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About Smoke signals. (Grand Ronde, Or.) 19??-current | View Entire Issue (Aug. 15, 1997)
10 August 15, 1997 SMOKE SIGNALS mmm Jesse Knight loves new challenges Two years ago Jesse Knight had a good job, making good money. He was happy with his life, and never thought it could get better. Then he heard about the Tribe's plans to build a casino. He called the Human Resource office after the Job Fair in July of 1995, and was en couraged to apply. He went to the Dealer's School and has been working at the Casino ever since. "I think I enjoy my job because I like the customers. dealing cards, and I try to have a good time," he said. Jesse has been a blackjack dealer for the better part of two years, and has most recently tried dealing craps. "I've been ready to learn and try new things for a while now," he said. "I'm very happy with the changes that are going on and the new games. I just want to learn all I can." Jesse sees the new job opportunities at the Casino to be a challenge and wants to rise up to each one. He said, "I can remember my first day dealing blackjack. I was really nervous. I'll never forget dealing at my first table." One thing about being a dealer is that you get to converse with Casino guests. Jesse realized there are many inexperienced players who are just as nervous as he was his first day. And he helps them with ques tions they might have. Then there are those guests who know him and the game well. "There are some customers who think I'm good luck for them, and they keep coming to my table. That's always nice," said Jesse. Besides having fun at his job, Jesse said he really appreciates all the Casino's employee benefits like personal time off, 401k, and trainings to learn the new games. But most of all, Jesse likes the people. So next time you're at Spirit Mountain Casino, stop by the craps table and visit with Jesse. You can give the dice a toss while you're there! A winning hand for all Mtf. i 5 I like Indian gaming faces many unique challenges, aris ing from both internal and external factors. We are all too aware of the current external criticism facing Indian gaming. Uninformed individuals fail to fully comprehend that Indian gaming provides many new opportunities to tribal members including increased funding for educational and social programs. Internal challengers also abound. Opening a new casino is no small task. Obtaining the initial financ ing and gaming devices, constructing a facility and hiring employees are only a few of the concerns, all the while trying to comply with the many laws and regulations in place. Amidst the hustle and bustle, a few details are bound to be overlooked. Unfortu nately, it is usually not until opening day that these surface and the real challenge begins. The gaming industry is a cash industry with cash passing through numerous hands on an hourly basis. How do you keep these hands clean? If properly implemented, the one tool to assist in alleviating prob lems associated with casinos is an effective internal control system. This tool can save the casino mil lions of dollars annually. Without a strong system of internal controls, it becomes very difficult to regu late and monitor the casino, subjecting the tribe to inherent losses with money literally walking out the front door. Internal controls provide an important framework for casino operations. Would you ever build a house without a blueprint? Of course not. The objective of establishing an internal control system is to pro tect tribal assets, as well as the integrity of the tribe. Internal controls should be written and established in enough detail to provide the casino a well estab lished framework. Effective internal controls pro vide a tool to manage the casino by establishing a basis and train, monitor, evaluate and hold account able the casino's management and employees. A documented system that merely address minimal in ternal standards often leads to inconsistencies and confusion, hence, more problems and exposure for the casino. The ability to run a successful casino often involves an extensive learning curve and should be viewed as an ongoing process. The process begins with tribal leadership taking the responsibility for setting expec tations for its casino and the standards to which they will hold management and its employees. In addi tion to this critical step, tribal leadership needs to clearly communicate to management and employees the importance of the casino's control environment. This is best accomplishment through consistent ver bal messages, tribal ordinances, and demonstrating leadership commitment through its actions. Opposi tion to Indian gaming will no doubt continue. How ever, a secure future rests in the ability of tribal gam ing operations to demonstrate they are capable of self regulation. Reprinted from Indian Gaming, June 1997. A note from the Director of the Gaming Commission By Joe Smith Spirit Mountain Casino has not been immune from the issues discussed in this article. However, tribal officials have mitigated many of the prob lems of a start-up gaming operation by bringing in experienced gaming operators and regulators to safeguard the interest of the shareholders (tribal members). Unlike many Native American gaming ventures that have struggled to develop regulatory controls after operations began, this casino had a full set of gaming regulations in place the day the doors opened. Fortunately, by hiring well seasoned professionals, Spirit Mountain's management was well aware of the need for strict accountability to internal controls and have formulated extensive training programs which are routinely repeated to safeguard against complacency. Another aspect of this casino's operation has been management's awareness that they have a vested interest in the Gaming Commission's performance of its licenc ing and monitoring functions. Management's intu itiveness has resulted in national recognition as be ing one of the few tribes in full compliance with National Indian Gaming Commission regulations. V t E ft -v"- ' ' - ij S' - o"f - .,.... . ' A 11 I 1 I" 1 I . .. . v '., " f i I f. 4 I -- . If i i 4 Vt' 4 ! . . y " i '! 4 " l-" - y 2 g , . $ -m If at- 9 - - T A." i s -r' st f :tzijW5iiisiuf,T$5 : :iiWiiWrrrii- it it ;: tirm Ww.
