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Entity Profile
| Property | Value |
|---|---|
| Type | 501(c)(3) nonprofit, founded 1987 |
| EIN | 36-3886772 |
| Domain(s) | indianag.org, mppta.indianag.org, akiptan.org (affiliated CDFI) |
| Jurisdiction | National — headquartered in Billings, MT; operates across all 12 BIA regions |
| Hosting | Wix (indianag.org), Google Workspace (email), Constant Contact (marketing), Mimecast (email security) |
| Google Workspace — [name]@indianag.org |
Budget Signals
IAC's revenue has grown 5x in a decade: $3.0M (2014) to $17.4M (2024). The acceleration from $4.7M (2021) to $17.4M (2024) was driven by Biden-era USDA investments in tribal agricultural infrastructure. 95.2% of FY2024 revenue comes from contributions and grants.
Key funding streams
| Program | Amount | Agency | Period | Status |
|---|---|---|---|---|
| National Intertribal Food Business Center | $42.5M | USDA-AMS | 2023-2028 | TERMINATED July 2025 |
| FSA Technical Assistance & Financial Support | $20.0M | USDA-FSA | 2023-2028 | Active |
| Community Conservation Partnerships | $10.0M | USDA-NRCS | 2024-2029 | Active |
| Section 2501 Outreach | $10.0M | USDA | 2022-2027 | Active |
| Meat & Poultry Processing TA | $7.2M | USDA-AMS | 2022-2026 | Active |
| ITAN Maintenance | $1.6-2.05M/yr | USDA-OTR | Annual | Active |
Private philanthropy: MacArthur Foundation ($500K, 2021), W.K. Kellogg Foundation ($1M planning grant, Racial Equity 2030 finalist).
Technology Gaps
Web infrastructure is basic and outsourced
- Wix hosting = no dedicated IT staff, limited customization, no backend access
- DMARC p=none = domain spoofable in phishing (email authentication configured but not enforced)
- Only 2 subdomains across 7 years = minimal technical surface
- No development/staging environments visible = no software development capability
Data infrastructure is invisible
- No evidence of data analytics platforms, dashboards, or reporting tools
- 79,198 AI/AN producers and 59M+ acres cited in congressional testimony, but no public evidence of how these numbers are tracked, updated, or analyzed
- ITAN operates in all 12 BIA regions but no visible data system for tracking regional outcomes
- $26M in Business Builder subawards distributed — outcome measurement unclear from public record
Decision Makers
| Name | Role | Background | Engagement Notes |
|---|---|---|---|
| Kari Jo Lawrence | CEO | Red Lake Band of Chippewa. 20 yrs at NRCS before IAC. Co-chair, Native Farm Bill Coalition. | Primary decision maker. Congressional witness. Compensation: $242K. |
| Harlan Beaulieu | Board President | Red Lake Band. Board since 1990, president since 2000. Also Akiptan board. | Long-tenured governance leader. Institutional memory. |
| Abi Fain | Chief Legal & Policy Officer | Former Pipestem Law, Rosette LLP. | Legal and legislative strategy. Farm Bill testimony. |
| Kelsey Scott | Chief Strategy Officer | Also affiliated with Akiptan. | Strategy and partnerships. Podcast appearances. |
| Wayne Ducheneaux | Chief Advancement Officer | Compensation: $166K per 990. | Fundraising and development. Note: Ducheneaux surname. |
Pain Points
1. NIFBC termination ($42.5M): The single largest program was terminated July 2025. IAC must demonstrate program impact from the $26M already distributed to defend against further cuts and justify program resurrection in future Farm Bill.
2. Farm Bill stalled: The 2026 draft has 63 tribal provisions but Tribal Business News reports it falls short on self-determination. IAC has invested heavily in this legislative cycle with no result yet.
3. Funding concentration: 95% USDA dependence is visible to everyone. Post-NIFBC termination, the organization needs to diversify or demonstrate such clear USDA ROI that funding is defensible.
4. Data-rich, tech-poor: IAC touches every BIA region, manages producer relationships across 574+ Tribes, and has distributed $26M in subawards — but there is no visible data infrastructure to measure outcomes, track impact, or generate defensible evidence.
5. Scaling without IT: Currently hiring Chief People Officer (growth signal), but no evidence of CTO, CIO, or any technology leadership role.
Competitive Landscape
| Entity | Relationship | Notes |
|---|---|---|
| Indigenous Food and Agriculture Initiative (IFAI), U of Arkansas | Research partner | Official research arm of Native Farm Bill Coalition |
| Shakopee Mdewakanton Sioux Community | Coalition co-leader | Co-leads Native Farm Bill Coalition |
| National Congress of American Indians (NCAI) | Coalition partner | Native Farm Bill Coalition member |
| Indian Land Tenure Foundation | Programmatic partner | NIFBC and other collaborations |
| Native American Agriculture Fund (NAAF) | Philanthropic partner | Born from Keepseagle cy pres |
| Field to Market | Sustainability alliance | $70M USDA partnership includes IAC |
| Environmental Defense Fund | Research partner | Regenerative ag research |
Assessment: IAC has minimal direct competitors in the tribal agriculture intermediary space. They are the dominant organization — no other entity has the same combination of USDA cooperative agreements, 574+ Tribe membership, 12-region presence, and 39-year institutional history. The competitive question is not "who competes with IAC" but "who helps IAC do its work better."
Timing Opportunities
1. Post-NIFBC termination (NOW): IAC needs to demonstrate the impact of $26M in Business Builder subawards to defend the program's legacy and build the case for reinstatement. This is a data services opportunity: help them build the evidence base.
2. Farm Bill cycle (2026): The 2026 draft is being analyzed. IAC needs data to support 63 tribal provisions. Congressional testimony cites specific numbers (79,198 producers, 59M+ acres, $3.5B) — these need to be current, defensible, and granular.
3. Annual Conference (December 2026): The annual membership meeting where priorities are set. USDA leadership attends. This is the venue for demonstrating data capabilities.
4. Chief People Officer hire (current): Organizational scaling signal. If they're growing the team, they'll need systems to support that growth.
5. Akiptan growth: The IAC-spawned CDFI has its own data needs — loan tracking, impact measurement, portfolio analytics. Adjacent entry point.
Recommended Approach
IAC is the most important organization in tribal agriculture — 574+ Tribes, $115M in federal funding, 12 BIA regions, 39 years of institutional legitimacy — and they're running on Wix with no visible data infrastructure. The NIFBC termination ($42.5M) creates an acute need: they must demonstrate program impact from $26M in distributed subawards to defend against further cuts and build the case for reinstatement. This is a data problem, and it's urgent.
The pitch: Oahe can help IAC build the evidence infrastructure that turns programmatic activity into defensible impact data — the kind of data that protects funding in hostile political environments and strengthens Farm Bill testimony with granular, current numbers.
Entry point: The NIFBC impact measurement need is the sharpest entry. Secondary: ITAN regional outcome tracking across 12 BIA regions. Tertiary: Akiptan CDFI portfolio analytics.