Program Performance Portfolio – Leroy Wandahsega Jr.

1. Professional Profile and Administrative Foundation

The effective governance of a tribal community demands a strategic intersection of academic rigor and decades of frontline executive leadership. My administrative foundation includes a Master of Science in Administration (General Administration) from Central Michigan University. This credential provides the theoretical framework necessary to navigate the complexities of tribal or public programs. I combined high-level academic training with many years of hands-on tribal operations management. As a result, I have engineered a unique capacity for imagining large-scale community initiatives. I hope this ensures that the sovereign objectives of tribal members translate into tangible, long-term prosperity.

My professional standing is further validated by a robust educational background and specialized industry certifications. I hold a Master of Science in Administration (2023, Magma Cum Laude). I also hold a Bachelor of Science (2019, Cum Laude). Both degrees are from Central Michigan University. My education is supplemented by a Certificate in Accounting from Bay de Noc Community College. As a Certified Housing Manager, I possess a technical mastery of HUD Indian Housing Programs. These programs are specifically tailored for low-to-moderate-income participants. These credentials serve as the baseline for a career defined by high-stakes organizational stewardship.

The core competencies driving this portfolio include project administration, fiscal management, and policy enforcement. I honed these skills through years of service on Tribal Councils and as an Executive Director. These skills serve as the foundational architecture for sustainable community development. I enforced internal controls and planning. Through these efforts, I successfully moved complex infrastructure and housing projects from the grant-acquisition phase to concrete residential reality. This individual capability has proven essential in securing vital funding and fostering the intergovernmental partnerships required for tribal growth.

2. Strategic Grant Acquisition and Intergovernmental Relations

In tribal governance, the combination of funding streams is a critical requirement for maintaining long-term community solvency. Trusting federal, state, and regional agencies is a primary administrative responsibility. This includes the U.S. Department of Housing and Urban Development (HUD). Also included are the Administration for Children and Families (ACF/DHHS) and the Michigan State Housing Development Authority (MSHDA). These relationships constitute the financial stability necessary to expand infrastructure and provide essential services without draining internal tribal reserves.

The following table summarizes a proven track record of strategic grant acquisition and the management of internal tribal revenue:

Grant Acquisition Track Record

Funding Agency	Specific Award Amounts	Programmatic Focus
US Dept. of HUD Region V	$1,395,000	Indian Housing Programs; Sub-division development
US DHHS/ACF	$23,000 (Annual)	Child Care and Development Program
Hannahville Indian Community	$250,000 – $950,000 (Annual)	Internal Tribal Housing Development and Construction
MSHDA	Repayable Grant (10 unit project)	State-funded residential development
GLITC	$1,500	Radon testing and environmental safety protocols

My “Outstanding participation” in the 1993 Michigan Tribal Compact Negotiation stands as evidence of my ability to navigate intergovernmental dialogues. This negotiation was instrumental in establishing the regulatory and financial frameworks that support tribal government operations. These financial inputs and successes provided the necessary capital to achieve the significant residential outcomes detailed in the next section.

3. Housing Stock Expansion and Residential Infrastructure

Housing serves as the primary anchor of community stability. In tribal administration, growing the housing stock is essential. It measures the success of public and tribal projects. Expanding residential assets is a sovereign strategy. This ensures tribal members have access to safe, modern, and affordable living environments. It fosters social and economic continuity.

Between 1990 and 1998, I oversaw a nearly 90% increase in the community’s housing stock. The number of units grew from 45 to 85. This growth was meticulously orchestrated through a series of targeted development projects:

• Initial Modernization: Completed a 10-unit MSHDA project and launched the comprehensive Housing Program Development initiative.
• Strategic Subdivisions: Successfully executed a 10-unit HUD subdivision and managed the progression of the Ridge Road and Trailer Park projects.
• Specialized Housing: Developed dedicated Elders Housing units to support the community’s most vulnerable members.

I applied further administrative knowledge to the Maintenance and Repair programs. This change included a shift in contracting. I hired contractors with equipment-use incentives. I paid higher rates for the use of the contractor’s own tools to reduce tribal overhead and maintenance costs. Furthermore, I implemented a Rating and Ranking System. It served as a regulatory solution to the problem of resource allocation. This solution increased community trust in governance.

4. Community Infrastructure and Utility Modernization

Modern utilities—water, waste, and energy—are essential for supporting a growing population and ensuring public health. The transition from primitive systems to modern utility management marks community development. It provides the “readiness” required for future residential and economic expansion.

I spearheaded several major infrastructure milestones that modernized the community’s footprint:

• Energy Modernization: Negotiated a pivotal contract with DTE (MichCon). Executed the agreement to convert community heating from traditional wood-burning to natural gas. This represented a major administrative shift that improved efficiency. It also enhanced safety.
• Water Security: Managed the construction of the community’s first Water Tower, ensuring a reliable, pressurized water supply for all residents.
• Sanitation Systems: Oversaw the installation of wastewater lagoons. We strategically expanded the sewer system to accommodate increased residential density.
• Safety and Navigation: Engineered the implementation of essential safety features. This includes street lighting and the “Fire Number” housing identification system. These enhancements assist emergency services.

These projects represent a deliberate shift from localized, individual systems to a centralized, professional utility management structure. This modern infrastructure serves as the prerequisite for developing more complex public facilities and economic hubs.

5. Public Facility Development and Economic Catalyst Projects

Beyond residential needs, community-centered facilities for education, recreation, and commerce are necessary for the environment of tribal members.

The development of these non-residential assets included several landmark projects:

• Youth and Senior Services: Remodeled and operationalized the Teen Center and secured dedicated funding for the Elders Program.
• Economic Assets: Developed the Island Resort & Casino RV Park as a strategic tourism and recreational asset.

My role in Casino operations, serving as Board Chair and Executive Director, was central to the tribe’s economic health. I engineered a strategic labor optimization through the “three-game dealer” concept. I cross-trained personnel to maximize floor efficiency during critical Class III expansion phases. This approach also increased revenue.

They established rigorous “Internal Controls for Class III Gaming”. By formalizing management structures, they transformed the casino into a powerful economic engine. These operations generated the revenue necessary to fund the housing programs, public utilities, and community benefits detailed throughout this portfolio.

6. Fiscal Stewardship, Governance, and Regulatory Oversight

Tribal leadership carries a sovereign responsibility to maintain rigorous internal controls and open financial reporting. This ensures that tribal assets are protected. It also ensures that the community remains compliant with both internal policies and external federal/state regulations.

I have provided professional oversight through leadership roles in high-level governing bodies. This includes the Financing and Building Authority (FBA), where I serve as Chair. I also serve in the Tribal Council Finance Committee.

My practical oversight was directly informed by my advanced academic training. I specifically applied principles from MSA 602: Financial Analysis, Planning & Control. I also applied principles from MSA 603: Strategic Planning.

Key administrative actions included two major initiatives. First was the establishment of “Internal Controls for Class III Gaming”. Second was the formalization of “Deposit and Drop” procedures to ensure the absolute integrity of tribal revenue.

My arc reached a definitive conclusion with the successful dissolution of the Michigan Potawatomi Housing Authority (MPHA). I then transitioned to independent consulting through Potawatomi Life. This shift from institutional management to specialized mentorship shows a career-long commitment. It underscores dedication to effective public administration and the sovereign development of tribal communities.

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