr. Isaacson at MDC. As a minister in divinity, it has been his honor to work with individuals that connect the economic and spiritual growth of these villages to sustainable programs. When there was a job opening

Photo Source: Minto Development Corporation

Photo Source: Minto Development Corporation

for the position as CEO of MDC, Mr. Isaacson applied. The Board told him that they loved his credentials, but they couldn't afford to pay him what they knew he was worth. He said, “Don't worry about paying me. Pay me what you can, and I won’t take a pay raise until I get you into something sustainable.”

Photo Source: Minto Development Corporation

Photo Source: Minto Development Corporation

Building Foundations

The MDC Board made a very smart move to bring subject matter experts in to educate them saying we want to start a company, “Minto Global, LLC” to get 8(a) certified. It was important to Mr. Isaacson and the Board that they had a firm understanding of the SBA 8(a) process and the governance from the 8(a) and HUBZone perspectives. Mr. Fagnani and their legal counsel provided them with an “SBA 8(a) 101” board session to review the program to better understand the rules of engagement. They wanted to understand how the SBA views Alaska Native Corporations (ANCs) and their special rights. They needed to understand other topics: the governance issues of the Board – to management – to the managing member; money to fund the business infrastructure; and the realistic expectations to become 8(a) and the timeline to begin the HUBZone process. MDC listened to all the facts, sought Legal Counsel, and then acted appropriately on all the advice and data available. As a result, Minto Global has applied for their 8(a) and are waiting for the SBA approval.

Additionally, these Trailblazers will provide presentations to any village corporation that wants to learn more about building their business infrastructure. Mr. Isaacson and Mr. Fagnani called this the “Ron Perry philosophy” (President of the National 8(a) Association). Mr. Perry would often say, “Education is valuable to the person who wants to listen with open ears.”

Mr. Fagnani uses the “8(a) 101” presentation to educate Boards on how the ANC 8(a) program works. “If they listen to what we are telling, them, then they could make an educated decision. Yes, and make the investment, or no, let's not make the investment, let's go a different direction. If we make the investment, this is what it's going to cost, and this is the time commitment, so remember world class companies can take up to 3 years to be successful in the SBA 8 (a) program.” This Trailblazer believes in transparency; it has been the hallmark of successfully building Alaskan Native businesses.

These Trailblazers are laying the foundation for MDC’s growth. They attend conferences to preload their pipeline with vetted partners who can help catapult their new subsidiary Minto Global’s success. They are focused on providing Social Economic Benefits to the region. One of the things that MDC has done better than other ANCs is to eliminate the practice of hiring individuals only from their own villages. MDC is expanding contractual relationships for resource development projects to hire people from throughout the whole region, including their sister region (Nana Region). A cornerstone of MDC’s philosophy is “a rising tide floats all boats.” This difference has prepared them to be able to go to this next step in an accelerated fashion. Mr. Fagnani said he “would be surprised if they leapfrog going from zero to 30 in one jump.”

Entrepreneurship

Mr. Isaacson once asked the Minto Board a question that has shaped MDC’s Strategic Plan. He asked, “If we were featured on the cover of a national magazine in 10 or 20 years, what would you like the cover story to be? They said, ‘we want to be a $6 billion company. We want it to be led by our shareholders (Alaskan Native Villagers). We want our people to get excited and to get trained.’ But none of them are really trained in business. They are in social services, medicine, teachers, and social work, but not in business. We are actively seeking ways to expand vocational training, especially as applied to resource development and businessrelated skills.”

That answer has led our Trailblazer to constantly find ways to develop entrepreneurial skillsets within the villages. One of MDC’s pushes has been to encourage young people to think about getting into business, and how they can execute a program that can support these enterprises. In the process, he travelled to the Native Village of Minto, which is located about 150 miles northwest of Fairbanks. Minto is one of the few Tribes that is actually on a road system in Alaska. MDC asked the young people to imagine what kind of company they would launch. They worked on a business plan for a silk-screening company where they could go to conferences and manufacturers and sell shirts.

To actualize this idea, and others, within the Village, they were contracted by the Tribal Council to set up an infrastructure based on tribal sovereignty. It is a structure similar to a state where regulations and statutes are in place, including for corporations and licensing. A for-profit corporation was chartered by the Tribe modeled after what some of the lower 48 tribes have done and now employs people in the Village in several new businesses.

Spirituality

One of the things that attracted Mr. Isaacson to Minto’s Board was the members’ spirituality. He said, “They weren’t afraid to pray during a Board meeting. They recognized that they could not disconnect from their spiritual being. Otherwise, they would be shallow. We were created for purpose. I and the board believe that it is our purpose to serve God in this generation. You can't divorce the spiritual from the economic. Bessie Titus, Chairperson/ President of MDC said to me, ‘you know, I'm struck by Moses’ story. What is in your hand, Moses? That's what God asked. What is in your hand, not what is in the other person’s hand. What do you have? use it to set my people free. It may seem inadequate. God is going to be our adequacy.”

Mr. Isaacson told me that that conversation with Ms. Titus affected him very deeply during the years he has supported MDC’s growth. When he feels a bit weary, he becomes encouraged, based on the wonderful conversation with Ms. Titus. She says, “God is going to bring talented people like Mr. Fagnani, or Board members who will help guide our decisions and our budgets.” MDC continues to examine and nurture what’s in their hands: people and natural resources.