A Case Study for the Inland Northwest Economic Adjustment Strategy
Highlights
Coeur d'Alene Tribe members: 1,650
Population of the Coeur d'Alene Tribe Reservation: 9,168
The Silver Valley is the nation's second largest Superfund site
Tribal families have achieved income parity with non-tribal reservation residents, but 80% of tribal households remain below median income levels for the surrounding counties.
The Tribe's economic diversification strategies include a Medical Center serving over 10,000 patients, a 5,600 acre farm, an automotive center, shopping center, casino, restaurant, and hotel, and two manufacturing plants, for gun-safes and straw particle board.
Background
The Coeur dí Alene Reservation covers 345,00 acres in North Idaho, spanning the rich Palouse farm country and the western edge of the northern Rocky Mountains. "The Rez," as the locals call it, includes the Coeur dí Alene and St. Joe Rivers, and Lake Coeur dí Alene itself, considered to be one of the most beautiful mountain lakes in the world.
Coeur d'Alene Tribe: 1,650
Reservation: 9,168
Towns on the reservation
Plummer: 983
Worley: 202
Tensed: 92
Partially on the reservation
St. Maries: 2,760
Since 1990, populations have
increased as follows:
Plummer - 22.3%
St. Maries - 13%
Worley - 12.1%
Tensed - 7.8%
The first white people to encounter the Coeur dí Alenes were French trappers and traders, who found the Tribe to be skilled at trading, thus the name "Coeur dí Alene," meaning "heart of the awl." One Frenchman described the Tribe as "the greatest traders in the world." Historically, the Coeur díAlenes existed in three bands: the families living along the St. Joeís River, the families along the Coeur díAlene River, and the families around and near Hayden and Coeur díAlene Lakes and the Spokane River.Ý The Tribeís form of government was a social democracy which prevailed for centuries. After European encroachment, the population of the three bands of Coeur díAlenes was decimatedófrom 5,000 in the eighteenth century to 490 in 1905. Between 1873 and 1894, the tribal domain of 4,000,000 acres was reduced to 345,000 acres. Much of the land is now in non-Indian hands due to the after-effects of the Dawes Act. Less than 10% remains in individual or tribal trust.Ý The rate of population growth has been increasing steadily, and the number of Native Americans on the reservation has increased dramatically. The Reservation lies in two counties: Benewah with a population of 8,500 (per capita income $11,044) and Kootenai county, population 67,300 (per capita income $11,910).
Most Reservation residents anticipate significant population growth but less than half seem to want extensive growth. Besides the Plummer area, most growth seems concentrated near Lake Coeur díAlene and other recreational areas.Ý A large percentage of anticipated reservation population growth would come on the strength of immigration from urban areas that are within an hourís commute from the reservation center.Ý Based on review of data describing other similar geographic and demographic areas, future densities will slowly increase in the northern portions of the reservation and stabilize in the southern portions.Ý These predictions are based only on the permanent Reservation population base and continued growth in both the Spokane, Washington, and Coeur díAlene Idaho populations-- not on recreational or tourist transients-- and predicated on approximately the same levels of primary resource based economics in agriculture and forest industries.
Low density scattered growth is typical in Benewah County, and this type of growth is difficult to plan for. The Tribe is attempting to concentrate growth for more efficient land use.
Natural Resource Issues
The reservation economy is based mostly on its productive agriculture. The Coeur dí Alene Tribeís 6,000 acre farm produces wheat, barley, peas, lentils and canola. The reservation countryside includes about 180,000 acres of forest and 150,000 acres of farmland, most of that farmland owned by private farmers. The reservation land also produces about 30,000 acres of Kentucky Blue Grass. Logging is another important component of the economy and source of revenue for the Tribe. Only selective cutting of forests is undertaken on tribal land. Clear cuts are banned. Tourism, including tribal gaming operations, continues to grow and impact the local and regional economy. "The shadowy St. Joe" is one of North Americaís premier trout streams, flowing from the Idaho-Montana line down to the south end of Lake Coeur dí Alene. The lower St. Joe is the highest navigable stream in the world, and a waterway for the tugboats that push giant log booms to lumber mills along the Spokane River far to the north. The Coeur dí Alene River, meanwhile, would be equally beautiful. However, it still suffers desperately from heavy metal pollution. One hundred years of silver, lead and zinc mining in Idahoís Silver Valley resulted in the dumping of mine waste and tailings into the upper river and its tributaries. The 72 million tons of mine waste dumped into the basin also represent a deadly threat to Lake Coeur dí Alene. The Coeur dí Alene Tribe and the United States Government have each filed suit against the mining industry in an effort to restore the river and its watershed. Today, the Silver Valley is the nationís second largest Superfund site. The natural resource damages, however, extend upstream and far downstream from the 21-square mile "box" that is now under Superfund. The Silver Valley Superfund cleanup is expected to cost $200 million. The Tribeís natural resource damage assessment for the river, its tributaries, the lateral lakes and Lake Coeur díAlene totals over $1 billion. The Tribe, working with the U.S. Forest Service, the U.S. Fish and Wildlife Department, the Bureau of Land Management and the U.S. Geological Survey, has taken the leading role in cleanup efforts and the leading role toward responsible stewardship of the basin.
The Justice Department followed the Tribeís lead, and the United States government filed suit against the mines and Union Pacific Railroad in the spring of 1996, echoing almost verbatim the Tribeís 1991 lawsuit. Union Pacific has since settled. As the Tribe works to create a basin cleanup, it also works to resolve ownership of Lake Coeur dí Alene, which is the heart of the Tribeís homeland and reservation. Tribal leadership is convinced by recent history and environmental neglect that the Coeur dí Alene Tribe is the last best hope for the future health of the lake and, therefore, the economy of the region.
Tribal Website
Economic Background In 1989, the tribal unemployment rate stood at 66%.Ý During the past twenty years, the incomes of tribal families have gradually increased and are now commensurate with the incomes of non-tribal families living on the Reservation, despite seven generations of economic devastation and injustices.Ý No outside force, entity, or authority can legitimately claim credit for this recovery, though many participated both as advocate and adversary during the struggle. Tribal economic development and tribal policies achieved this equality: developments such as gaming, and policies such as the Tribal Employment Rights Ordinance.
The economy of the Tribe since European incursion has been affected by many issues rather than by a single issue such as unemployment caused by the decline of natural resources.Ý Sovereignty, land ownership and jurisdiction, as well as social, educational, and cultural issues have all been involved inÝ economic development.Ý Tribal policy does not address economic issues as separate from the health of the community. Some goals cannot be defined by blueprints and balance sheets: preserving the culture of the Coeur díAlene people; protecting natural beauty and environmental quality; providing meaningful employment, and social and educational opportunities; and promoting the personal health and welfare of tribal families. The Tribe provides community services such as medical care, child welfare protection, family support, addiction disease treatment, mental health, elder services, child advocacy, law enforcement, and many others. The Tribe is investigating the need and capacity to provide public safety, public health, and all other services generally included within the scope of legitimate government.
Idaho Department of Labor
The income equality that has been achieved with non-tribal families on the reservation still means that 80% of tribal households remain below median income levels for the surrounding counties. Progress to date is not enough.Ý The Tribe will continue with its policies and come up with new strategies to promote healthy communities on the reservation.
Strategies
The Tribeís Comprehensive Plan emphasizes diversification of the economic base. Diversification includes strengthening resource management, improving infrastructure systems, developing an industrial park, expanding retail and wholesale enterprises, developing tourism, zoning development, and improving transportation. The Tribe owns a 5,600 acre farm, the Benewah Auto Center, and a shopping center adjacent to Plummer, all of which have been profitable and have created jobs.Ý In 1990 the Tribe and the city of Plummer opened the Benewah Medical Center. The clinicís success led to three expansions, including a Wellness Center with health-related programs. The Medical Center initially employed 12 people; in 1999, it employed 54 people and served 10,000 patients. In 1993 the Tribe opened a gaming facility in Worley. Employment grew in six years from 12 full-time employees and 65 part-time employees to 438 full-time and 80 part-time employees. The facilityís success led to the expansion of the casino to 2,200 seats and to the development of a restaurant that employs over a hundred people.Ý Expansion in progress includes a hotel, golf course, RV park, and events facility. The gaming facility generates about $13 million in profits annually, funding programs as well as creating economic development and diversity. In 1995, the Tribe opened a larger school at DeSmet. The Tribe opened a gas/convenience store in 1997, and purchased the IronMan Safe Company in 1999, which currently employs 15 people in the manufacture of gun safes. Grant money was obtained to help the Tribe acquire and restore the fire damaged Rayonier Saw Mill property in Plummer. The closure of the mill had left 124 workers without jobs. In 1999, Pacific Northwest Fiberboard opened at the site in partnership with the Tribe to manufacture straw particle board.
New Approaches
Ernie Stensgar, Tribal Chairman
Tribal planning stresses the importance of flexibility, responsiveness, and interaction. As conditions on the Reservation change, planning efforts can change direction as well.Ý With improvement of overall conditions for families on the reservation, tribal planners are considering the possibility of development that is more purely economic in nature. Also, as new technological opportunities emerge, the Tribe is ready to be innovative in making use of them. The Tribeís exploration of the possibility of Internet gaming is an example of that innovation.
Conclusion
The Coeur díAlene Tribe will continue on the path of sovereignty, self-determination, and self-sufficiency. The Tribe has focused on improving the health of its community from within, addressing a wide range of community needs in traditional as well as innovative ways. At the same time, the Tribe has strategically used help that has been available from outside sourcesóusing aid effectively
