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>>Charles Peele: Good morning, everyone and thank you for joining us today for the Organizational
Development and Governance Webinar. There are a few little housekeeping items on how
to use our software. First, if you haven't done so, please click on your audio setup
wizard, which is the microphone at the top that has what looks like a little red flower,
and run your audio setup wizard. If you're using a teleconference line, we do have the
teleconference set up so that you can mute your computer and listen via a phone.
Right here are the whiteboard tools used for writing on the screen and writing responses
to our questions. We won't be using those functions today, as this is more of an educational
webinar. Down here at the bottom, as some of you guys have used, is the chat function.
It's very similar to popular devices such as Yahoo or MSN Messenger where you just type
in and hit return, and we will see your responses.
Over here to the middle left is our quick responses for polling and hand raising. If
you have a question, please raise your hand by clicking on the hand and we will address
your question. We do ask that all questions be held until the end of the webinar where
we will have an opportunity to address all the questions at the same time. At the end
of the webinar, if you click file, scroll down to exit so that you can actually exit
the session, and that will help us to know when everybody is done with the survey at
the end.
About the Alaska Region Center here, we have three main staff members who participate in
the ANA technical assistance. We have Anthony Caole, who is our Regional Director, who brings
19 plus years of work experience in the areas of capital project development, fundraising,
municipal and tribal management. He was very influential in a big merger in the community
of Quinhagak, as you can see there. He pioneered the municipal tribal merger there.
Next, we have Angela Camos, who is our training and technical assistance manager. For those
of you who have participated in any of our regional trainings on how to apply for funding,
you might have met Angela, and you know that she comes with a diverse array of information
in terms of clients, the training, the executive coaching, and she's a huge asset here at the
Alaska Region T/TA Center.
Lastly, you have myself. My name is Charles Peele. My background is I have a lot of project
management as well as I really like to push the envelope in terms of delivering new technologies
to rural communities. We also do maintain a huge � well, not a huge, but a sizable
pool of consultants with various areas of expertise, so that we can better serve the
clients that we maintain.
A little more about us, we do provide free training in the areas of project planning
and development, pre-application and post-award. There is also free technical assistance in
project planning and development pre-application. If your application is approximately 75 percent
complete, you could work with us to get some electronic technical assistance on that. We
do have onsite technical assistance if your project is running into some issues, as well
as unfunded and grantee training.
We do provide a lot more information in terms of the different services that we provide
under ANA at our www.ANAAlaska.org website. Some of the things that we do offer are Google+
communities that we encourage people to collaborate with both nationally and regionally. One of
the biggest ones that we do have there is our Native Languages community. You could
go to the website there, find the Native Languages, and follow a lot of the progress that is being
made there. Also, you could go to the National ANA website, which is www.ACF.HHS.gov/ANA
and they have a lot more of an extensive list of resources for both our region and across
the national content as well.
ANA has a vision. It's their mission that Native communities are thriving, and they
do this by promoting their self-sufficiency by providing the discretionary grant funding
for community-based projects. We do like to promote the other webinars coming up, and
we do have a list out. You could go to the website, our website, and register under our
webinars tab, or you can go the the website listed here and look at ANA program events.
The "Leveraging Resources" is happening next week, "Creating a Business Plan to Generate
Project Income" the week after. Please note that all of our webinars do start at the same
time. We try to give a showing here of each region, but we do maintain that the webinars
do start at 3:00 PM Eastern Time. So, take a look at what that would be in each of your
time zones.
The webinar goals for today, we have three goals. We want to learn about the government
and organizational structures. We want to learn about tribal councils and administrational
goals and responsibilities with a focus on developing and administering grant awards.
Lastly, we want to take a look and learn the essentials on the ANA CFR grant requirements.
Jim Sanders will be our lead presenter today. He is originally from Juneau, Alaska, but
has moved to Anchorage and has lived there for the last 34 years. Jim has a degree in
Behavioral Science from Portland State University. He has a Master's in Public Administration
from the University of Washington. For the past 40 years, he has worked statewide with
Alaska Native communities addressing a huge array of social, economic, and local governance
issues. Jim retired from the State of Alaska as the Alaska Workforce Investment Board Director
in 2002. Since that time, he has worked as a consultant for a variety of organizations
working on rural Alaska development concerns. I will now turn it over to Jim.
>>Jim Sanders: Good morning and good afternoon wherever you are. I just need to get set up
here. I'm very happy to be here today, and both happy and a little nervous. This is my
first webinar, so hopefully everything goes well. I'll give it my best. Your first slide
has a diagram of what we all know, the organizational structure for government throughout the US.
So, most government in the US has three branches, the executive, legislative, and judiciary.
Starting at the federal level, we know that there the executive is the president, the
legislative is Congress, and the judiciary is the federal court system. In the state
government, we have the governor, the legislature, and the state court system. And for tribal
government, you have the chief, president, or whatever you choose to call your executive,
normally a tribal council, and a tribal courts system. These are the basic structures that
parallel one another throughout a government in the US.
All government, whether it is federal, state, or tribal have the same basic structures and
responsibilities. Whether you're a tribe, the state, county, or federal government,
you have these basic branches in place. The executive branch operates government and enforces
the laws. The executive staff administers the government agencies, departments, and
programs. The legislative branch of government is primarily responsible for making laws.
The legislature also approves the budgets. The judicial branch has the primary responsibility
to interpret and apply the laws and assure the constitutionality and also to resolve
disputes.
As a part of that, primarily through the executive branch, we have administrative regulations
and policies and procedures that are developed by the agencies or departments. The agencies
and departments are responsible to perform the day-to-day work of the government and
to follow the laws. The agencies are also charged with creating regulations that organizations
much follow when performing work in their jurisdiction. So, this is where ANA regulations
would come from, or from any state, or from a tribal government.
I believe most of the people here today are from tribal governments, but there may also
be individuals from non-profits or profit corporations, and they are structured along
the same lines, but a little bit differently. They normally would have a board of directors,
and their power comes from their articles of incorporation. They would have a board,
which is responsible for creating the mission and the vision of the organization, and they
would monitor the organizational and the executive staff for their performance. They would provide
advice on strategic and operational direction, and ensure fiscal responsibility.
Most boards, non-profit boards, have committees that handle larger matters that are brought
to the board for a vote, such as executive compensation, compliance, strategic planning,
mergers, and acquisitions. Just like the governmental structure that we just looked at, they also
have an administration that develops policies and procedures through departments or divisions
that are responsible to perform the day-to-day work of the organization following their own
policies and procedures.
Now, we want to look a little bit at the roles and responsibilities of both the executive
branch and also the administrative branch or section of government. Proposal roles and
development, where can a project idea originate? For most communities, a lot of their plans
for a project come from an existing plan that has already set community priorities. An important
thing to remember if you're using an existing plan is that if it is a number of years old,
it really should be updated or at least validated by a recent community meeting where the community
or the tribe is given an opportunity to reaffirm the priorities that have been set or maybe
to reorder them. But an existing plan is a fairly common way for identifying and idea
for a project.
A lot of communities, who don't have a plan or just want to have something that is more
current, might have a community or tribal planning meeting in which the community is
invited and they perhaps would go through a process to identify community needs, go
through a prioritization process, and identify a prioritized list for needs and projects
within the community, which then could be the basis and support a grant proposal.
Also, emergency situations can also certainly dictate and set the idea for a project that
a community needs. Also, the need can be identified by a department combined with a funding opportunity.
Perhaps, for instance, a school or a school system has some money available to do a language
program, but they don't have sufficient funding. They could approach the tribe to see if a
partnership could be formed, and in turn, the tribe would have to go through a community
process to make sure that was a priority need. If it was, they could then work with the school
and apply for ANA language funds.
Also, there are community partnerships where several organizations can come together and
try to find a way of using each of their resources to address a community need. Again, you need
to be able to demonstrate that there is community support for anything that you put forward
in a grant as a proposal. Also, the council can initiate a direct-to-the-administration
to develop an application for a grant so long as it can demonstrate that it has community
support.
Well, we've talked a little bit about how projects and ideas can originate. We need
to talk a little bit about where they should not originate. Any plan or proposal without
community review and support setting in as a priority should not be used. Over the years,
I've worked with communities that may have a road plan or a health plan or some other
utility plan that certainly addresses needs within the community, but perhaps has not
gone through the community process to demonstrate that it is fully supported and a high priority
for the community. Don't use that plan unless you can verify that.
Also, jumping after a great funding opportunity without adequate consideration can be a real
problem for communities. I know I've talked with several communities when the Alaska SEED
Program was initially presented. They saw an opportunity with a lot of money, and were
quite eager to pursue it, but really hadn't thought how the full ramifications of what
they were going to do. It's very important to think about what you're doing and not just
jump at a funding opportunity.
Special interests can also see an opportunity, a financial opportunity. It's very important
for the tribe or your organization to make sure that whatever you're doing is not just
benefitting a particular financial interest within your community. Last, but certainly
not least, are projects that are written by consultants that lead to the hiring of the
consultant to complete the project are a major concern for ANA and it should be for your
community also. Please, avoid that scenario, and we'll talk a little bit more about that
later.
So, how does a community go about identifying their priority needs? Well, let's look at
what the council responsibilities are in that process. The council has the authority and
ability to plan for immediate and long-term needs. That is their charge and their responsibility,
so they should be involved in identifying the needs of the community. The council also
has the ability to direct the development or the update of community development plans.
We talked a little bit about that. The council also has the authority to establish planning
goals, timeframes, and evaluation expectations.
Certainly, the council has the responsibility to keep codes and policy current. Sometimes,
your policies might need to change to existing situations in your community, or also to help
support a proposal that is being put forth to a funding agency. A council also has the
ability to set administrative priorities, and finally, the council has the ability to
approve funding and grant requests, and not only the ability, but actually the responsibility
to approve all grant requests that would go forward to a funding agency. So, we can see
that the council has a number of different roles that it can play in the development
or the support of the development of a proposal.
Let's talk a little bit about the responsibilities that a council would have in the administration
of a grant. They have the authority to review and approve a grant proposal for its submittal.
We've already mentioned that. I would recommend that also the council become familiar with
the grant regulations that are related to a proposal that is going to be submitted.
This could be an opportunity for the administration to more fully familiarize the council with
a particular grant, and also identify the major issues that the administration is going
to have to deal with, and how the council could support them.
It's also important to review the councilmember's responsibilities as it relates to a proposal
that is going forward, or even that has been funded. That is also to make sure they understand
what they can do and what they should not be doing. The council has the ability to conduct
investigations and establish policies. Investigations might be if they felt that a project was getting
off-course. They could investigate and determine what the problems were, or they could establish
policies that were going to support the implementation of the project.
Councils can set and interpret OMA operation rules. I'll mention one problem that I'm aware
of that we've had in Alaska where councils normally don't meet in the summer because
they're busy doing subsistence activities, and that has created problems in the past
for the administration of some grants. Councils can set aside that rule and agree to meet
at least once during the summer to approve or review some document or some procedure
that is essential to the success of a project.
Councils can also legislate for the community, and another important thing that they have
that's potentially related to a grant is to approve the hiring of staff. That depends
on how your community or tribe is set up. For some lower level positions, that might
be the authority of the administration and there might be a cutoff or a level that has
to be approved by the council, but that should be reviewed and everyone aware of before you
begin.
Here are some things that councilmembers don't do that are related to the administration
of a grant. Councilmembers do not have grant administrative responsibilities. I have been
involved in a few instances where councilmembers want to become involved in the day-to-day
administration of a grant. Naturally, their committed to their community, they're interested
in a project, they want to make sure that it is successful, but they need to understand
that there a separation between their role and the administrative role. Councilmembers
do not supervise or direct administrative staff. They must direct their concerns through
the administrative manager. That's something that you might want to cover with your council
very early on at the onset of a grant or a project, what their role is, what they can
do, and who they should talk to if they have issues or concerns or see ways that the project
could be enhanced.
Councilmembers should not become involved with some contractors. If you hire consultants
or individuals who are not city employees, but are doing a part of your project, it's
not the role of the councilmembers to speak directly or to direct the subcontractors.
Again, they would need to go through the administrative manager to put forth their ideas. Councilmembers
should always avoid a real or an appearance of a conflict of interest. If councilmembers
are approving the hiring of someone or the award of a contract, and they have a direct
relationship to that individual or that arena, it's a normal practice to declare that to
the council, and let the council decide whether or not there is a conflict of interest. But
you always want to make sure that the public is reassured that there has been no conflict
of interest in both hiring and award decisions.
Councilmembers should not stop a project because the membership of the council has changed.
This has happened several times in projects that I've worked on in Alaska where, during
the life of a project, there is a new election, the council changes, and the leadership of
the council changes, and they're not happy with the project or don't think it should
be a priority. However, once a tribe has signed a contract, they are obligated to continue
that, and it's extremely important to make sure that new members and the leadership of
the tribe understand that if there is a change during the implementation of a grant.
So, we've talked a bit about councilmember's responsibilities, what they should do and
what they shouldn't do, and let's take a little time and talk about what administrator's responsibilities
are and what they should do and what they shouldn't do. Administrator responsibilities
in administering a grant, number one is to review the job descriptions, policies, and
procedures for your organization. You want to make sure that you fully understand the
policies and the procedures of your organization and make sure that they fit both with the
application that you're submitting or with the implementation of a project that's been
awarded.
Also, job descriptions of staff, it's very important to fully understand that. If you're
going to be assigning additional duties to individuals, make sure that it fits within
their job description or they have the skills and abilities to carry out that. That way,
you're protecting both the likelihood of success for the project and also helping ensure that
the individual is going to function at an optimum level, or know that they might need
additional training before they take on certain responsibilities. Learn the various activities
and timelines of your grants. The timelines and the activities are extremely important
to keeping the project on time, on track, and also for reporting. We want to make sure
that the administrator fully understands that.
Also, at all times, the administration should be monitoring the program budget and expenditures.
They should be directly involved in insuring that the project is staying on budget and
also approving expenditures in ensuring that they are within the guidelines of a grant.
Administrators should also ensure that the development and maintenance of the required
database is in the records. This is frequently a problem in communities where the recordkeeping
is not always as accurate as it should be. You want to always be able to come back and
demonstrate that you have performed in accordance with the grant, and it also helps ensure the
executive branch that you are doing the job that you are charged with.
You want to ensure compliance within terms and conditions of the grant. That means that
you need to become very familiar with them, read through them, make sure you understand
them, make sure the staff that are related or have anything to do with the terms and
conditions also understand them. You want to prepare and submit timely financial program
reports. This an expectation and any other grant program is also going to be expecting
that.
You want to keep the council and the public informed on the project progress, and this
is sometimes something that is not written into a grant, but I think it's extremely important.
If you keep both the council and the public fully informed on what's happening with your
project. You're going to have continued success or support for the project while the project
is ongoing and once the project is completed if the public and the council know about your
successes and about what has been accomplished. They're going to help ensure that the project
is successful and continues beyond the funding period.
I wanted to talk a little bit about the financial management systems. The financial management
systems, no matter where you are, have three parts. There is the budget, financial controls
and procedures, and financial recording keeping. You want to make sure that these parts are
always in place, and as the administrator, you understand these three parts. Every budget,
whether it's a tribal operation budget or a grant budget, is basic to the planning process.
If you are developing a project, you are actually developing the budget.
As you begin to look at the different components of a project, you need to look at the time,
the staff, the materials, basically building a list of the expenditures that are required
to make the project a success. That is key to building the budget. Also for a budget,
you need the summary of the project funds and where they were spent. As a project is
enacted, you really need to know, and I've already talked about this a little bit, but
you need to know where your funds for your project are located. You may have several
funding sources, and with many ANA grants � well, with all ANA grants, you have to
have match. It could come from several sources. You want to make sure that you're keeping
track of that, that staff knows where the funding source is coming from, and they are
also documenting that. You also want to be able to document how those funds are used.
Also for a budget, each year of a project should have a budget. That is an ANA requirement,
and that is also what most tribal and non-profit organizations have is an annual budget. The
council should monitor and be frequently involved with the budget process. Most organizations
do financial reports to their council on a monthly or a quarterly basis. You want to
make sure that the council knows how the funds are being spent as it relates to your budget
and that you're on tract. There's nothing worse than for a council to be surprised by
the funding agency suddenly contacting them and saying, "Where is the money going? Why
are you spending it this way?" Keep the council informed so they know what's happening, and
they can certainly help you if there are any problems that arise and advise you.
If there are minor changes to the budget, usually that's an administrative role. With
an ANA grant, of course, if you're going to change even a minor administrative thing,
you want to make sure ANA knows and that you've got their concurrence. However, for most organizations,
major changes to a budget would be both a council and the funding agency's prerogative
to be involved and approve it. So, if you're moving major amounts of money from one line
item in a budget to another, make sure that you've got council understanding and approval
before you go the funding agency and get their approval. Finally, your budget is the basis
for all ANA financial reports. It's the document in which you report against and a way of demonstrating
and showing that you're moving forward.
Financial controls and procedures, to properly monitor and manage finances, defined controls
and procedures must be in place for receiving and spending money. These are a couple of
questions that you should ask. Does your organization have a written financial control and procedures
manual? It seems basic that would be in place, but I have worked with communities where that
is not in place. If it isn't, it's something you should certainly work towards establishing,
contacting other communities, seeing if you can review theirs to maybe model yours, but
it is something that should be there for the successful administration of a grant.
Have you reviewed it and do you understand it? That's also very important. Make sure
you understand your financial control and procedures manual. That's going to keep you
on track and it's going to certainly help with the administration of the grant. Also,
does it meet the requirements of an ANA grant? We're going to talk a little bit about that
in a moment, but ANA has certain things that are their expectations. You want to make sure
that your financial system is in line with what ANA expects.
Here are some basic financial controls that your community should have. You need to identify
who can receive, deposit, and record funds. It sounds really basic, but you should make
sure that it's not just anyone going to the mail, picking up a check, or requesting funding
coming from the community. You need to have specific people identified who have that responsibility.
Cash should never be used for payment, and by that, I mean for a large payment for payroll,
for purchasing equipment. That should always be done by check. Certainly, use petty cash
for small purchases, for buying stamps, for buying some small items. Certainly, your organization
could and probably has a petty cash fund. That can then be charged back to a grant as
petty cash or to the appropriate place.
You should have two signing officers to approve a check. I've worked with communities where
both the person approving a check and also signing the check is the same person. That's
not a good system. You want to make sure that there are enough checks and balances to assure
both the funding organization and your own executive branch, your own council that you
have checks in place that are going to ensure that funds are appropriated and used correctly.
You can help ensure that by having two signing officers who approve a check, and also having
two officers who are signing the check.
I also worked with a community once that one of the signers of a check could not read,
and the other one was blind. That lead to some major problems, so you want to make sure
the people who sign checks are also fully capable of reviewing and ensuring that they're
signing an appropriate check request or a check. Policies should outline the extent
and levels of individuals to commit funds and for what purposes, and whether the policy
is going to allow the administrator to do up to a certain level, and beyond that level,
it has to have council approval. Bank accounts should be reconciled monthly. I think most
are.
There should also be a purchase order system. A purchase order system is extremely important,
particularly with a grant, if you are buying any equipment because you need to be able
to demonstrate that you have purchased equipment that was approved both within the budget,
grant budget, and also that you have stayed within the funding amount allotted for that.
Ultimately, for anyone coming back and checking on property, there is a record that you can
look to see how equipment was purchased. That, in turn, can be linked to your property management
system. If you are buying property, if you're buying computers, camera equipment, you want
to be able to keep track of that and have a system in place so that you don't lose important
items that you may want in the future.
Financial record keeping is a way your tribe's financial information system is organized.
I'm not going to talk about specific systems because there are so many different systems
out there, but your own particular system, you want to make sure that you understand
how that system works. Also, you want to know how well the financial management system staff
understand the particular requirements of a grant so if you have an ANA grant, or if
you have another grant coming into your community, you want to make sure that any particular
requirements or reporting requirements, etc., are fully understood by the people who are
administering the financial management system. This is going to avoid problems in the future
if everyone is one the same plane and operating from the same issues that have to be accounted
for.
Here are some special administrative issues that you really need to be aware of that relate
to the Code of Federal Regulations and the ANA Funding Opportunity Announcement requirements.
We've already talked a little bit about this, but do not use consultants to write grants
without great oversight. I've worked with a couple of communities who hired consultants
who, in turn, wrote wonderful grants. They were funded. The grant agreement came back
to the community, and that was the first time the community really looked carefully at what
they had committed to do, and suddenly found themselves without the expertise or the ability
to actually implement the grant the way it was written. It was inadequate funding for
hiring staff or training staff, so make sure that if you use a consultant that there is
very, very careful oversight role and review before anything goes forward to be approved
for funding.
Always make sure that conflict of interest is taken into consideration. You want to make
sure that your organization avoids any real conflict of interest or even implication of
a conflict of interest for hiring, contracting, or awards. I've already talked to you a little
about that, but one way is to always make sure that the council and the public know
that you've declared a conflict of interest and a decision is made whether or not that
is valid or not, and then you can move forward with hiring, contracting, or awarding.
Conflict of interest extends from the administrator to the council. We've already talked about
that. It's important to understand that conflict of interest can be both an administrative
and a council concern. Do not allow councilmembers to become involved in the grant or the grant
administration. That's only going to confuse the workers who are performing and implementing
a grant because suddenly, they have several bosses. You want to avoid that. If a councilmember
has an idea or has a concern, they should always be directed to the chief administrator
for that grant. If it can't be resolved at that level, moving it on up the chain through
your organization would be the way to approach councilmembers being involved inappropriately
in a grant.
You want to know and document procurement procedures. We've already talked about that.
It's very important to be able to document how you proceeded with procurement. Know and
document hiring procedures. That's also extremely important for the federal Code of Federal
Regulations and the FOA. Avoid giving staff duties for a grant beyond their capabilities.
I talked a little bit about that. You're certainly attempting to do that, but you want to make
sure that you're not giving responsibilities to an individual outside of the preview of
their job.
No double paid staff through the use of various contracts. By that I mean that many organizations
have a variety of funding sources, and to pay for staff, you draw from each one of those
funding sources. When you add them all up, you should not be drawing more than 100 percent
of any staff's salary. So, if you have three funding sources and you're getting 40 percent
of the staff the payroll from each one of those, you're going to end up with 120 percent
of the staff pay coming in from various grants. You don't want to do that. That's a big no-no.
Pay all payroll taxes on time. If you don't, there are penalties and interest that you
accrue, and you cannot pay those through your grant. That would be a tribe or your organization's
responsibility. Also, it's a disservice to your employees to not be paying into your
social security. I've worked with communities where it's very easy when money is tight to
skip a month or two paying taxes. Please don't do that. That always leads to problems. Don't
use grant funds for other purposes. Sometimes, a need within a community arises. You need
extra money. It's not available in your general fund. You see a pot of money over here in
a grant, and you're just going to borrow it for a little while. That ultimately leads
to a lot of problems. Don't do that ever.
Finally, do not ignore ANA requests for information or offers of help. ANA's interest always is
to the success of the project and they are more than willing to help communities guarantee
that success. If they ask for information or they offer help, be more than willing to
reciprocate or to follow through. If you need help, always be willing to ask. Here are some
other important issues that you may want to ask. We've already talked about some of these.
Does your organization have personnel policies and procedures? You have to have them, so
you should make sure that they are there and they are up to date.
If your organization is not a tribe or an Alaska Native village, the majority of the
board membership must be Native American. For non-profits, that is a real concern. All
ANA grant applications must have documentation that the governing body has approved the application.
That is extremely important or your project proposal will not go forward, so always make
sure that that's in place. I did work with a community a couple of summers ago. They
developed a great application and the council had left for the summer and were not able
to get the approval they needed. So, it's very important that that is in place as soon
as you can actually get it. Does your organization have safeguards against conflict of interest
by staff consultants or councilmembers? I think I've talked enough about that. That's
pretty clear.
Okay. So, what did we cover today? We talked about governmental organizational structure
and how it is similar whether you're at the federal, state, or tribal level. We also talked
about tribal council administrative roles and the responsibilities of each with the
focus on developing and administering grant awards. Also, we touched up on the essentials
of the Code of Federal Regulations and the Federal Funding Opportunity Announcement or
FOA grant requirements.
So, thank you very much, and that is the presentation.
>>Charles Peele: Thank you, Jim. Next, we will be moving into questions and answers.
If you guys have any questions from anything that Jim presented or any general questions,
please type them into the chat box and we will answer your questions accordingly. Also,
we will be working on � excuse me. I'm trying to log up our evaluation for you guys to take
a look at and fill out. Well unfortunately, I will link it. Is it cutting that off? I
apologize. So, do we have any questions from anybody? There's our evaluation.
[Pause in conversation]
>>Charles Peele: I'll give it a few more minutes. It looks like we have one question or comment
being typed in, and I want to make sure we give you guys the opportunity to get the information
you need.
[Pause in conversation]
>>Charles Peele: The question is: Is the tribal council resolution required as part of the
initial application, or can it come in later?
>>Jim Sanders: Oh, I had to remember to turn my sound on here. It has to accompany the
application. Otherwise, it won't be able to move forward. It's an essential part.
>>Charles Peele: Any other questions? Okay. I'm going to stop our recording, and just
so you guys know, if you want a copy of the PowerPoint from today, please email me or
I could email it out off of our list serve, but the recording of this will be posted onto
YouTube so you guys could view it again at a future date. Thank you guys for joining
us today, and I hope you guys have a wonderful weekend. Bye, bye.
[End of Audio]
Organizational Development and Governance.Movie.1024x768 Page PAGE 2 of NUMPAGES 12
Charles Peele, Jim Sanders
www.verbalink.com Page PAGE 2 of NUMPAGES 12
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