Hilaria Supa Huamán – Lakota Education

Biographical Timeline | Leadership Qualities | Lakota Education | References

Background

Children Dancing in the street
Lakota children dancing in the street

Most Americans agree that obtaining a post-secondary education is essential to a brighter future. However, the Eurocentric education system of the United States has failed Native students and is not suited for their success. An important factor behind Native students not excelling in the education system is the terror and shame inflicted on Indigenous peoples, because the schooling for Native children is used as a weapon to further coerce assimilation. 

One tribe in particular, the Lakota, on the Sioux reservations of the Oglala and Pine Ridge, the effects of colonization and intergenerational trauma are still prevalent today. Contributing to the high rates of incarceration, suicide and use of drugs and alcohol. Sadly, the life expectancy of Lakota men is only 48 years old. Though most of these issues are in response to the Relocation Acts the US government forced upon previous generations, where Natives were encouraged to leave their reservations and create lives in bigger cities. However, the Relocation Act possessed an unrealistic optimism and didn’t address issues like racial discrimination or segregation. This act destroyed and disrupted Native Culture, eventually leaving Natives homeless and struggling. The Relocation Act of 1956 is a major contributor to the high number of Native Americans living off the reservations.

Showing the entrance of the reservation
Signage marks the entrance of the Pine Ridge Indian Reservation south of Scenic, South Dakota. (Photo by Kristina Barker)

On average, according to the Bureau of Indian Education, 90 percent of Native students attend public schools off the reservation. In these public schools, white students are twice as likely to succeed than Native students. When students lack the basic resources offered to every other community, it hinders the progress that they are able to make. When it comes to graduation, only 70 percent of the students graduate. A large number of Native students are left feeling invisible and their dream of going to college is not in the near future. Action is needed for the Lakota, because half of their population is under the age of 25 and the overall mental health of the students is declining.

Resilience

Despite these statistics, there are Lakota students who show their resilience by continuing their education. Some have been accepted into prestigious colleges like Yale University, for example. Along with the increasing numbers of teens attending college, a school called “Red Cloud Indian School” offers students an alternative option for school, focusing on the Lakota culture, teachings, and language. At Red Cloud High school, the students are required to take 4 years of Lakota language. Also, the National Indian Education Association has been able to create a plan with state education to consult with tribes on the needs of tribal students. Aside from the state education, within the public schooling, schools have been implementing and evaluating Native language immersion. NIEA has also offered schools for additional funding for drop-out prevention, and mental health services. The Lakota community approves of the immersion of culture into the schools because it offers economic and social contributions.

Lakota Language Student
Lakota student learning Siouan.

Hilaria’s Position

Hilaria Supa Huamán, a Quechua Peruvian activist and politician, is recognized for her part in the fight for the rights of Indigenous peoples. Being an Indigenous person, practicing her traditional ways and speaking her Native language of Quechua, she understands the importance of one’s culture. One of Hilaria’s core issues is the fight for Indigenous and peasant education rights.

Education
Supa, as President of the Education Commission, visiting a school in Chincha Alta (Flickr/Congreso de la República del Perú)

Hilaria would agree that the United States school system is suited for white students to succeed, while the lack of resources for Native students keeps these communities in a vulnerable position. Vulnerability is enshrined in Cherokee Nation v. Georgia where Chief Justice John Marshall deemed Indians not as foreign nations, as previously stated in the Constitution’s Commerce Clause, but instead as “domestic dependent nations.” This kept the tribal nations dependent on the federal government. Forms of dependency are displayed in the education structure today, like the allocation of fewer funds to low socio-economic schools creating a need for more federal funding. It appears that the federal government’s intent was to create reliance by Natives, in a ward-guardian relationship, in order to maintain control over Indigenous peoples. 

It appears that Hilaria would lobby for more federal funding for public schooling in the lower socio-economic Indigenous communities in order to create a more equal learning experience. For the Lakota in particular, Hilaria would emphasize the importance of integrating the traditional Lakota culture for the students and allocate funds for culturally relevant activities like after school programs but also culture programs during regular school hours. When it comes to the organization of the social structure in schools, I feel that she would assist the schools in creating models of education for the students which were not based off of the colonial mindset but rather change the focus toward a more matriarchal societal structure. She might begin an outreach program for Native girls, much like her organization FEMCA, to inform the girls about their heritage, to encourage them to learn and practice their ceremonies, and to help them understand that they are the bearers of culture. As President of the Education Commission, she worked tirelessly for the education rights of the Quechua, and she would most likely do the same for the Lakota.

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Whina Cooper – Leadership Qualities

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Diplomatic 

Whina Cooper exemplifies diplomacy because she was an active leader in Maori politics and also a community leader for established groups in New Zealand. Her work can be seen throughout the timeline of her life. In the 1930’s Cooper was considered a community leader in the Northern Hokianga region because of her involvement in community activities and her community church. From 1946 to 1952, Whina was secretary and trustee of the Panguru Tribal Executive Committee. She defied gender norms by being elected the first woman elected president of the Rugby Union Branch in April 1947. One of the biggest diplomatic positions Whina held in her life was being elected foundation president of the Maori Women’s Welfare League in Wellington. Through that position, Whina’s first initiative involved to survey the living conditions of Maori Housing in Auckland which showed the harsh living conditions of the Maori people. The dwellings appeared to be crowded and unsanitary. The main reason we chose Whina as diplomatic was because she used her title as President of the Maori Women’s Welfare League to help her Native Maori peoples out. She used her power to benefit her people’s well-being.

Educated 

From the age of 7, Cooper received an education that most do not have the opportunity to receive. She attended the Whakarapa Native School and then with the financial help of a Native minster, she went to St Joseph’s Maori Girls’ College for a secondary education. Upon completing her education, her father requested she marry a widowed man but she declined the offer. Instead, she chose to work in a store. Two years later she was appointed a trainee teacher at the Pawarenga Native school. Educated can be seen as a leadership trait because he value Cooper had in education and following her own goals represents the idea that she knew she did not need to get married. We chose this trait because her education also allowed her to be able to create a voice for herself and stay connected to her church. This would later help her become an active community leader in her church and her education allowed her to become an activist with the knowledge she gained and immersed herself in.

Determined

We chose to describe Whina as determined beacuse despite her old age, Whina agreed to lead a coalition of groups formed Te Ropu o te Matakite  in a march to combat further alienation of Maori Land.  More than 5,000 marchers arrived at the New Zealand parliament where Whina presented a petition signed by 60,000 people. Her activism shined through her frail body and her determination for her peoples land rights was witnessed by many that day. And to this day, the one who stood out the most at the 1975 March was the older Whina.

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Winona LaDuke (Ojibwe) – Leadership Qualities

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Winona LaDuke’s success in movement-building can be attributed to her personal mix of leadership qualities. The most critical of these qualities are her vision and ability to innovate, her patience, and community-oriented philosophy. These traits have been specifically highlighted because they are the pillars on which LaDuke’s work has been built.

Vision 

Winona LaDuke is a visionary, taking innovative approaches in her activism. Her career in raising awareness for indigenous issues began in earnest in 1985, and since then she has shown a remarkable ability to adapt and take advantage of changes in society and technology to further her cause. She has made abundant use of media, and her outreach has evolved over time , now spanning an impressive list. She has written several books (including a novel), essays, and articles, as well as appeared on television in documentaries. More recently, she has extended her campaign to the internet, keeping pace as it quickly became popular. In short, she has entered nearly every single form of media in existence. Her highly creative approach to media has led to recognition on several levels.

LaDuke has also been highly innovative as an environmentalist, with her work on renewable energy systems and issues such as climate change. She has used the broader scope of general environmental problems to draw attention to issues of environmental injustice regarding Indigenous communities. LaDuke rarely approaches issues from the “traditional” standpoint; more often, she paves the way for a new type of solution, often larger in scale and proportion than is expected. Using her background in economics, she has advocated for new  energy economic systems based on wind and solar power. By doing so, she hopes to draw both economic and environmental benefit for Native America. On her website, she also supports a crowd-funding initiative for solar energy, claiming that this new, unconventional method could prove to be a more effective means of financing solar energy. This shows a clear trend in LaDuke’s activism of being quick to embrace new and innovative methods to solve old problems. Rather than simply following in the footsteps of other native leaders before her, LaDuke clearly saw a vision of her own and pursued it, resulting in explosive success.

LaDuke with a solar panel as part of her clean energy initiative

Patience

Patience is one of Winona LaDuke’s most powerful qualities, and it is one of the driving forces behind her success. She exhibited patience from the beginning of her career as an activist, but also in her personal life. When she first moved to the White Earth reservation, for example, she was not accepted by the Ojibwe nation that she felt she belonged to. Rather than explosively confront this rejection and start a movement from the get-go, however, she bided her time. LaDuke worked at White Earth as a school principal and slowly got involved in local issues. She used her education in economics to help the reservation’s community, and then slowly transitioned into activism. Though she had been involved in activist groups since her undergraduate education at Harvard University, she worked patiently over the years to gradually establish a movement among her people, starting small and growing larger until groups from all over the nation became involved. As a Native leader, she tackles issues that have spanned centuries and will likely carry on for years. Attempting to rush these kinds of change would likely end in failure. While LaDuke still pursues great change, she takes her time, serving a higher purpose in looking to posterity. 

From LaDuke’s Acceptance Speech for Green Party V.P. Nomination Jun 25, 2000

Concern for her community 

Winona LaDuke’s leadership philosophy is highly community-oriented. Instead of leading from the front, her movements are often based within the community. Her first major ventures into activism came from within the local Ojibwe reservation at White Earth. Rather than just attempt to drive change by challenging an adverse outside environment, she has also chosen to focus on strengthening communities, preparing them for these adverse conditions. For example, to a greater extent than other leaders, LaDuke engages with youth. LaDuke has said, “We make sure the kids are part of everything. In most of America, it seems you don’t matter if you’re not between 25 and 50.” With her focus on youth, LaDuke targets  She frequently sets up and attends events to simply meet and discuss issues with communities all over America.

In the beginning of her career, LaDuke first devoted her energy to changing her personal community from within. Early on, she faced resistance to the White Earth Land Recovery project. “I need to deal with them because it affects other people where I live,” she said, referring to the power structure in her community.

Winona LaDuke engaging with local youth in the community

Winona LaDuke’s first major work as an activist was helping found the Indigenous Women’s Network, a platform that focuses on ensuring Native women have sovereignty over themselves and their environments. It is telling that instead of immediately trying to challenge their white oppressors, LaDuke valued strengthening the Indigenous community as a whole by targeting this deep social issue.

 

Ely S. Parker – Leadership Qualities

Biographical Timeline | Leadership Qualities | Maori Land Ownership | References 

Adaptable

Parker, or Donehogawa, lived a life that straddled Indigenous and American culture. He grew up on the Tonawonda Indian Reservation. As an adult, he was appointed a sachem, or leader, of his tribe. He gained skills as an engineer through work opportunities. He made great efforts to assimilate in American society; he joined the army, owned an American estate and married a white American woman. These different life experiences made him beloved by whites and Native Americans alike. After the Civil War, he was often consulted for his opinions on negotiations with Indian nations. He worked to uphold the “public interest” of white Americans and the American Government while also treating Indian tribes with respect.

This double life was complicated for Parker. He was a perfect example of a man who had assimilated into white society, and led by example. He used his white lifestyle to encourage Indians to give up hunting and turn to farming. Secretary Cox, speaking to a group of Indians, said of Parker, “He…has power and white people obey him…we will be brethren to you in the same way if you follow his good example and learn our civilization.” Assimilation served him well, and Parker advocated it for others. His wide array of life experiences pushed him to become adaptable, and these experiences allowed him to make important decisions during his time as Commissioners of Indian Affairs.

Educated

Parker’s educational experiences also made him skilled in many areas. His time studying law allowed him to easily navigate the treaties he was tasked with managing, and his time as Grant’s secretary taught him how to handle paperwork and negotiations. All the skills he acquired in his early life became essential to his success later in his career. As Commissioner of Indian Affairs, he was able to manage 300,000 Indians and 370 previous treaties. He was an eloquent writer, and able to make clear administrative plans.

Before Parker was appointed to Commissioner, he suggested a clear four step plan for improving Indian relations. He wanted the Indian Bureau returned to the War Department to allow the military to defend Indian land and stop violence before it occurred. In addition, Indian land should have firmly defined borders, and the same type of government should be applied to all of Nations to allow for easier management. He also advocated for inspection boards comprised of white men and educated Indians to oversee financial matters, decrease fraud and encourage peace. His education made it easy to analyze situations, make rational decisions, and communicate his plans.

 

Plaster bust of Parker in his uniform and medal from Red Jacket. Courtesy of Rochester Museum.

 

Principled

Parker felt the weight of his appointment to Commissioner of Indian Affairs acutely. He knew that his work would affect not just himself but all American Indians, and if he failed it would reflect badly on the entire group. This motivated him to be even more careful in his management than he usually was.

In this position, he stayed fair and sought at all times to uphold both the rights of Native Americans and the laws of the United States. Because of legal precedent, he upheld the Supreme Court decision of Fellows vs Blacksmith, which ruled that treaties, once ratified, had to be obeyed whether the Indians had knowingly assented to them or not.

He spent much of his time working to be sure that the Indians would not be further cheated. He personally oversaw all claims that went through his office, land surveys, sales of land, and the creation of new reservations. To avoid corruption and bribery, he replaced the politically appointed agents with men from the army.

When Parker was accused of using the Bureau of Indian Affairs to line his pockets, he was devastated by the accusations. During his defense, he said that he may have made an error, but he would never have abused his position. Even though he was acquitted, the accusations rattled him so much that he resigned.