Six tribal leaders discuss their tribes’ top priorities and how gaming supports those objectives; the role innovation plays in shaping decisions across their gaming and hospitality portfolios; and their approaches to leadership development to foster long-term stability and growth. Here is what they had to say…
Chris Anoatubby, Governor
Chickasaw Nation
Ada Gaming Center; Black Gold Casino; Border Casino; Chickasaw Travel Stop Ada West; Chickasaw Travel Stop Davis Gaming; Chickasaw Travel Stop Thackerville; Chisholm Trail Casino; Gold Mountain Casino; Goldsby Gaming Center; Lakecrest Casino and Hotel; Madill Gaming Center; MegaStar Casino; Newcastle Casino; Newcastle Travel Gaming; Riverstar Casino; Riverwind Casino; SaltCreek Casino; Texoma Casino; The Artesian Casino; Tishomingo Gaming; Treasure Valley Casino; Washita Casino; Jet Stream Casino; West Bay Casino & Resort; WinStar World Casino and Resort – OK
chickasawcountry.com/casinos / chickasaw.net
PRIORITIES: The mission of the Chickasaw Nation that unifies all of our moving parts into a cohesive whole is “to enhance the overall quality of life of the Chickasaw people.”
Since the purchase of our first business in 1972 and thoughtful investment into a diverse portfolio of businesses in the decades since, the Chickasaw Nation now provides the majority of funding for our nearly 400 programs and services that directly benefit the Chickasaw people, as well as the communities around us. Today, the Chickasaw Nation operates more than 100 successful businesses in gaming, hospitality, tourism, banking, manufacturing, media and other industries, and directly employs nearly 15,000 workers.
INNOVATION: Our gaming facilities are both entertainment and hospitality venues. To most efficiently serve our patrons, we constantly implement new technology and innovations.
One of our newest properties, OKANA Resort & Indoor Waterpark, is a unique family destination in Oklahoma City’s Horizons District near the First Americans Museum (FAM) and Exhibit C Gallery. OKANA is a world-class facility built alongside the Oklahoma River. The massive project continues the Chickasaw Nation’s commitment to fulfill its mission, as well as create opportunities for tourism growth, cultural preservation, and economic development in Oklahoma. It took the innovation, dedication, and cooperation of many people to make the vision of OKANA a reality, including Oklahoma City and state officials, and many others.
Together, we transformed the site from an old oil field into an entertainment and cultural destination that will complement and support the success of the First Americans Museum and further showcase the rich cultures and traditions of Oklahoma tribes.
LEADERSHIP DEVELOPMENT: The Chickasaw Nation has multiple avenues of training and career development for our employees. We have worked hard to develop a culture within our workforce that encourages servant leadership and respect, and rewards selflessness, longevity, and dedication to making a difference in the lives of those we serve.
We value our employees and offer opportunities for growth and advancement. We have training classes available to all employees, both online and in-person, as well as a core leadership program that helps new leaders learn the systems they will need in their roles. The Chickasaw Leadership Academy helps us develop valuable skills in prospective leaders. We believe in preparing our employees both technically and practically.
Ray Halbritter, Representative
Oneida Indian Nation
Turning Stone Resort Casino – Verona; Point Place Casino Hotel – Bridgeport; The Lake House at Sylvan Beach; YBR Casino & Sports Book – Chittenango; Play On Slot Lounge – Verona; PlayOn Slot Parlor by Turning Stone (5 locations) – NY
turningstoneenterprises.com/our-brands / oneidaindiannation.com
PRIORITIES: The Oneida Indian Nation’s priorities are firmly rooted in the future and the outlook unto the seventh generation. Since opening more than three decades ago, our flagship property, Turning Stone Resort Casino, has generated resources that help the Oneida Indian Nation provide housing, healthcare, education, cultural programs, and other services for our members. Turning Stone has transformed the Nation’s economic outlook and the economy of Upstate New York, creating thousands of jobs, supporting regional businesses, and strengthening tourism. A 2023 economic impact report by Oxford Economics showed that the Oneida Indian Nation and its enterprises generate more than $1 billion annually in regional economic activity, making it one of Upstate New York’s largest economic engines.
INNOVATION: Always looking to the future and planning for what is next has allowed the Oneida Indian Nation to thrive, and innovation is fundamental to that success. The Nation has never viewed gaming as a static business. Instead, we have continually reinvested in innovation across our enterprises. Innovation is at the heart of our historic $400 million Turning Stone Evolution, the largest reinvestment into the property since it opened more than 30 years ago. The expansion transformed Turning Stone into New York’s largest meetings and conventions resort, introducing The Crescent luxury hotel, the fine-dining restaurant Salt, and The Grand Expo event space, which includes a 30,000 sq. ft. ballroom and brings Turning Stone’s total event space to over 225,000 sq. ft. That same philosophy extends to all our enterprises, including the $50 million transformation of Point Place Casino Hotel and continued investments in new gaming, hospitality, dining, entertainment, and technology experiences.
LEADERSHIP DEVELOPMENT: The Oneida Indian Nation recognizes sustainable growth depends on developing the people who lead and support Turning Stone Enterprises. As one of Upstate New York’s largest employers with a workforce of more than 5,400 individuals, Turning Stone Enterprises is comprised of people who bring passion, skill, respect, and integrity to advancing our mission and delivering world-class hospitality. Turning Stone Enterprises has invested in numerous leadership and skill development programs to ensure our workforce is able to adapt and grow with our organization.
Earl “Trey” Howe III, Chairman
Ponca Tribe of Indians of Oklahoma
Fancy Dance Casino – Perry, OK
fancydancecasino.net / ponca-nsn.gov
PRIORITIES: Our tribe’s top priorities are cultural preservation, economic development, and the continued protection and strengthening of tribal sovereignty. These priorities are closely connected and guide our decisions as we work to build a stronger future for the Ponca people.
Our gaming enterprise plays an important role in supporting these goals by generating revenue that we are able to reinvest directly into our people and our community. Gaming revenues help fund Ponca language classes and cultural programs, ensuring that our language, traditions, and teachings are preserved and passed on to future generations.
At the same time, gaming provides resources that allow us to expand and diversify our economic development efforts. This includes investments in enterprises such as our convenience store and custom apparel shop, creating additional revenue streams, employment opportunities, and greater economic independence for the tribe.
Ultimately, these investments strengthen our tribal sovereignty and self-sufficiency. The more we can generate and reinvest our own resources, the better positioned we are to determine our own future, provide opportunities for our people, preserve our culture, and exercise our sovereignty for generations to come.
INNOVATION: Fancy Dance Casino utilizes cutting-edge technology and innovative ideas to enhance operational efficiency for our guests, resulting in positive guest experiences. We’ve taken an aggressive approach to transform our gaming ecosystem to one of secure, resilient, and robust ability. With the guest in mind, we’ve attempted to make our guest engagement platforms as frictionless as possible to provide a desirable experience. Utilizing AI technologies, predictive analytics, and proximity-based marketing has also allowed our team to become more strategic in its player acquisition and retention. AI has enabled us to better understand player behavior and what players desire in their gaming experience. We now understand what guests expect in a loyalty program that encompasses fantastic promotions and rewards that match their expected value. Predictive analytics has provided us with the opportunity to optimize our floor layout based on player traffic patterns and other insightful data. Proximity-based marketing has now given us the ability to engage mobile users through push notifications and promotional offers. We understand that not only do our guests appreciate less friction and efficiency, but they also expect us to elevate every aspect of their gaming journey.
LEADERSHIP DEVELOPMENT: Our tribe approaches leadership development by making a deliberate investment in building strong, capable, and forward-thinking leaders who are prepared to guide our organization into the future. We recognize that long-term stability and growth require more than managing the needs of today – it requires developing leaders who understand our values, work effectively together, and are willing to make bold decisions for future generations.
Austin Lowes, Chairman
Sault Tribe of Chippewa Indians
Kewadin Casinos – Sault Ste. Marie; St. Ignace; Manistique; Christmas; Hessel – MI
kewadin.com / saulttribe.com
PRIORITIES: One of our top priorities at the Sault Tribe of Chippewa Indians is overseeing a multimillion-dollar project that will see renovations at all five of our Kewadin Casino properties across the Central and Eastern Upper Peninsula. Our gaming enterprises play a huge role in supporting the Sault Tribe and our communities.
Kewadin is a trusted name across Michigan, and it’s one of our goals as a tribe to continue to help our gaming enterprises elevate guest experiences, modernize gaming environments, and strengthen the long-term competitiveness of the Kewadin brand. When Kewadin moves forward, we move forward as a tribe. Success for our gaming enterprises allows the tribe to bring more benefits to its members.
INNOVATION: For us, gaming and hospitality go hand in hand. We want guests visiting any of our five Kewadin Casino properties to know how appreciated they are for choosing to spend their time in our facilities. This includes making sure they have top-of-the-line accommodations, great dining and entertainment options, and plenty of gaming options, from live table games to slots to sportsbooks.
Whether a new or returning face at one of our properties, guests can expect to see renovated hotel rooms and casino spaces, upgraded gaming floors with the latest games and additional bonuses, increased entertainment opportunities, and new food offerings. We want our guests to not just feel valued while visiting a Kewadin Casino property; we want them to feel at home. Whether experiencing a Kewadin property for the first time or returning as a regular, our guests’ time is invaluable to us.
Kewadin has had a presence in our communities for decades, and we’re excited for guests to see some of our biggest upgrades yet, such as a family-friendly waterpark at our Sault Ste. Marie property. The only waterpark of its kind in the Eastern Upper Peninsula, it will feature both adult and children’s areas. In addition to the waterpark, there will also be an upgraded sports bar at the Sault property and newly developed and revamped RV parks at our other locations.
LEADERSHIP DEVELOPMENT: At the Sault Tribe, we believe the key to long-term stability and growth is empowering our leadership and staff to perform at the best of their abilities. Our team at Kewadin is second to none. They combine experience and vision and manage to turn their dreams into reality. We work hard to ensure they have the resources they need to continue to enhance our Kewadin Casino properties.
Our Kewadin CEO Allen Kerridge and his staff have worked diligently to help our gaming enterprises survive the pandemic while keeping an eye on the future. They prioritize hospitality and innovation while ushering in the next era of gaming at Kewadin, leading renovations that have brought upgrades and enhancements to our five Kewadin properties in Sault Ste. Marie, St. Ignace, Manistique, Christmas, and Hessel. It’s our job as a tribal government to listen to our leadership and assist in any way we can for the betterment of our citizens and guests.
Buddy Rocha Jr., Chairman
Yavapai-Apache Nation
Cliff Castle Casino Hotel – Camp Verde, AZ
cliffcastlecasinohotel.com / yavapai-apache.org
PRIORITIES: The Yavapai-Apache Nation is focused on strengthening sovereignty and building greater self-sufficiency for our people. Our priorities include expanding economic opportunities, addressing housing and infrastructure needs, securing our long-term water future, strengthening healthcare and other essential services, and continuing to invest in our youth, culture, and future generations.
Our gaming and hospitality enterprises play an important role in supporting that work. They provide employment, generate revenue for the Nation, and contribute to the broader Verde Valley economy. As we look toward the future, our goal is to continue diversifying our economy so that gaming remains a strong foundation while we develop additional opportunities in tourism, commercial development, agriculture, and other areas. Ultimately, economic development is about creating the resources and capacity for the Nation to increasingly provide for our own people and determine our own future.
INNOVATION: Innovation means continuing to evaluate how our enterprises can evolve with changing guest expectations, technology, and the regional economy. For the Yavapai-Apache Nation, that includes looking beyond gaming alone and considering the complete experience we provide through hospitality, entertainment, tourism, and our location in the Verde Valley.
We want our enterprises to remain competitive while also creating opportunities that complement the Nation’s broader economic development goals. That requires being willing to modernize, improve the guest experience, and identify new ways to attract visitors to the region. It also means making thoughtful investments that provide long-term value rather than simply following trends. As the Nation grows its land base and explores new development opportunities, innovation will remain important to ensuring our enterprises continue to generate opportunity for our people and contribute to the economic strength of the region.
LEADERSHIP DEVELOPMENT: Long-term stability requires developing leadership at every level of the Nation. We are focused on creating opportunities for our people – particularly our youth – to build the knowledge, skills, and experience needed to become future leaders within tribal government, our enterprises, and the community.
Leadership development also means strengthening the organization we have today. We continue to invest in our workforce, build internal capacity, and create opportunities for employees to take on greater responsibilities. At the same time, we recognize that leadership within a tribal nation is about more than professional development. Our future leaders need a strong connection to our culture, community, and responsibility to future generations. By investing in both people and institutions, we are working to ensure that the progress being made today can continue well into the future.
Rincon Band of Luiseño Indians
Steve Stallings, Chairman
Harrah’s Resort Southern California – Funner, CA
harrahssocal.com / rincon-nsn.gov
PRIORITIES: Rincon’s primary goals are to: 1) protect the exclusivity that California tribes have fought so hard for; 2) strengthen our tribal governance foundations to ensure long-term stability; and 3) build multiple sources of income that maximize tribal member benefits and support a strong tribal government. Proceeds from our gaming enterprise support our top priorities, but just as importantly, they support cultural programs, tribal member health services, education, and youth development.
INNOVATION: The Rincon Tribe is part of a very competitive Southern California gaming market, which requires innovation. As a result, Rincon chose to compete with a brand strategy and developed what is now a 30-year relationship with Caesars Entertainment. The Harrah’s Rincon resort is one of 52 properties in the Caesars network, and Rincon is often rated in the top three out of 52 properties for customer satisfaction. Constant innovation is how we stay competitive, building on that customer experience with new amenities that enhance the overall guest experience. Innovative investments include the use of smart devices, a micro energy grid with solar and battery backup, and energy-saving devices.
LEADERSHIP DEVELOPMENT: At Rincon, we use the appointment process for tribal boards, commissions, and committees as a training ground for developing future tribal leadership. This provides real-life experience in tribal affairs and local and national issues. Along with that, we conduct our own personal development programs and support the cost of external training resources.
