Smoke Signals August 1993 Page 9
Candidates, Continued
Mark Merrier
a Tribal Council that will continue to enhance the Endowment
Funds for health, education, and housing."
Mark stresses that the Tribe is very young, and that
all of this will take time.
"Tribal Council has a broad spectrum of
responsibility, and when faced with a decision, we must ask
ourselves how it is going to affect the Tribe as a whole," he
explained.
Mark says that being on Council has taught him the
value of long-term planning, and has dreams for the Tribe
well into the next century.
"I would like the Tribe to be totally self-sufficient.
There is a national concern of the deficit, and there is no
guarantee out BIA and IHS funs will always be available. I
have been serving on Council since 1984, and during that
time I have witnessed a lot of change in this area. I have
worked with a lot of different -people and agencies. I would
like to continue to be part of this team."
Margaret Provost
"Part of my personal interest in the Tribe lies in self
sufficiency and economicdevelopment," said Council member
Margaret Provost. "Andpartof itlies in cultural revitalizatioa
I would like to encourage Native American social practices
like traditional burial ways, child-rearing, respect for all
living things, and a return to spiritual ways and beliefs
among our people."
Margaret is a very traditional, culturally literate
woman who feels strongly about Tribal Council and its role
of service to the people.
She explained, "I fully realize that one single
individual doesn't do the accomplishment, but is part of the
collective team of Tribal Council."
An advocate of community and family values, it is
important to Margaret that the general membership is aware
and understands what is happening within the infastructure
of the Tribe.
"If I could change anything about the way the Tribe
operates, it would be to refine communication networks so
that members are kept abreast of all the developments or
changes the Tribe is undertaking. On Council, we strive to
deal with every issue in a timely manner, so no one falls
between the cracks."
Margaret believes in the old adage, 'Don't put all
your eggs in one basket'. Economically, she would like the
Tribe to invest in many different areas.
"I see the benefits of diversification, and will
continue to strive for investing Tribal dollars in many
different solid ventures," she said.
Margaret is not unlike many other tribal elders who
have been witness to the Tribe's growth and development.
She has many hopes for the future.
She said, "I would like to see all health needs being
met, a stable economic base where each member who desires
an education can attend college, greatly declined substance
abuse, and a reservation where elders can live out their lives
with dignity together, if they choose."
Of Council's main responsibility, Margaret said,
"The people of this Tribe have a vision; Council should have
the courage and wisdom to fulfill it."
MATTHEW KIRKLAND
Hi if, ' ,: "' I
S-it'-. tm:..J
Matthew Kirkland
"About three years ago," began Matthew Kirkland,
a candidate who lives in Salem, "I was at a General Meeting
where I saw a Council member behave very disrespectfully
to a tribal elder. That is what began my interest in serving
on Council. I thought, That's not right'. I also think the Tribe
as an organization should be encouraging the people who are
in school, or are trying to better themselves. Tribal members
need positive reinforcement from the Tribe as a whole."
Matthew has made a habit of getting to know the
people who work for the Tribe and members who live in the
community. He is interested in learning what their needs are,
and what they want from the Tribe.
"I think a lot of people are looking for some type of
change," he said. "The Tribe is growing and there are more
employees, more managers. I think Tribal Council needs to
set the tone for those people, and really understand what's
happening on a staff level. "
A senior at Western Oregon State College, Matthew's
major is Public Policy and Administration, with an emphasis
on Human Resource Management. He also worked six years
in U.S. Army personnel, volunteered in the Oregon State
Legislature for Representative Reijken, and participated in
a college work study program for Oregon State Employment
Division and the Federal Highway Administration.
."I would like to see the Personnel Department
transformed into a Human Resources Department," he said.
"This would move it up to a parallel level with other
departments in the Tribe. I would like to emphasize the
importance of human resources, because the people really
are the Tribe. If our people are healthy, the whole Tribe will
be healthy."
Matthew also feels the Education Program is very
important to the tribal membership.
"During my education, I watched the federal
government cut back on funding for education, the State
government cut back on funding for education, while at the
same time, my tuition went up. Now there's a cap on the tribal
funds. I think the Tribe should be in a position to pick up the
slack for these students," he said.
Because of the immense economic opportunity it
could provide, Matthew is in favor of the Gaming Facility,
although he feels managing such a huge operation is a big
responsibility unlike anything the Tribe has done.
Matthew is like most other tribal members; he
wants change. He's approaching this desire by running for
Tribal Council, and feels the difference he could make would
result in a more educated, healthy membership.
"Getting people back home and healthy, that's the
main thing."
The Business of
Job Hunting
By Kit Devine
Many times in the job-hunting community you will
hear terms like "luck and timing" or it's not what you know,
it's who you know". People who think this way and are looking
for jobs, however, are discounting important skills and tools
they can use to increase their "odds" at landing a job they want.
Job hunting can and should be approached like a business
a marketing business. You are marketing you: your skills,
your work, and your life experiences-your attributes,
everything that will make you an asset for the right employer.
Like every good salesperson knows, there are tools you could
use to give you an edge in thi competative market.
A good resume and sharp interviewing skills are
two important tools to have.
Your resume is the first step in getting a job and is
the advertisement for your skills. It tells the employer about
you how you think, communicate, and plan. Don't bother to
list personal data that is unimportant to the job, such as age,
height, marital status or religion. The resume should be eye
catching and brief, only highlighting your best qualities, and
should interest the employer enough to want to find out more.
Here are some hints to get you started:
Write down what you want an employer to know about you.
Choose only what is important.
List them in order of importance.
Organize it so it makes sense.
Stick to the facts.
Use plain English with correct spelling.
Leave space for employers to make notes.
Once you have been called on a job interview,
employers can satisfy their questions about your personality.
They will decide if you will fit well with the company. Some
absolute "Do's" about interviewing:
Be on time or five minutes early. No excuse is okay for being
late. I lave reliable transportation, and know how to get there.
Dress neatly and appropriately for the job. Good grooming
is essential. It tells your employer how you feel about yourself
and how much you care about getting the job.
Interview at the convenience of the employer.
Be honest and open-BE YOURSELF. Presenting an untrue
picture will create a job mismatch. Chances are neither you
nor your employer will be happy with you there, and you may
have to leave. This can be a tough one to explain on the next
job interview.
Dont get discouraged. There may be up to one
hundred applicants looking for the same job you are, and the
employer can only choose one. Don't take a turn-down
personally it's a chance to find the perfect job for you.
Material extracted from The Resume, Advertise Yourself
booklet published by the Oregon Employment Division.
'y