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DoD Sacred Site Project: Case Studies of Tribes and DoD Relationships

This project aims to assist the DoD and federal agencies in effectively consulting, collaborating, and coordinating with tribes to protect sacred sites while supporting the military mission. It gathers information on successful consultation initiatives, documents effective processes, and provides specific examples of military installations and tribal relationships.

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DoD Sacred Site Project: Case Studies of Tribes and DoD Relationships

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  1. DoD Sacred Site Project:Case Studies of Tribes and DoD RelationshipsPreliminary Results A DOD Legacy Project Dr. Cheryl L. Huckerby, Dept. of the Navy Ms. Bambi Kraus, NATHPO Mr. Robert Cast, Contractor

  2. Project Aim and Goals • Aim • Assist DoD Components and other federal agencies on how better to consult, collaborate, and coordinate effectively to support the military mission while protecting sites sacred through the development of relationships and trust. • Goals: • 1) Gather information on successful consultation initiatives regarding the protection of sacred sites from federally recognized Indian tribes, Native Hawaiian organizations, and Alaska Native corporations consulting and working with the Department of Defense (DoD), along with DoD Cultural Resource Specialists, Tribal Liaisons, and others working at a variety of DoD facilities and military installations across the United States; • 2) Document the processes used for successfully and effectively working together; and • 3) Detail specific examples of military installations and Indian Tribes, Native Hawaiian organizations, and Alaska Native corporations.

  3. Background • Project derived out of the signing of the Memorandum of Understanding Among the U. S. Department of Defense, United States Department of the Interior, United States Department of Agriculture, United States Department of Energy and the Advisory Council on Historic Preservation Regarding Interagency Coordination and Collaboration for the Protection of Indian Sacred Sites • Department of the Navy representative on the Education working group proposed project for DOD legacy funding. • Partnered with NATHPO to ensure respect and sensitivity when discussing proposed case studies with Native representatives.

  4. Data Collected • Out of 20 proposed case studies, 13 provide a breadth of information for analysis • Case studies were proposed by both Native people and DOD representatives from all services. • Case studies represent different areas of the country

  5. Case Study Overview • One case study submitted is a prime example of how not to proceed. • Two case studies demonstrated the ability to develop a relationship with respect to a specific situation. • Remaining case studies demonstrated various levels of regular interactions, sharing of information and development of programmatic documents that survived the personnel involved but supported the continued interaction of the respective DOD organization(s) and Native group(s).

  6. Analysis Preliminary Results • Primary Elements (The three “C”s): • Consultation “Communication between participants” • Coordination “Process of planning common actions to achieve mutually agreeable outcome(s)” • Collaboration “Working or acting jointly” • Secondary Elements: • Timing • Staffing • Personalities • Tribal location

  7. Element Relationships

  8. Preliminary Conclusions • Development of a relationship can be accomplished and over time foster trust. • This can occur relative to specific situations or on a larger scale encompassing regular interactions and many situations. • The Three “C”s are fundamental to relationship development but require positive infusion from the secondary elements.

  9. Major Challenges • Staffing changes or turn-over: • Relationships are built by individuals and reflect personalities • Individuals move on for a variety of reasons: Health, family, career, etc. • Personalities can change both with the same person or as new individuals move into backfill positions.

  10. Draft Recommendations • Use positive energy developed either situationally and on larger scale to develop programmatic documents and processes that survive personnel and specific situations. Such documents can overcome severe impacts from the secondary elements and facilitate the three “C”s. • Develop procedures to promote joint participation in situations that have a potential to affect sacred sites.

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