NPTEC Candidate – Seat 1: Jesse Leighton
Name: Jesse Leighton
Parents: Josh Leighton Sr. and Darlene (Greene) Pinkham
Grandparents: the late James Greene and Maggie (Mox Mox) Greene.
Spouse/Children: I am 53 years old, married, 6 children, 3 grandchildren.
Education: I’m a Lapwai High Grad, received my Bachelor of Architecture from the University of Idaho and my Master of Business Administration from Gonzaga.
Experience: I’m currently the Tribe’s Executive Director, coming up on 5 years now. I also spent 3 years in same capacity (E.D.) in 2006-08; eight years total as the E.D., both times coming in at the request of our Tribal Chairman.
BUSINESS
Aside from being here at home working as E.D. for our people, I’ve been a self-employed business owner my entire adult life (27+ years):
• Owned architecture/engineering firm 23+ years (1998-2021), retired – Throughout these 23+ years, we employed 15-25 designers/engineers on each and every project completed; roughly 85 projects, the total of which comes to well north of $600,000,000 in work. We worked primarily for Tribes throughout the western states, as far east as Wyoming and well down into southern California. In our early years we were a young native-owned firm competing in an entirely non-native dominated industry. We were highly successful and attribute that entirely to business relationships fostered/maintained and a reputation well-earned. Very seldom did we have to hunt for work, nearly all of it was acquired by reference, through word of mouth.
• My wife and I currently own/operate a Distribution Co 12+ years (2012-current)
• We also own/operate Firearms Manufacturing Co 7+ years (2017-current)
Between the 2 businesses (above) that we still operate, we currently employ full-time 50+ people in 11 different states with over 10,000 clients (throughout the entire country) and do $65,000,000 in gross annual sales. These businesses have current business valuation of over $9,500,000. Again, we attribute the successful nature of our companies to excellent business relationships and a very well-earned reputation.
CHARITY WORK
We (wife and I) have dedicated much the past decade or more to sponsoring/supporting our kids through youth initiatives and youth organizations right here at home. We’ve donated over $200,000 the past few years alone on kids in our community through various organizations and tribal foundations. In the past few months, we donated over $105,000 toward an effort to help our at-risk kids through cultural practices centered on hunting, fishing and gathering. Please visit our website at www.blusky.day to learn more about our foundation, and the mission with that specific effort. We will always continue to dedicate our efforts and countless hours toward helping our kids that need it most. Their well-being now is critical for the strength of our Tribe in the future.
ACCOMPLISHMENTS IN CURRENT TENURE (E.D.)
The Office of Executive Direction over the 8 years I’ve been here has excelled at many tasks that are customary for our office to oversee, but also many that were assigned to us above and beyond our typical responsibilities. We’ve always been willing to step out of the box in order to develop something new that help ours people. We’ve always stepped up to those challenges that we’ve been faced with and each and every one of these success stories. This is the culmination of a full team of staff rising above the minimum requirements or expectations to help support the need of providing better services to our people. It’s absolutely the full team and not any individual person that deserves the credit for any and all accomplishments.
I think the one that stands out, that seems most pertinent to the challenges we currently face, took place in 2007. Our casino, which operated out of the tent structure, had received a series of non-compliance letters from the NIGC. Martha Oatman was the acting GM at the time, and had to pick up where the previous GM left off, facing these non-compliance issues. These weren’t minor either. We received our third and final letter setting a ‘drop dead’ date a few months from the date of the letter: complete this laundry list of issues to get back into compliance, or lose your gaming license, signed NIGC.
Martha complied that list and associated costs to basically ‘fix’ the tent structure in order to continue gaming. Those costs exceeded $5 million dollars. At that time, neither Martha nor I liked the idea of spending that kind of money to fix the tent. With roughly 3 months to complete the work and get back into compliance, we asked the NPTEC if we could consider spending that money to build a real casino rather than fix the tent and we knew it would need a ‘green light’ from the NIGC. We were given approval to travel to NIGC in Seattle and pitch the idea.
Martha was the driving force for this. I had developed a strong relationship, through business, with the Squaxin Island Tribe and the Little Creek Casino. Their leadership welcomed us with open arms and allowed us to model our new casino after theirs – our original casino is a direct mirror of theirs. It would have been impossible to carry out what we had planned starting from zero. We owe the Squaxin Island Tribe a debt of gratitude for helping us in a time of need.
Martha and I met with the NIGC in Seattle and with the Squaxin Island Tribe’s help, convinced the NIGC, to allow us to spend the dollar value approved for the non-compliance items on a real casino instead. NIGC gave us that green light with the stipulation that we had to break ground by the ‘drop dead’ date identified in that final letter. We met that deadline, again with Squaxin Island Tribe’s help and today with are heavily reliant on the revenues generated by the CRC. I’m not sure that Martha received the recognition that she deserved from this monumental effort – she deserves it.
Once you read the sections below, you understand how this relates. We must adapt and overcome.
What I hope to bring to the NPTEC Table: WHY NPTEC NOW?
On January 27 the Trump administration issued a freeze on all financial assistance to all federal and other relevant agencies. Two days later, due to an overwhelming number of legal challenges brought forth by a large section of the country, that broad-sweeping ‘freeze’ was rescinded. This setback to Trump’s team has not halted their efforts though. Instead of the extensive attack on all assistance, the approach has since become more pointed and specific, sidestepping the legal challenges made against the initial order.
This pause or freeze (and potentially an eventual deletion of funding) whether it be expansive or pointed, continues to happen today, and it will continue over time; and yes, it has already affected the Tribe, and it will continue to do so over the next several years. We have started the process in our offices to develop contingency plans to address the issue(s) at hand, which will help soften the blow if things continue down this road – and there’s no reason to believe that it won’t continue for the next four years and even further out.
These contingencies are preparedness only. These are not and will not be long-term solutions. Ultimately we, the Tribe, will likely face the need to fund positions within the Tribe ourselves, with our own money – or plan for layoffs. I believe our best case scenario is that we have to fund a number of positions while legal battles ensue on the obligation of those funds that are being paused or threatened. I won’t disregard the worst case scenario either though; which is the possibility that at some point we may be forced to lay off a large portion of our government staff. That number could potentially be several hundred – quite possibly 400 or 500 (worse case) of the 1100-1200 people we employ.
If this tells us nothing else – it tells us that we have to position ourselves to negate our dependency on the federal government. This does not mean that we don’t continue to hold them to their treaty obligations to us. It simply means any pause, delay or attack on those obligations will not affect any of our people in a direct manner, like it can and does right now. Nothing speaks sovereignty better than being 100% self-sufficient or self-reliant. This is why this NPTEC election and the next several years are so critical to the Tribe overall. We’re on the 40th day of a minimum 4-year challenge or uphill climb.
We have to be better, do better, prepare and reinforce ourselves. We have diversify. We have to grow, expand. We have to do everything possible to become entirely self-sufficient and self-reliant. We simply must – and this means business, economic development. This means investing in ourselves. Putting our faith (which I have absolute confidence in our Enterprises Team, to do exactly this) in those that can set us up for success and for the future. We have nothing but upside in this is objective – we, the Tribe, have far more opportunities and advantages that set us up for success in business than anywhere or anyone on the planet, especially in the private sector. In fact, we have what many people in the private sector consider and ‘unfair’ advantage in the business realm. We need to exploit that like we’ve been exploited over the past century. The best part is that there is no need for us to recreate the wheel either.
HOW DO WE GET THERE?
I was our E.D. in 2006-08. Our casino was still in the tent structure at that time. It hadn’t started to make any real money like we see today. We as the tribal government, survived almost entirely off timber sales of our forested lands; mostly thinning and management, and entirely out of necessity. It was highly effective though. It definitely worked for us then. We haven’t done this for years now, since the new casino has started bringing in the needed income. We need to revitalize this effort. In fact, we need to accelerate our efforts in this area – why?
On March 1, the Trump administration issued an order to expand American timber production on national forests and Idaho’s governor followed up days later with a directive to state agencies to help the feds increase management of our national forests. We, the Tribe, should be in the forefront, leading this effort. We need to act decisively and with absolution as we’ve never given up the timber on our lands identified in any of the treaties.
Before relying on timber sales, we utilized Limestone Enterprises to provide for our tribal government funding/employment. Limestone Enterprises ultimately closed its doors, but not before losing its contract with Potlatch Corp to provide raw limestone, which resulted in its demise. Potlatch decided at some point that they no longer wanted to work with raw limestone and eventually went with another vendor to provide processed (liquefied) limestone for their paper-making process. We didn’t adapt to our clients’ needs and this resulted in us closing up the operation.
I believe that we can rekindle that business relationship seeking processed limestone, not to mention expand into other markets; limestone is used in a multitude of products literally all over the world. I’ve also seen the numerous studies we’ve conducted identifying the massive expanse and incredible purity of our limestone depository and understand that we’re sitting on what is likely several hundred million dollars’ worth of limestone – all the while we have people struggling to simply live comfortably. Everything about what we’re facing screams for the need to dive in again; the value of limestone is higher than it’s ever been, the process for extracting limestone is more green and efficient than it’s ever been, and the need for us to diversify is greater than its’ ever been.
The third glaring venture we need to amplify and capitalize on is gaming. This one is the most proven, almost guaranteed, of the three listed. We simply need to grow and expend into neighboring markets. How we currently handle gaming revenues, though, makes this a problematic undertaking.
Bear with me for a moment – let’s say that our casino brings in $10 million (this is not the actual number, it is close to the ballpark, but let’s just use this round number for discussion sake) into the Tribe annually. $10 million. Of that, the enterprises gets to hang onto 15% of those earnings for future development/expansion. The rest goes to a myriad of other obligations levied against it, primarily by our tribal government (65% or $6,500,000 in this scenario) to support tribal programs (employ our people), 5% goes to local education support and the final 15% goes into the GRAP for eventual disbursement to our tribal membership.
No business can flourish if it cannot grow. Without growth, we will never see, what every business seeks; which is to absolutely max out profits as quickly and early as possible. We don’t know, and within this current structure, we may never realize what the casino, at this one location, can make. Maybe it’s $20 million. Maybe 30… and imagine if we leaned out on the government need and therefore take, say to $5 million (instead of $6.5 mil) and that revenue (the needed $5 mil) came from timber sales and limestone instead, so that we could set the gaming GRAP at 50% instead of 15… of a maybe $20 mil, maybe more (see growth possibilities below). We literally have the potential of increasing the gaming GRAP alone to 10-fold of what is currently is. The possibilities are absolutely endless. Be confident, thin out, diversify, restructure, and expand.
Please, do not forget about our worst case scenario from above (mass layoffs), coupled with us making no changes and simply trudging along like we’ve already been doing. Which end of the spectrum would you rather to be in?
To date, we’ve always relied on a single primary revenue stream. First limestone, then timber sales, now gaming. We’ve never put any of them together, and certainly not all of them. We owe it to ourselves and our future generations to set them all in place. Now. This is honestly easy stuff. I sincerely believe these things can all be accomplished with relative ease; we already have everything we need to do so, we just need to line some things up. And I don’t just believe, but I know, that it will take all of us to jump behind this and support doing it.
STEPS TOWARD ACHIEVEMENT?
1) We must support our Enterprises effusively: Again, I have absolute faith in our Enterprises Team to take us into the future. We have to stop handcuffing them with government red tape and hindering them with unattainable goals. A prime example of this is where we, the tribal government, buy properties, then hand them off to the Enterprises and expect them to make these properties/businesses succeed – with no support, no funding. This is absolute nonsense.
Zims Hotsprings: Zims is a potential gold mine. With all the traffic flow in that region during the warm season with hiking, fishing and the hot springs themselves coupled with the winter hobbies, skiing and snowmobiling, Zims is an all-year-round destination resort. The structure is failing and needs replaced. With a new lodge, hot pools, camping and RV spots and small cabins with individual hot pools, people will travel the country looking for a location like this. We must exploit this to the fullest. I know our Enterprises is already working toward this – we all need to jump behind this effort with support.
When the Tribe purchased this property, many of the locals asked when the Tribe was bringing in gaming – they would fully support such an effort, and gaming would kill it in that area. The Trump administration frowns upon fee to trust conversion, but spending this time preparing for that eventual outcome may be worthwhile. McCall seems like the next logical location, no? Boise?
Orofino (TU45): Gaming, RV spots and camping is already identified for this location. Brownfields work completed at this site means we have to move on some sort of development here or risk losing out on future funding for such activities. This little stretch of the Clearwater is a massive draw for non-native fishing seasons and is loaded with outdoorsmen throughout the year. We must exploit this to the fullest. I know our Enterprises Team has their eye on this as well – we all need to jump behind this effort with support.
Red Wolf: I fully understand the concern some have with Red Wolf. I also know, though, that we, the Tribe, didn’t purchase Red Wolf in order to own a golf course. We purchased it for the potential of having gaming rights in the State of Washington – and even without placing gaming at that location and simply leasing those machine numbers to Tribes that need them, this eventual outcome will pay, several times over, for every dime we have into it, in the first year alone. I believe this was a brilliant purchase – especially once you add the benefits of us establishing our presence in Washington. Not to mention, it has already allowed us to receive several hundred thousand dollars in grants from the State of Washington. We have to patient – this will prove to be a major success for us.
Although, I like the concept behind this purchase. I’d prefer to see us not simply lease out machine numbers but instead develop our own first-rate destination resort (table games and sports betting). Paired with the golf course, I believe we could see revenues several times over the machine lease numbers. Max effort, max numbers. This location would complement the CRC in amenities offered and could very easily rival, more likely surpass the revenues earned at the CRC.
Limestone & Timber Sales: See above for basic introductions to these. Combine these two efforts with the above gaming mentions and I truly believe we could very easily see 4, 5 or 6 times the revenues we currently see with gaming alone as it is. We have to act. Be strategic and committed. At this point, in this discussion, we haven’t introduced anything we haven’t already done. We haven’t yet stepped out of the box.
2) Our Tribe’s overall structure must change in order for this to work and truly be effective. We have to separate business from government. This has been implemented and proven successful by many tribes out there. We need to follow suit. All businesses need to be housed under the enterprises and their own oversight committee or board or whatever it ends up being. Business decisions must be made it real time. Business cannot and will not wait for NPTEC decisions that are made bi-monthly. Business cannot and will not wait for NPTEC members that have never seen the inner workings of private business, to become “brought up to speed”. And this is not the NPTEC members fault in any way – it’s a flawed system. It’s too much to ask for of a NPTEC member in that position; and it absolutely impedes success. In this current structure, we will never be a business savvy Tribe. Never.
3) Manufacturing: this is the only new addition to the businesses mention because it has a couple different benefits to us as a people. This could actually be data mining, a data center or a variety of other similar business types.
Everyone has undoubtedly been made aware of the trade wars going on with the U.S. and countries the U.S. does business with. The tariffs are simply a tax, imposed on the importing of goods from other countries and these are viewed in a different light depending on who, within the current administration, explains the reasoning behind the tariffs themselves. Some speak of the revenue generated by the tariff or tax itself, while others suggest that it’s more about developing incentives for creating manufacturing within the boundaries of the U.S. Either way, these tariffs and the resultant of them is something that we, the Tribe, could absolutely capitalize on. When you look at the Inflation Reduction Act, which was implemented and enacted by the Biden Administration, Trumps team has stripped many of the rules that could apply to much of what we’ve been working toward in the renewable’s field – but not those related to manufacturing. Manufacturing incentives have remained. This means, in addition to the several advantages that we as a Tribe have in luring manufacturing or data centers to our reservation, the inflation reduction act bolsters those advantages to the Nth degree.
Why is manufacturing important in our case? Admittedly, I’ve stated above that we could easily thin out on the government side of the Tribe. For a couple of reasons and especially if we have no choice. I’ll elaborate below. We continue to float many programs that were created by grants and as those grants have ended, we continue to keep those programs, keep that employment up, with our own tribal revenues as the funding source (much of that 65% of gaming revenues goes toward this).
Manufacturing is job creation. We could easily create 100-150 jobs luring a manufacturer onto the reservation. Even if that manufacturing facility is a break-even business venture for us, creating 150 well-paying jobs right here at home is a huge success. It would allow us the ability to pull 100-150 employees off government jobs funded by tribal revenues. Employment remains intact while gaming revenues are freed up (potentially increasing that GRAP). Saving what could be several million dollars in gaming revenue spending essentially means that we just earned several million dollars with this venture (with a break-even business). We literally have everything needed to accomplish this. If we don’t move in this type of direction, and within the current environment that we’re facing, jobs could be going away regardless. We have to position ourselves correctly.
4) Number 2 (above) talks about pulling business away from the NPTEC and government altogether. I believe, NPTEC has too much power and authority as we sit today. If elected I will work closely with the General Council (through the GC Chair) and Resolutions Committee to help give some of that power and authority back to the membership. I’m not certain what this entails or how this might end up looking, but I think it’s important enough to change.
We’ve all seen resolutions pass on the GC floor only to vanquish at the NPTEC table. Based on some of these, it makes one wonder why the GC, at times, seems powerless. This seems backwards – and I’m not talking about resolutions that pop up for the first time on the GC floor and are approved by the loudest 10 or 12 people in the building. I’m talking about resolutions or referendums that are voted on, by ballot, by the entire membership and passed. These should have no alternative to being implemented and failure to do so in an expeditious manner should result in heavy repercussions to the NPTEC, even to the point of removal if necessary. This, without question, needs discussion and evaluation – but the GC, I believe, needs to be given some big teeth to watch over the NPTEC.
5) Sovereignty – our sovereignty is always at the forefront of our leadership’s minds, I don’t doubt this at any time and none of us should. This means so many things to so many people though. I believe outright self-reliance and self-sufficiency, as discussed above, are both enormous attributes of that sovereignty; of our self-determination. Which is why those 4 pages (above) or so is critically important to this.
I also believe that when we, the Tribe, do not provide legal defense to individual-member hunting/fishing cases that do in fact infringe upon our treaty rights; that we are failing the very tenet of that sovereignty. This is exactly what is meant by ‘chipping away at our sovereignty’. I’m also thoroughly convinced that there is no acceptable or even tolerable justification to why we can’t dedicate the funds and/or manpower, within our legal team, to do just that. It is undeniably that important. We’ve allowed other outside agencies/entities/jurisdictions to ‘chip away’ without opposition for far too long – I’m absolutely certain each and every tribal member out there feels the same way on this.
I don’t believe that asserting our strength in that sovereignty should be made when it’s convenient, or applicable, or when a victory is assured. I believe it’s necessary to protect and defend in any and all instances – and equally as important, that we assert that strength at any and all levels and spaces; license plates for example. There is nothing holding us back, or restricting us from issuing our own tribal plates to all tribal members. We know this and have begun those discussions. We know what needs to be done. Again, we simply need to act. Now.
IN SUMMARY
There are a multitude of others things that I would like to address if elected to the NPTEC table. Things that are undoubtedly hurting us and our people (holding us back essentially).
I apologize for this getting so lengthy. I’ll end here and pick up on a few other needs in further discussions and presentations.
I passionately believe that we deserve better as Nimiipuu people. I believe that we shouldn’t have people that struggle to simply live life and survive the way we do. We shouldn’t have people hurting the way that we do. I believe that we should invest anything and everything into our kids; that they shouldn’t want or need for anything, which is why my wife and I do the things we do. I believe that everything that we plan, think and do in our adult lives should have in mind and be for the betterment of our kids – future generations. We are not a poor Tribe by any means. We are as rich in resources, history, honor and strength as any people in existence. We just need to put that to work for us. We have all the parts needed, we just need to put the pieces together.
We will absolutely be put to the test over the next 4 years, or even longer – because we rely so heavily on federal dollars. We must become entirely self-reliant – to the degree that we wouldn’t need anything from anyone outside of our own people, especially the federal government. I’m hopeful and confident that regardless of the environment we are faced with, that we will grow. We will progress, and will come out of this next several years so much stronger than we thought we were.