Table of Contents | Previous | Next |
Part II: Program Description and Performance Analysis
7.4 NATIVE AMERICAN PROGRAMS
| Request,
Full Costs, & Annual Measures |
FY 2003 | FY 2004 | FY 2005 |
| Budget Request (Program Level) | $45.5 | $45.2 | $45.2 |
| Estimated Full Cost | $49.3 | $49.2 | $49.4 |
| Program Goal: Support and Promotion of Job Creation for Tribes Incorporates measure: FY 2003-2004: N/A FY 2005: 7.4b (61%) |
N/A |
N/A | $30.1 |
* The distribution of full costs to performance measures may not equal the full cost of the performance program area.
ALLOCATION METHODOLOGY EXPLANATION: Performance measures represent 61% of full cost of program. Social and Economic Development grants, Environmental Enhancement, Inter-agency agreements, training and technical assistance contracts, and non-competitive actions were not included.
PROGRAM DESCRIPTION AND CONTEXT
The Administration for Native Americans, authorized by the Native American Programs Act, promotes self-sufficiency by providing seed money that generates short and long term self-sustaining endeavors. ANA achieves its mission through grants, training, and technical assistance to eligible Tribes, Villages, and Native American organizations serving Native Americans, Native Alaskans, Native Hawaiians, and Pacific Islanders and representing 2.2 million individuals. The purpose of ANA's discretionary grant programs is to promote community based social and economic development, language preservation, and environmental enhancement.
Economic and social underdevelopment is the leading obstacle to self-sufficiency for Native communities. In response to this need, ANA operates a unique discretionary grant program in that it provides access to seed capital for Community-Based programs and projects to serve a diverse indigenous population. Seed money eventually produces deep-rooted enterprises and human capacity building skills for the development of stable communities and the creation of healthy environments to raise strong viable families for generations to come.
At a time of economic down turn when sources of local and state funding are limited, ANA remains the only source of federal funding for Native indigenous populations and communities, to pursue Social & Economic Development, Language Preservation, and Environmental Enhancement programs and projects.
Promoting the goal of social and economic self-sufficiency through local self-determination is the cornerstone of ANA's program. ANA defines self-sufficiency as that level of development necessary for a Native American community to generate and control the resources required to meet its social and economic goals and the needs of its members. ANA supports the belief that the responsibility for achieving self-sufficiency resides with the governing bodies of Indian tribes, Alaska Native villages, and in the leadership of Native American groups. A community's progress toward self-sufficiency is dependent on its ability to plan, organize, and direct resources in a comprehensive manner consistent with its established social and economic long-range goals.
ANA's programs and policies foster a balanced community based approach through three major goals:
- Encourage Native American leaders to develop policies and implement practices that support goals for the community and that exercise control over resources;
- Foster the development of stable, diversified local economies which provide jobs, promote economic well-being, and reduce dependency on social services; and
- Support local access to and coordination of programs and services that safeguard the health and well-being of people, essential elements for a thriving and self-sufficient community.
Many ANA grants are directed to capacity-building and the development of infrastructure for Tribes and organizations, particularly through the development of legal codes and courts systems and revising existing Tribal constitutions. Capacity-building encompasses not only economic development (creation and expansion of businesses and jobs), but also efforts to provide solutions to community needs and challenges through the delivery of a product or service. This emphasis on capacity-building supports ACF's strategic goal to increase the health and prosperity of communities and Tribes.
Program Partnerships
ANA will leverage resources by partnering with other Federal, state, Non-profit, and private organizations. These organizations include: other ACF program offices; other HHS agencies, and external partners, including national organizations, philanthropic organizations, national business chains and Native community organizations.
PROGRAM PERFORMANCE ANALYSIS
| Performance Measures | Targets | Actual Performance | Reference (Relevant strategic goal in the HHS Strategic Plan) |
|---|---|---|---|
| Program Goal: Support and encourage the role of Tribal elders in the community; promote efforts to involve elders in work as mentors with youth and children, e.g., teaching culture and language in Head Start and other childcare programs. | |||
| 7.4a. Increase the number
of grants that include elder participation.
% of Full Costs - 0 |
FY 04: Dropped FY 03: 94 FY 02: 70 FY 01: 65 FY 00: 60 FY 99: 44 |
FY 03: 73 FY 02: 114 FY 01: 88 FY 00: 62 FY 99: 55 FY 98: 52 FY 97: 44 |
|
| Program Goal: Promote Job Creation and Entrepreneurship in Native communities; provide solutions to community needs and/or challenges through the delivery of a product or service which will increase capacity for job retention and self-sustainability, e.g. development of codes and ordinances, business training, employment internships and small business development. | |||
7.4b Increase the number of jobs created or retained in Native communities through the delivery of capacity building resources, partnerships, and the leveraging of limited resources. [O] [E] (Developmental) Former Measure: The number of Tribes and Native American organizations receiving economic development related services. COSTS ASSOCIATED MEASURE 7.4b |
FY 05: 1,340 Jobs | FY 05: FY 04: Baseline |
HHS 6.4
EFFICIENCY MEASURE |
| Total Funding (dollars
in millions)
See detailed Budget Linkage Table in Appendix A-12 for line items included in funding totals. |
FY 05: $45.2 FY 04: $45.2 FY 03: $45.5 FY 02: $45.9 FY 01: $46.0 FY 00: $35.4 FY 99: $34.9 |
||
Summary of Program Performance
ANA's investments in indigenous communities through its three discretionary grant programs play a critical role in the development of healthy communities. ANA’s program supports community-based projects that create jobs, opportunities, and options for Native American people. ANA does not fund on-going programs or projects or core administration functions. ANA’s discretionary dollars are leveraged with a 20 percent match by the grantee with the requirement that community support for the project be verified. It is estimated, based on applications funded in FY 2003 and progress reports for FY 2000-2003, that nearly 67 percent of ANA grantees leverage other Federal, state, local, or philanthropic dollars when implementing an ANA grant funded project. For FY 2000 - FY 2003, ANA’s average grant award increased 39% percent from $121,171 to $169,150.
ANA has experienced a significant increase in requests for social and economic development project dollars. In FY 2000, ANA received 561 applications for a total $98.7 million. Due to budget limitations in FY 2000, ANA was only able to fund 30 percent of the new applicants, 21 percent of the dollars requested. In FY 2001, with a budget increase of $10 million, ANA increased its grants by 10 percent. In FY 2002, ANA received 576 applications requesting a total of $105 million. In FY 2003 ANA received 561 applications requesting a total of $103 million.
In FY 1999 and in FY 2000, ANA funded over 200 competitive grants annually for all program area’s totaling over $34 million. ANA's grant award process is highly competitive: approximately one-third of all applications received annually are funded. The FY 2001 budget increase of $10.6 million provided funds for 91 new grants. This level of funding was sustained in FY 2002 and 2003. Over 100 new awards were funded in FY 2003.
ANA faces unique challenges in formulating goals and measuring results. As a discretionary grant program funding projects designed and implemented at the local level, the differences between projects are considerable in terms of size, scope, community goals, and funding requests. Administrative and organizational capacity varies greatly among grantees, making the task of developing uniform measures more challenging.
Tribes and Native indigenous communities set their own goals and priorities. Each grantee is at a different stage of social and economic development. Due to the demand for ANA project funds and a significant increase in organizational workload coinciding with ANA staff reductions, ANA's program monitoring and evaluation of grantee performance has been limited to the review of regular progress reports submitted during the project period and an objective evaluation report at the end of the grant period.
Until recently, ANA did not have the capacity or systems in place to track performance-based indicators, such as jobs, project outcomes, and community impacts. In FY 2003 ANA began to automate its data collection processes and now has a data collection system in place that provides information on the grant making process (type of applicant, quality of the application, qualifications of the panel reviewer, quality of panel reviewer comments), and quality and quantity of technical assistance provided to applicants. However, ANA still does not have the capacity to conduct program monitoring and evaluation, i.e., completion of applicant project goals, effective use of Federal funds, and the applicant success in accomplishing its project mission. Each applicant for ANA funding must propose a stand-alone project that will be completed or self-sustaining by the end of the grant term and this achievement is measurable.
Measure-by-Measure Presentation of Performance
Program Goal: Support and encourage the role of Tribal elders in the community; promote efforts to involve elders as mentors with youth and children, e.g., teaching culture and language in Head Start, other childcare programs and adult programs.
| FY 2003 PLAN | |
| 7.4a. | Increase the number of grants
that include elder participation. |
Tribal elder involvement was initially selected as a key measure of program performance since the role of Tribal elders is essential in all aspects of Tribal and community life. This measure was not a priority for funding activities in FY 2003 and as a result the target was not met. This measure was dropped effective FY 2004. It has been dropped and replaced by the following outcome measure.
Program Goal: Promote Job Creation and Entrepreneurship in Native communities; provide solutions to community needs and challenges through the delivery of a product or service which will increase capacity for job retention and self-sustainability, e.g. development of codes and ordinances, business training, employment internships and small business development.
ANA's economic development strategy was developed, in part, to address socioeconomic trends that indicate when compared to all other groups of citizens in the United States, Native Americans, living in reservation and urban communities rank at the bottom of nearly every social, health, and economic indicator. ANA’s discretionary grants provide the seed dollars to plan, develop, and implement short-term community-based projects (average 1-3 years) resulting in jobs and long-term social and economic impacts that support healthy families and communities. The economic development strategy will include the following program efforts: Youth Entrepreneurship Pilot Program; Tourism and International Trade; and Micro-business and Small Business Development.
| FY 2004-2005 PLAN | |
| 7.4b. | Increase the number of jobs
created or retained in Native communities through the delivery of
capacity building resources, partnerships, and the leveraging of
limited resources. |
The Economic Development Agency (EDA) estimates it cost $25,000 to create one job in rural and Native American communities, as compared to $12,000 in non-rural, non-Native areas. ANA uses this estimate to project new jobs created for FY 2000 – FY 2002. The following table demonstrates the number of jobs created by ANA grants for FY 2000-2002:
| Year | No. of New Grants Awarded | Average Grant Amount | No. of New Jobs Created per Grant | No. of Jobs Created per Year |
| FY 2000 | 171 | $121,171 | 4.9 | 838 |
| FY 20011 | 252 | $132,952 | 5.3 | 1336 |
| FY 2002 | 179 | $143,336 | 5.7 | 1020 |
| TOTAL | 3194 | |||
| 1 The dramatic rise in the creation of jobs in FY 2001 is directly attributed to the $10.0 million budget increase in FY 2001. ANA expects the FY 2005 budget increase will have a similar impact to Native communities. (back) | ||||
| (Number of new grant awards, do not take into account grant continuations) | ||||
Youth Entrepreneurship Pilot Program: This pilot program is directed to respond to the persistent high rates of youth unemployment and will provide options and opportunities at long-term success and ultimately self-sufficiency for high-risk youth. This program will teach at-risk youth job skills such as financial literacy, business management and ethics, basic service industry skills, and personal hygiene. Some examples of potential ventures include: coffee and food carts for Pow Wows, county fairs and community events, babysitting services, construction and trade skills, elder care, and tourism related ventures, all of which provide a service solving a community need and or challenge. The Administration for Native Americans will leverage these resources by partnering with national youth organizations, philanthropic organizations, national business chains and Native community based organizations. These efforts would result directly in job creation, private investment in the Native American communities and an increased tax base for Tribes.
According to the HHS 2001 study, Peer Groups and Risk Taking Behaviors, Native American youth aged 12-17 is 22 percent more likely to use illegal drugs and tobacco than their non-Native peers are. Suicide was the second leading cause of death in 15-24 year old and 2.5 times higher for Native Americans than the combined rate of all other races and cultures in the nation. The HHS study concluded that Native American youth live in communities that continue to experience long-term social and economic distress. Native American youth are a very high-risk populace in our country that could benefit from early intervention strategies. Since Native Americans suffer from the highest unemployment and underemployment rates in the nation, their youth, who are the future leaders of the Native American communities and villages, have very few positive role models. Also, the youth do not live in healthy environments in order for them to grow into productive members of the community. It is the goal of every American parent to have his or her children improve upon the previous generation. Unfortunately, the current conditions to do not provide many options for Native American Youth.
The residual long term effects of the program include: promoting and instilling healthy behaviors by reducing substance abuse and tobacco use; reducing violent and suicidal behavior; and increasing educational attainment and strong families. It is also anticipated that by giving youth options and opportunities, underage delinquency rates would decline, the recidivism rate would decrease and there would be fewer TANF recipients in the next generation. These long-term benefits would affect the entire community before destructive behaviors are established. The youth pilot would also include mentoring to improve the lives of children whose parents are incarcerated. Exposing youth to positive alternatives will not only benefit the immediate generation but will produce excellent future Native American leaders.
The evaluation of the Youth Entrepreneurship pilot program will include tracking the number of youth from entry through graduation and assessing whether services were developed that addressed a need or challenge in the community. The project would be required to identify a direct impact on the community with deliverables. Long-term outcomes would include: reduction in unemployment, drug and tobacco use; an increase in the number of graduates, an increase in family and parent involvement; improved academic studies; and a decrease in the number of new generational TANF recipients.
Tourism and International Trade: In light of the significant foreign demand and interest for Native American products and destinations, ANA is planning an effort that supports micro and small businesses by providing technical assistance to identify and prepare tourism services and Native products and services for the international marketplace. This small business development initiative will create products for the international marketplace and increase the flow of products and services to foreign and domestic markets.
American Indian Tribes are among the largest landholders in the United States and their lands include the potential for fishing, hunting, hiking, camping, rock climbing, boating, and other recreational activities. The small towns and communities located on reservations are appropriate to build micro and small business infrastructure that supports tourism services. Tribal and reservation-based businesses located near international borders or on designated Empowerment Zones are well positioned to benefit from interstate commerce opportunities. Businesses located near international borders are not only strategically positioned to benefit from access to U.S. transportation corridors, waterways, and rail, but may also benefit from a common social and economic identity with Native communities on the other side of the border resulting in joint business ventures. These businesses can benefit from tax shelter incentives for the support of light manufacturing, warehousing, packing, and transport. This effort will result in increased reservation-based employment.
Micro-business and Small Business Development: According to the Small Business Administration, small businesses are the fastest growing segment in U.S. Despite the current recession, nearly 40 percent of small business owners nationwide are expanding their businesses, while 45 percent of owners are planning on making one or more capital expenditures in the next six months. 2 ANA wants to encourage local capacity building by supporting the development of uniform commercial and utility codes and the U.S. Department of Treasury' newly established Native American Community Development Corporations. This effort will increase the development of the sales, marketing, and production capacity of community-based business enterprises and provide opportunities to increase local prosperity, provide profitable jobs, and businesses sustainable income for communities.
2 The Network of Small Business Journals, May 2002. (back)
| Table of Contents | Previous | Next |