Message from the Principal Chief

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2 Message from the Principal Chief The Muscogee Nation Strategic Plan focuses on Advancing a Nation and was generated for the Citizens. The Strategic Plan Program served as an effective tool leading us through a process of selfanalysis, value clarification, envisioning a positive future, helping us define our mission, and goal setting. Although facilitated by the Executive Branch, members from the Legislative Branch, and a staff representative from the Judicial Branch, participated in the Strategic Planning Conference, however more importantly, members from the Communities participated helping us turn our vision and mission to the people. The basic objective of the Strategic Plan Program is goal setting, providing us with a direction, a standard to measure progress, and the motivation to accomplish the journey. I want to thank all of the people who participated in the planning conferences and the staff who work diligently on researching and writing the plan. Finally, we dedicate this plan to the Muscogee People, past, present, and future. George Tiger Principal Chief Muscogee Nation 2012 We are on the cusp of being a great nation, but that future will only be realized through unity, endurance, and ultimately change. Principal Chief George Tiger Muscogee Nation 01 Strategic Plan

3 Acknowledgements Undeniably, many professionals have played significant roles in the design and development of this strategic plan for the Muscogee Nation. It is with great pleasure that we recognize these people and extend to them our gratitude for their insight, expertise, and encouragement. First of all, we want to say thank you for the facilitators and recorders who help work the strategic planning conference. These individuals are Cherrah Ridge, Christina Goodvoice, Dr. James King, Judy Haumpy, Sandra Peters, Courtney Josie, Rhonda Beaver, Molly Moore, Justin Giles, Grace Bunner, J.D. Colbert, Carmin Tecumseh- Williams and Cindy Tiger. Several other individuals supported the project by providing clerical and technical support. These individuals consisted of Sonya Rock, Belinda Hicks, Lula Tansey, Colby Checotah, Julie Moss, Lizanne Holata, Tyler Roberds and Jennifer Taryole. In addition, several people presented presentations at the strategic planning conference, including Dr. Wayne Johnson, Dr. Bo Colbert, and Edward Mouss. Also, Dr. Bob Klabenes served as a guest lecturer and observer during the conference. We also want to recognize and say thank you to Robert Bobby Hardridge for contributing to the front cover design. Finally, we would like to thank members of the National Council, Employees of the Muscogee Nation, Community Members, and Church Members who participated in the work sessions and provided valuable input into the strategic planning process. Community Members who participated included, Joyce Deere, Buddy York, Salina Jayne Dornan, Dan Kirby, Bill Fife, Edward Mouss, Gary Stillwell, Robert Trepp, Wilson Bear, Doug Scott, and Jo Fixico. Strategic Plan 02

4 Preface We have organized the Muscogee (Creek) Nation Strategic Plan into five sections. These sections may be used independently, or they may be used together to provide a comprehensive strategy for the tribe. Our community leaders, elders and ceremony grounds will serve as our mentors as we set new priorities for the tribe. Jerry Wilson In the first section the Planning Process describes the context under which the plan evolved. Each of the planning activities is described for future use and replication when the plan needs to be updated. An understanding of this process will lead to a better definition of tribal strategic planning. It is essential that we recognize the process and appreciate the contribution of many who helped to develop it. The next section provides an overview of the Muscogee Nation including a brief history, development of the government, current authority, structure, organization and services. In addition, a summary of the strengths and weaknesses that were identified by the strategic planning team is provided. The third section provides a summary of the environmental scan that was conducted to identify changing trends and patterns to give the Muscogee Nation the ability to think beyond the current experience and plan beyond the tenure of the current administration. This exercise took a look at the economic, social, political and technological trends and events important to the Muscogee Nation. In addition, this section included a review of the opportunities and threats facing the tribe. Our vision, mission and core values are presented in the fourth section, and conceptualizes our foresight and future direction. The vision is the foundation for the plan and establishes the basis for the tribe s mission. The last section presents the strategic goals and objectives. These goals will provide us direction, motivation, and a standard. This strategic plan brings forth clarity and offers a direction for the future. Jerry Wilson Strategic Planner Muscogee (Creek) 03 Strategic Plan

5 Table of Contents Message from the Principal Chief Acknowledgments Preface Introduction: The Planning Process 1.1 Need for a Strategic Plan How the Plan was Developed Muscogee Nation 2.1 Past and Present Location Difficulties in Indian Land Ownership Cultural Characteristics Cultural Sites Social Characteristics Historical Background Historical Overview of Muscogee Tribal Government Development of the Muscogee Government Current Authority, Structure, Organization and Services Summary of Internal Strengths and Weaknesses The External Environmental Scan Forces and Factors 3.1 The External Environment National Situation and Trends The Operating Environment Tribal Situation and Trends Summary of External Opportunities and Threats Vision, Mission and Core Values 4.1 Vision Mission Core Values Strategic Goals and Objectives 5.1 Commerce and Economic Development Land-Natural Resources-Cultural Preservation-Special Services Community and Human Services Health Care Education & Training Housing College of the Muscogee Nation Government, Administration, and Organizational Development 36 Appendix A. Members of the National Council B. Strategic Planning Steering Committee C. SWOT Analysis D. Organizational Chart E. Strategic Control Perf. Measures and Accountability Chart F. References Strategic Plan 04

6 Introduction: The Planning Process Need for a Strategic Plan There is a broad agreement among tribal leaders and experts that strategic planning is a critical component of good management and governance. Planning helps assure that an organization remains relevant and responsive to the needs of its community, and contributes to organizational of its stability and growth. It provides a basis for monitoring progress, and for assessing results and impact. It facilitates new program development. It enables an organization to look into the future in an orderly and systematic way. From a governance perspective, it enables the National Council to set policies and goals to guide the organization, and provides a clear focus to the Executive Branch and staff for program implementation and agency management. In most cases, funding agencies require annual or strategic plans; they provide a basis for setting priorities, organizing work, and assessing progress. Planning is no less important in a changing environment; it may well be more important. The Muscogee Nation intends to serve the citizens and the communities, to do that, the tribe needs to be very clear on community needs and then work to address them through similarly clear organizational missions, priorities, target groups, and objectives. If the external environment funding, the economy in general, federal government policy, etc. is changing or hostile, then our tribe must be that much more effective in defining needs and marshaling internal and external resources to meet them. The community s needs will change over time, but the most basic ones such as access to high quality educational services, job training, employment opportunities, safe and affordable housing, sufficient financial resources to meet basic needs, human services directed at various age groups and special needs populations, and a secure environment remain fairly constant. However, the challenge of meeting them can become greater with changes in the local or national environment, such as a poor economy or a hostile or unresponsive government and it is here, that strategic planning can be most helpful. Planning is designed to help an organization define its vision for the future and then determine systematically how it will get there, understanding obstacles and figuring out ways to overcome them. The benefits to an organization can be significant a clear focus, sense of joint purpose and agreed-upon priorities, consensus on strategies, and a basis for measuring progress and impact. How the Plan Was Developed Strategic planning is the process by which an organization envisions its future and develops the necessary procedures and operations to achieve that future. This vision of the future state of the organization provides both the direction in which the organization should move and the energy to begin that move. The envisioning process is very different from long-range planning - the simple extrapolation of statistical trends or forecasts - and it is more than attempting to anticipate the future and prepare accordingly. Envisioning 05 Strategic Plan

7 involves a belief that aspects of the future can be influenced and changed by what we do now. Strategic planning does more than plan for the future; it helps an organization to create its future. Strategic planning is; however, more than just an envisioning process. It requires the setting of clear goals and objectives and the attainment of those goals and objectives within specified periods of time in order to reach the planned future state. Thus, targets must be attainable. The goals and objectives developed within the strategic planning process should provide the organization with its core priorities and a set of guidelines for virtually all dayto-day managerial decisions. This definition of strategic planning focuses on the process of planning, not the plan that is produced. Although documents do emerge from the planning process, it is the process of self-examination, the confrontation of difficult choices, and the establishment of priorities that characterizes successful strategic planning. Strategic planning also is a repeating process; it is a never-ending task of management, especially top management. Once a strategic planning cycle is completed, the task of management is to ensure its implementation and then plan when to begin the next planning cycle, typically on an annual basis. The future, by definition, always faces us; thus, organizations always must be in the simultaneous processes of planning and implementing plans. Applied strategic planning produces future-driven decision-making tools and a process for sustaining that future focus. Humankind has not woven the web of Life. We are one thread within it. Whatever we do to the web, we do to ourselves, all things are bound together, all things connect. Chief Seattle 1854 Strategic planning was used by the Muscogee Nation to produce this document. The process was initiated after the Principal Chief demonstrated commitment to the planning process by approving the Strategic Planning Model submitted by the Office of the Administration. During the preplanning stages a strategic planning team was organized consisting of members of the senior leadership. The strategic planning team was charged with the responsibility of providing orientation and education to the planning process; developing data to assist in strategic decision making; identifying an external planning consultant to facilitate the planning sessions; and developing an action plan and schedule for conducting a series of work sessions involving tribal stakeholders (tribal citizens). Training sessions were sponsored to train facilitators for the work sessions. A strategic planning conference was conducted for tribal stakeholders on the campus of Northeastern State University in Broken Arrow, Oklahoma on June 28th and June 29th, This conference was designed to get input from conference participants by using brainstorming techniques and note cards to record the discussions. The data was summarized and shared by the group leaders and facilitators. Included in the Appendix is a list of the tribal stakeholders who were invited to participate in this planning conference. These individuals included employees, members of the national council, a representative from the judicial branch, and chartered community members. Strategic Plan 06

8 Strategic Planning Model Life is a series of habits occasionally disturbed by thoughts Man cannot discover new oceans, unless he has the courage to lose sight of the shore. Native American 07 Strategic Plan The Strategic Planning Model was developed as the pre-work for developing and implementing a strategic planning process for the Muscogee (Creek) Nation. An outcome was the production of a Tribal Strategic Plan that defines the overall character, mission, and direction of the Muscogee Nation over a two to eight year time frame. The Muscogee Nation has contracted programs under the provisions of Self-Governance and the implementation of a strategic planning process will be most useful in re-designing the service delivery system to remove barriers and improve the quality of services. 1. Strategic Thinking assesses the future effects of outside forces on the organization. A key component is gathering information and opinions from important constituencies to give planners a solid basis for decision-making. In this step, we identified major trends affecting the Muscogee Nation, developed a market map of related organizations which directly or indirectly serve the Nation. We surveyed leading edge staff persons and tribal citizens to assess critical issues for the tribe as well as attitudes about the Nation; and we assessed the internal strengths, weaknesses and external threats and opportunities. This information was utilized to set the framework for the next step. 2. Strategic Planning and Strategy Formulation creates the tribe s future based on strategic thinking. It includes developing a vision of the future and identifying what the tribe needs to do today to achieve the vision. In this step we generated the existing vision and mission statement of the tribe. The vision will describe the tribe s desired future and the mission will define what the tribe will need to do to achieve that future. During this step we identified the top five or top ten priorities of the tribe, then we generated goals, objectives and strategies detailing the steps that the tribe will take to fulfill its mission. More precisely, the goals specify direction, the objectives specify distance and time-frame, and the strategies specify the vehicles. The goals and strategies were listed in order of priority; this prioritization dictates resource allocation in the implementation steps. 3. Strategic Management and Implementation translates the strategic plan into detailed programs and budgets the work plan of the tribe and evaluates them to ensure that they meet the needs of the citizens. In this step, Senior Leaders and Management Staff develops and executes tactical plans which details goals and objectives that serve as a foundation and by-product of the strategic goals. The tactical plan should allocate organizational resources to the primary goals in the priority of order defined in the strategic plan. Sufficient resources should be allocated to achieve the stated objectives for that goal no more, no less. The balance of the organizational resources may then be applied to the next goal and so on until the resources have been exhausted. If there are insufficient remaining resources to achieve the specified objectives for the next goal, those resources should be re-allocated to accelerate the achievement of objectives for a higher goal or placed in reserves for future use. Put simple, if you can t do it right, don t do it! 4. Strategic Control, Evaluation and Feedback based on data and activity reports, determine how closely performances match the plan. This step calls for an on-going assessment of the strategic and tactical plans. Ideally, the plan should serve as the framework for all organizational meetings and be subjected to scrutiny. Do these goals still make sense? Are we achieving the objectives specified for each related goal? Are the related strategies pulling us in the right direction at the right speed to achieve those objectives? If the answer to any of these questions is no, then the strategic and/or tactical plan should be modified and resources re-allocated accordingly. Likewise, every new proposal should be placed against the standard implied by the strategic plan. Will it help us accomplish our goals,

9 fulfill our mission and reach our vision? If the answer is no or maybe, the proposal should be discarded or shelved until the answer is yes. If the answer is yes and the proposal represents a significant improvement over existing strategies or tactics, then the strategic and/or tactical plan should be modified and resources re-allocated accordingly. 5. The Strategic Management Cycle finally, strategic management is a process, not a product. The strategic plan represents a snapshot, which captures a moment in time. As such, its value decreases exponentially over time if it is not updated on a regular basis. The extent of those updates should be dictated not by a calendar year, but by a habit of strategic thinking, which identifies critical changes in the world of tribal government. Those changes should be followed by careful and appropriate revisions of the strategic and tactical plans. The net result of this process will be a far greater likelihood that the Muscogee Nation will accomplish its goals, fulfill its mission and create its vision of the future. Planning to Plan Enviromental Monitoring Values Scan Application Considerations Mission Formulation Strategic Business Modeling Performance Audit Gap Analysis Integration Action Plans Contingency Planning Implementation Strategic Plan 08

10 Muscogee Nation Past and Present Location The original homeland of the Muscogee People or the Muscogulgee was in Southeastern North America. Artifacts displaying cultural traits of the Muscogulgee have been recovered from the present day states of Georgia and Alabama, as well as parts of Tennessee, South Carolina and Florida. The main homeland of the Muscogee (Creek) Nation however was in Georgia and Alabama. Numerous wars and treaties forced the Muscogee (Creek) Indians to cede their traditional homelands. On May 28, 1830, President Andrew Jackson signed into law The Indian Removal Act. This act gave the President the power to negotiate removal treaties with eastern tribes. Less than two years later on March 24, 1832, the MCN ceded its homelands in the southeast to the United States for land in an area of the western half of the country commonly referred to as Indian Territory now Oklahoma (Treaty of 1833). In February of 1833 the MCN and the United States entered into another treaty whereby the MCN received in fee simple its new homelands in Indian Territory (Treaty of 1866). What followed is most often referred to as the Trail of Tears. While some tribal members chose to stay behind, others left peacefully while the rest were forcibly removed from to Indian Territory on the Trail of Tears. Many Muscogee (Creek) Indians perished along the trail during the long, arduous trip to Indian Territory. Once in Indian Territory; however, the Muscogee (Creek) people eventually began to prosper until the start of the Civil War. When the war ended the MCN was forced to give up the western portion of their lands as punishment for those tribal members who had fought for the Confederacy. The passage of The Curtis Act in 1898 gave the Dawes Commission more power and, a land office was opened in Muskogee. The allotment process began taking place soon after this in In 1907, the state of Oklahoma was created and Indian Territory became the eastern part of the state (Lewis & Jordan, 2002). A total of 2,993,920 acres was given out to 18,712 original Creek allottees. Much of this allotment land was sold or acquired from Muscogee (Creek) Indians by unscrupulous methods. Today the MCN jurisdictional boundaries cover all or parts of eleven counties within the state of Oklahoma. Creek, Okfuskee and Okmulgee counties are completely covered in their entirety, while most of McIntosh, Hughes, Tulsa, Muskogee, and Wagoner Counties are partially covered. Only a small portion of Rogers, Mayes and Seminole Counties are within the tribe s boundaries. The Muscogee (Creek) Nation is divided into eight districts from which National Council Representatives are elected. These eight districts are Creek, McIntosh, Muskogee, Okfuskee, Okmulgee, Tuskvpvtce (Hughes), Tulsa and Wagoner. Eight Indian Nations border the Muscogee (Creek) Nation. Four of these nations the Cherokee, Choctaw, Chickasaw and Seminole are known as the Five Civilized Tribes, or more simply as the Five Tribes. The other three nations are the Osage, Sac & Fox and the Pawnee. The Osage and Cherokee Nations border the Muscogee Nation boundary to the North. The Pawnee, Sac & Fox and the Seminole Nations border the Muscogee (Creek) Nation boundary on the west. The Cherokee Nation borders the Muscogee Nation on the east, the Choctaw and Chickasaw Nation border the Muscogee Nation to the south. 09 Strategic Plan

11 Difficulties in Indian Land Ownership Even after the many treaties ceding large tracts of land, and the forcible removal from the Southeast after the passage of The Indian Removal Act in 1830, white settlers still hungered for more land. This hunger grew as settlers continued pushing deeper west into the continent. While The Indian Removal Act sent the Five Tribes to Oklahoma, it was The Homestead Act passed in 1862, which, led to the eventual break up of collectively owned tribal lands. The Homestead Act paved the way for the passage of The Dawes General allotment Act in the first part of There were two reasons for passing The Dawes Act. The first reason was that it freed up land for white settlers by allotting either 80 or 160-acre tracts of land to eligible tribal members. Non-Indians could then purchase the surplus land for their own use. The second reason was the belief that giving individual ownership of land would help breakdown the communal lifestyle, and speed up assimilation of American Indians into the mainstream society. Much of this allotment land was quickly sold or swindled from American Indians by non-indians. As we move toward the future we will empower our employees, our citizens, and our communities. The Dawes Act proved to be devastating to American Indians. The act accomplished much of its original purpose. The loss of much of their new land base furthered the dissolution of the communal lifestyle. Non-Indian land and Indian land became interspersed with one another in what is most often referred to as a checkerboard pattern. Originally, allotted land was held in trust and for a period of time, the owner could purchase the land title in a procedure called fee simple. Landowners whose land was held in trust were not required to pay taxes on their land. The Burke Act of 1906 allowed for forced fee patents on land owned by Indians who were deemed competent to take care of their land. The ability to tax American Indian lands resulted in the loss of around 27,000,000 million acres of allotments due to tax foreclosures. Many Indians serving in the United States Military were unaware of the passage of this act and lost their land due to tax foreclosures. Those who still owned their lands continued to face a growing number of problems. Many of these problems have continued to persist to the present. The wording of The Dawes Act allowed for tracts of land to stay intact after the original owners passed away. Possession of the tract was split amongst the owner s heirs but the tract itself remained intact. In order for each individual to be able to use the land, all landowners must be able to agree on the lands use(s). Even when landowners sold their land, they often kept the mineral rights or a fraction of them. Mineral rights just like land ownership is passed down and fractionized to each heir. A non-indian may own a tract of land with an Indian(s) owning the mineral rights or a portion of them or vise-versa. After a land owner(s) passes away, probate laws dictate which heirs will receive land and/or mineral rights. Land can be held in trust by the tribe or its citizens who have a blood quantum of ½ or more. Restricted fee lands are those, in which the government has restrictions on, but a tribe or an individual Indian has a deed to the land. Individual Indians or tribes who own restricted lands are required to pay taxes on that land. Strategic Plan 10

12 Cultural Characteristics I am an Indian; and while I have learned much from civilization, for which I am grateful, I have never lost my Indian sense of right and justice. Charles Alexander Eastman (Ohiyesa) From the Deep Woods to Civilization Submitted by Dr. Wayne Johnson The Indian people in the Muscogee Nation strive to preserve their heritage and cultural values, as evidenced during the summer months with cultural activities such as stompdances, Green Corn celebrations, and stick ball games. Preservation of heritage and cultural values is a goal dependent on the younger generations and due to the large number of young people attending and participating in these activities this goal may become a reality. The cultural activities of stompdances, Green Corn celebrations, and stick ball games are held on sacred ceremonial grounds known as stompdance grounds. There are several stompdance grounds that are located in various areas of the Creek Nation. The majority of these grounds are located in the rural areas of the Creek Nation. The people who have strong beliefs in these activities continue to build their homes in the general vicinity of these grounds. Family ties are strong among the Indian people of the Creek Nation. There are a number of small Indian communities scattered throughout the rural areas of the Creek Nation and members of these communities are usually related. In these communities, sons and daughters have built their homes simply because they want to be near their mother and father. Some sons and daughters have also brought their families back to these communities to live in the same home with their parents. These people have a strong belief that this is where they belong and the possibility of their wanting to leave is remote. Young people often return to their community to provide assistance to the older members of the family. The older people feel that when young people live and work in the city, they tend to lose their heritage and cultural values. Some members of the tribe live in the rural areas because they do not have the required skills to find jobs in the city, remaining oriented to the agricultural way of life. The Indian people observe the Sabbath at churches located in various areas of the Creek Nation. There are forty-five Indian Baptist churches and twenty-five Methodist churches in the Creek Nation. Indian culture is evident at the churches, the songs are sung in the Creek language and many of the ministers present their sermons in the Creek language. Creek songbooks and the Bible written in the Creek language are used by many members of the churches. 11 Strategic Plan The young people of the Creek Nation have great respect for their elders; these young people were taught during childhood to respect their elders one such rule was never interrupt when adults were visiting or conversing with other people and to speak only when spoken to. Parents were very strict with children that disobeyed this common

13 courtesy. Today this practice is not widespread but in some areas this practice is still evident. In those families, that speak the Creek language fluently, the practice of teaching children not to interrupt elders in conversation is still evident. Many of the Indian people in the Creek Nation express their ideas and thoughts in their native language, which is the Creek language. Some of the elderly people in the Nation do not speak English so they use interpreters in their business dealings. Great concern among the older people is caused by the fact that many of the young people do not speak the Creek language fluently. At one time, there were forty-four tribal towns in the Creek Nation. These towns were the center for community functions that involved social, political, and the economic aspects of the governmental affairs of the Creek Nation. Due to the shrinking land base and the coming of statehood many tribal towns ceased to exist (or were absorbed into the white community). The Creek National Government had lost virtually all of its powers as a government and contained no primary function. It is important to note that even though many tribal members have never participated in a tribal town function or their tribal town no longer existed, each tribal citizen will always be a part of a tribal town. There are a number of men and women that practice Indian medicine and their ability to cure people of some illnesses is often amazing. These medicine men use herbs and plants that are still available and many Indian people prefer to get medical help from medicine men rather than new medical doctors. The older people say the ability of these medicine men to cure some illnesses is a God given talent or gift, not a practice to be learned. In the early history of the Creek Nation, the entire population was divided into clans. The children born of a married couple would belong to the same clan as the mother (matrilineal). In the past, according to this tradition, the woman controlled ownership of belongings and property. In some instances, the Indian people have changed tradition to accommodate the changing times. If a Creek man marries a non-indian woman (or a woman from another tribe), the children born to this couple, would belong to the same clan as their father. In the early days of Creek life, corn was the main ingredient of the Indian diet as evidenced by food such as sofkey, blue dumplings, and apuske. Sofkey is still considered a main food and is prepared by cooking beaten corn with water. Blue dumplings are made of beaten corn and burned shells of field peas. The importance of corn is evidenced by the green corn celebration which is an occasion for celebrating the ripening of new corn. Beside corn, the Indians raised beans and rice for use in their diet. Even today, wild onion dinners are prepared and sold to raise funds for various activities. The women usually prepared these meals outdoors and the family ate outdoors when weather was permissible. Some of the Indian women still prepare food in the old traditional way. The Indian people of the Creek Nation are a proud and happy people with strong beliefs regarding religion, family, and preservation of heritage and culture. These beliefs have been passed from generation to generation and, hopefully, this process will continue. Without these strong beliefs, the Creek Nation will cease to exist as a viable and assertive association of citizens. Strategic Plan 12

14 Cultural Sites The cultural areas in the Creek Nation are numerous and scattered throughout the eight counties that comprise the Creek Nation. They are divided into two areas: The first area being religion and includes both traditional, and Christian beliefs; and the second area is categorized as historical sites. There are 87 sites that would be considered both traditional and Christian. There are 59 historical sites located in the Creek Nation. McIntosh County has a great number of religious and historical sites, even though it is not the highest Indian populated county; however, it is very rich in cultural heritage. There are five stomp dance grounds, seventeen Baptist Churches, and twelve historical sites located in McIntosh county. The other counties have several cultural sites located within their respective boundaries. It should be pointed out that the northern counties have the majority of the cultural, religious an historical sites. Social Characteristics - Historical Background During the period of time when the Creeks were located in the Southeastern United States they were considered by many European countries, who were trying to establish a foothold, to be one of the most powerful tribes. The British, Spanish, and French were all seeking an alliance with the Creek Confederacy. The European Nations strategy was to gain the confidence of the Creeks while vying for Indian land. It is important to understand that the Creeks confederacy was on more equal power levels with the Europeans before the 13 Colonies were formed rather than after. As master diplomats, the Creeks skillfully played one nation against the others. About 1700 many of the tribes of this area spoke the Muskhogean dialect which contributed to the banding together of these groups to form the Creek confederacy. It was not unusual for the Creeks to annex other tribes into the confederacy; at one time the Creek confederacy contained fifty to sixty towns with a population of fifteen to eighteen thousand. Fourteen years after the 13 Colonies formed the United States The Treaty of 1790 distinguished the boundary between the United States citizens and the Creek Nation. The 1814 Treaty of Fort Jackson ceded part of the Creek lands to the United States. The Creeks still held much of the western part of Georgia, the largest state east of the Mississippi River. Prior to removal to Indian Territory, William McIntosh and 12 other town chiefs signed The 1825 Treaty of Indian Springs. Because of Creek law, William McIntosh was executed by other Creek leaders for this role in the cession of Creek lands. The Indian Springs Treaty was rendered to be illegal and a new Treaty in 1826 was negotiated affirming Creek possession of remaining lands. Much of the responsibility for the loss of Creek lands can be traced to the states of Georgia and Alabama. Greed overtook their ability to reason fairly and to understand that Creeks were a people to be reasoned with, not as an object which blocked their insatiable need for land. The responsibility for the loss of Indian land was not all the fault of the State governments, primarily because both the Federal executive and legislative branches concurred with corrupt Indian agents. 13 Strategic Plan

15 The Creek removal began with the McIntosh group, when in February of 1828 about 780 men, women, and children were brought up the Arkansas and Verdigris Rivers from Alabama. In 1829 Andrew Jackson came into the presidency announcing the intention of driving the Creeks across the Mississippi. That same year the state of Alabama divided the Creek land and added it to organized counties and placed the Creeks under the jurisdiction of the local courts. This policy exactly suited Jackson s purpose, and he sent a communication to the Creeks urging them to preserve their political autonomy by moving beyond the limits of the state. The Creeks met in council in June and rejected his overtures. In 1830 Jackson signed The Indian Removal Bill and in a tremendous treaty making operation began the takeover of Indian land to expedite Indian removal. Our youth are showing an increase interest in our culture and language. By 1837 the majority of Creeks had been removed to Indian Territory. That removal caused many deaths for the Creeks. In 1837, 311 Creeks died when the steamboat Monmouth sank in the Mississippi River. During the Removal, more than one thousand Creeks lost their lives from cholera and dysentery. The Treaty of Washington in 1832 ceded to the United States all lands remaining east of the Mississippi. It gave the individual Creek the right to remain on his land as an individual if he chose, but it had to be approved by the President. The sole effect had been a transfer of Creek land title to the United States for which the Creek received no compensation. After the signing of each treaty it was very alarming to see the indescribable loss of the Muscogee land base. Three more treaties were negotiated for Creek land in Indian Territory that took more of the Creek Nation land in their new homeland. The Treaty of 1826 which granted Creek lands in Indian Territory was flawed and; therefore, clarified by The Treaty of 1833 which distinguished boundaries between Cherokees and Creeks. Boundaries were established between Creeks and Seminoles in The Treaty of Ten years later The Creek Treaty of 1866 ceded more Creek land to the U.S.; also the Treaty stated that a survey would be made by the Bureau of Indian Affairs for the Creek Nation. At this writing it is believed that a survey was never made. Creek communities were developed along the main rivers in the Creek Nation. The cultural template as in the Southeast was turned upside down in Indian Territory. The Upper Creeks consisting mostly of full-bloods inhabited the communities along the Deep Fork and North Fork of the Canadian River. The mixed bloods of Lower Creeks congregated their towns along the Arkansas and Verdigris Rivers in the northeast corner of the Creek Nation. This period of time between removal and Oklahoma statehood was spent in reorganization of the Creek national government. Acclimation of the Creek people to a new environment was a difficult process. The adjustment was made even more difficult by the ever pressing white settlers and the Civil War which caused a split in the Creek Nation. The most powerful factor in the transformation of Indian culture, prior to individual allotments of land and the extensive mingling of Native Americans with people of European descent in schools, churches, and business, were the missions. Strategic Plan 14

16 The Dawes Allotment Act of 1887 began the dilution of the Creek Nation s power over its own area. The great leaders of the Five Tribes foresaw the damage that individual allotments would do to their people. Creek leaders opposing allotments, such as, Pleasant Porter and Chitto Harjo, (Wilson Jones) recorded their congressional testimonies concerning their opposition to The Dawes Act. We re going to promote individual entrepreneurship and small business enterprises. Jerry Wilson A last measure to oppose the loss of Tribal sovereignty in eastern Oklahoma was the proposed State of Sequoyah. The president for the Sequoyah convention was Pleasant Porter, the Creek Principal Chief. The Constitution was ratified on November 7, 1905, with an overwhelming vote of 56,279 to 9,073, a percentage of six to one. The question regarding whether Indian Territory should be a single or a double state would not be settled by the voice of the people, but by partisan consideration in the 58th Congress who totally rejected the idea of double statehood. Statehood meant the loss of Creek control of schools, legislative and judicial systems, and a shrinking land base. Traditional and Christian religious activities continued to operate regardless of the white institution s influence. The tribal government also retained small amounts of its function because of the strength of the People and the ownership of its land base. The Creek Nation in contemporary times has seen a rejuvenation of the government and its people. Many of the Muscogee people have begun to regain their identity as Creeks. The claims which the Nation has won from the Federal government may be the opportunity for the Creek Tribe to become self-sustaining again. Historical Overview of Creek Tribal Government After the Creeks arrived from southeastern United States the tribal council was reorganized. The council was composed of the town chiefs and one or two lawmakers from each town. The Arkansas and Canadian towns were referred to as Lower and Upper Towns respectively. Wekiwa Hulwe or High Spring was the site of the first council house which was constructed in An annual General Council meeting of the Nation was held at the council house. The General Council was composed of the two Principal Chiefs, one from Lower and one from the Upper, and the Kings including those of the tribal towns. A second branch was composed of one or two persons elected by each town including one judge from the Upper and one from the Lower. At this time the Council legislated for the towns and the towns were forbidden to suspend any of the laws. In 1855 the council took over the control of the annuities formerly distributed by elected Tribal Officials. The council created the office of National Treasurer to handle the tribal funds. A brief constitution was written and adopted by a vote of the people on October 12, 15 Strategic Plan

17 1867. The power to pass laws was given to the National Council which was comprised of the House of Kings and the House of Warriors. The House of Kings was entitled to one member elected by each town while members of House of Warriors were apportioned to the towns on a population basis, one town member plus a member for every two hundred persons. The function of law enforcement was given to the Principal Chief, with his appointed Secretary. The 1867 Constitution District officers were selected for a two year term. The National offices served in office for four years. A distinct feature of the Creek government was the use of the town in its election and administration. The date set for the first election was a Monday in November; the Principal Chiefs were to appoint persons to preside in each town. Each voter was to verbally call out the name of the official for whom he voted. The election officials were then to report to the Principal Chiefs who called a council to present the results of the returns. The National Council convened the following December. The following years the Constitution became quite an extensive document covering thirty different headings divided into 422 sections. In 1887, after Congress passed The Dawes Allotment Act, the individual allotments of Indian lands and the gradual decline of tribal government occurred. In 1906 The Enabling Act combined the two territories into the state of Oklahoma. For the next 30 years the Creek Nation was inactive until the passage of The Indian Reorganization Act in 1934 and The Oklahoma Indian Welfare Act of 1936 was passed through Congress. The Creek Towns began to send representatives to a monthly meeting in the old capitol at Okmulgee or at the New Town Church northwest of Okmulgee to deliberate on tribal matters. In the fall of 1934 delegates from each tribal town met for the first tribal election of the Principal Chief since the election of Pleasant Porter before statehood. The council was reorganized during the early 1960 s., Leaders from the existing tribal towns were involved as council members. Quarterly council meetings were held at the old Okmulgee Council House. The Principal Chiefs for the Creek Nation were appointed by the Secretary of the Interior until a law was passed enabling the Five Civilized Tribes to elect their own leaders. In October 1971 the Creek Nation elected as their Principal Chief, Claude A. Cox. During this time frame the tribal government had the Principal Chief presiding over the council and was assisted by an appointed Vice-Chief. The council then consisted of twenty-six members appointed by the Chief and included five working committees which were: Tribal Revenue Finances and Resources; Economic and Industrial Development; Physical Improvements and Land Resource; Health, Welfare, Social and Public Services; and Education and Human Resources Development. Presently the Creek Council meets between regular council meetings to discuss committee business. Committee recommendations are presented to the full council for consideration and vote. Development of the Government of the Muscogee (Creek) Nation The Muscogee Nation is the fourth largest federally recognized Indian tribe in the United States, and possessed an aboriginal territory, which included portions of Tennessee, Alabama, Florida, Georgia, and South Carolina. Strategic Plan 16

18 In 1540, when the Muscogee Nation was invaded by Spanish soldiers under Hernando de Soto, there were six or seven regional Creek governments. By 1690, when relations with English colonies began, these regional governments had coalesced into a single government, the Creek Confederacy. The Confederacy was a union of some two hundred separate tribes (termed Tribal Towns), unified by common trade, religion, and five or six common tribal languages. The Confederacy s first treaty was with Great Britain in From 1707 to 1773, the Creek Confederacy entered into additional treaties with Great Britain and colonies of Great Britain, and had relationships with the colonies of France and Spain. After the independence of the United States, the Confederacy entered into 20 separate treaties and four separate agreements with the government of the United States. In 1814, General Andrew Jackson split the Confederacy into two separate nations, the Muscogee (Creek) Nation and the Seminole Nation. The United States violations of The Muscogee 1832 Treaty with the United States resulted in the removal of the Muscogee people from their last reservation in Alabama to Indian Territory (now Oklahoma). After removal, the Nation was governed by an unwritten constitution until a written constitution was adopted in Oklahoma became a state in In that year the United States Department of Interior began suppression of tribal government and prevented the Nation from holding its scheduled election of tribal officers. The tribal officers illegally became appointees of the United States Department of Interior. Under an Act of Congress in 1970, the citizens of the Nation elected a Principal Chief to a four-year term. Until the year of 1979 this form of government existed within the Creek Nation. Current Authority, Structure, Organization, and Services of the Government of the Muscogee (Creek) Nation In 1979, a second written constitution was ratified by the citizens of the Nation. This Constitution provided for a tripartite government composed of a legislative branch (the National Council, a body composed of representatives, an executive branch (Principal Chief), and a judicial branch (the Supreme Court), which rules on National Council ordinances and Creek Common Law and interprets the Creek Constitution. The Nation, under the authority of the 1979 Constitution, holds tribal elections for Principal Chief every four years and National Council Representatives every four years. The Nation continues to operate within this structure today. The Principal Chief presides over the executive branch, which consists of the following offices and divisions: Department of the Administration 17 Strategic Plan The Office of the Administration consists of eight Departments who report to the Principal Chief and gain indirect support by the Department of Administration. The Executive Office, headed by the Executive Director, provides direct supervision to the following management units: GSA/Facilities, Human Resources, Information Technology, and Comprehensive Planning Services. This Office provides centralized administrative services and indirect support supervision for all the major departments within the organizational structure consisting of the following departments: The Executive Office, headed by the Executive Director, provides direct supervision to the following management units: Human Resource Management, Information Technology, Communications, and Comprehensive Planning Services. This Office provides centralized administrative services and indirect support

19 supervision for all the major departments within the organizational structure consisting of the following departments. Departments Department of Interior Affairs Responsible for the protection of the Nation s Land and Natural Resources, providing for Cultural Preservation, transportation and Construction services, Agriculture Resource Management, Fish and Wildlife Management, Water Resource Management, Mineral Resource Management, Forest Resource Management, Air Quality Management, and Water, Sewer and Solid Waste Management. Department of Community & Human Services This Division is responsible for promoting the social, economic and physical well-being of families, children, individuals, and communities in the Muscogee Nation. Department of Education and Training Responsible for ensuring equal access to education and promoting educational excellence throughout the Nation, supporting workforce development by matching training programs needed with jobs available and envisioned. Investigating and creating financial assistance with scholarships to assist in workforce development implementation, providing literature resources and language programs throughout the Nation. I stood here first and Columbus first discovered me. Chitto Harjo 1906 Before the US Senate Department of Health Responsible for protecting the health of all Muscogee Citizens and provide essential human services. Department of Housing This Department is responsible for creating, for all Muscogee Citizens, strong, sustainable, inclusive communities and quality homes, and meeting the needs for quality affordable rental homes and rental units for the elderly. Department of Commerce This Department is responsible for fostering, promoting and developing foreign and domestic commerce in the Muscogee Nation, plus promoting the Nation s economic development and technological advancement. Department of Justice Responsible for prosecuting and defending all actions and proceedings, civil or criminal, which the Muscogee Nation, as an interested party must defend its sovereignty; and to act as a legal advisor to governmental branches, officers, boards, commissions, and departments of the Nation in all areas of the law, in addition to researching and rendering legal opinions. Department of Treasury This Department is responsible for the provision of finance, accounting, contracts, budgets, and management services for all agencies within the organizational structure of the Muscogee Nation. Strategic Plan 18

20 Summary of Internal Strengths and Weaknesses I have seen that in any great undertaking it is not enough for a man to depend simply on himself. Lone Man (Isna-la-wica) Teton Sioux Strengths One of the major strengths identified by the planning group was the new cooperative working relationship that now exists between the branches of government. This condition provides a great opportunity to launch strategic thrusts in the new program development. A second strength was the fact that the Muscogee Nation is employing an educated workforce who is noted by the large number of degreed employees and Council members. A third strength was the fact that the Muscogee Nation has a Community Chartering system providing an opportunity to deploy services in local communities throughout the Nation. Strong community leadership and tribal elders supported this analysis. A strong culture and the continual practice of tribal traditions, supported by an active language program, were identified as one of our strongest resources. The College of the Muscogee Nation, an institution of higher learning, was one of our greatest potential. The Creek Nation Foundation, Inc. was identified as an asset, in which to, solicit and house funds for student scholarships. Other strengths included: an increased interest in preserving the culture and language, accessibility to technology, a safe working environment, availability of health services, a new cabinet level organizational structure, community leaders, elders, developing a larger land base, ownership of tribal business enterprises, permanent/investment funds, trust property, the river walk purchase, constitution, code of laws, treaty relationship, sovereignty and jurisdictional authority. Weaknesses The lack of a quality health system for the citizens was a major weakness that was identified by the planning group, youth stealing and using prescription drugs, exhibiting unhealthy lifestyles, the need for designing health programs for at-risk population groups, limited programs promoting wellness, increase concerns regarding diabetes and obesity, the lack of participation in trial studies and health related research and inadequate housing. Another weakness included the lack of high quality information regarding technology programs, including an integrated data base and needs assessment system; and the lack of Internet skills. A related weakness was the lack of a centralized record-keeping system for the creation, storage, retrieval, and disposal of tribal records. Inadequate funding for programs and being solely dependent on gaming revenue was identified as another weakness identified by the group. The lack of solid business plans, contradictory legislation and Attorney General Opinions, interpretation of laws, and the lack of a TERO program were included within the mix of weaknesses identified by the groups. 19 Strategic Plan Other weaknesses consisted of the trend concerning grandparents rearing grandchildren, lack of parental role models, children getting loss in the mix, children raising children, learning styles changing, characteristics and values of the young people, the desire to have instant gratification, increased assimilation, lack of language and cultural activities, lack of in-service training, miscommunication, per-capita land base decreasing, state relationships, media, red tape, inadequate planning, diminishing traditional identity and ceremonial grounds.

21 The External Environmental Scan Forces and Factors The External Environment National Situation and Trends The Muscogee Creek Nation s ability to determine the impact of external environmental factors in the future will be imperative to its future well-being. The following components within the general environment of the United States that will have broad, long-term implications for managing the Muscogee s Tribal Government are: economic, social, political, legal and technological. The Muscogee (Creek) Nation occupies a unique political position along with a number of other Indian Tribes in the United States to truly shape its future. The overriding element that gives authority to this position is the tribal sovereignty within a sovereign nation. While sovereignty within a sovereign nation does provide Indian Tribes with a best of all worlds contextual environment, it does require careful attention to scientific and technology advances, changing demographics, dynamic local, state and national level politics, globalization, life-long education, health care, and family structure. The aforementioned forces and factors are deep-seated in the social and economic constructs of the United States. Not only must they be recognized, but continual attention and energy must be devoted to them in order to improve the overall well-being of all societies in the United States. The Muscogee (Creek) Nation through a vision-driven, innovative and creative strategic response to these forces and factors will expand its leadership role as an elite government within Oklahoma, the United States and the world. Economic The 2008 recession clearly established the fact that a world-wide economy existed. The United States was then and still is today, the most important player in the world-wide economy. However, what happens in Europe, China, India and other regions in the world does have an impact on what takes place elsewhere in the world. This interconnectivity will continually intensify going forward and those entities which are best at recognizing and exploiting the emerging opportunities in a timely fashion will have the competitive edge. The key to assuring that we have a positive economic impact is that of taking a strategic position to gain the competitive advantage in a shrewd, yet intelligent fashion. The following monetary fundamentals today will impact the economy of the Muscogee (Creek) Nation: 1. The United States is one of the world s largest and most influential financial markets. 2. Foreign investments made in the United States totals almost $2.4 trillion, which is more than twice that of any other country. 3. The Gross Domestic Product, which is the market value of all officially recognized final goods produced in a country within a given period, was $15 trillion in 2011, Strategic Plan 20

22 approximately a quarter of the nominal global GDP. 4. The United States produces high levels of research and capital investment but has become more and more of a service economy. 5. The United States represents a fifth (5th) of the global manufacturing output. 6. In 2011, the United States was estimated to have a per capita GDP of $48,387., the 6TH highest in the world, thus making the U.S. one of the wealthiest nations globally. 7. The United States has the highest immigration rate in the world. 8. The Unites States holds 161 of the world s 321 great inventions, as defined by Britannica, and many of the inventions of the world initially originated from U.S. patents. One of the most important factors for Tribal governments is the financial freedom that the United States ensures the private sector. This freedom gives the private sector the ability to direct the majority of economic decisions and to determine the direction and scale of what the United States economy produces. The decisions within the United States are enhanced by a relatively low level of regulation and governmental involvement as well as a court system that generally protects property rights and enforces contracts. The United States is rich in mineral resources and fertile farm land, and has a moderate climate which accelerates the country s economic growth. These factors help to bind the 50 individual states into a single financial unit. Labor mobility and adaption to changing conditions have also added to the capacity of the American economy. Another major factor in the economy of the United States is its corporations. Corporations are an association of owners, known as stockholders. They form a business enterprise governed by a complex set of rules and customs. Customized mass production has been instrumental in shaping the future of the country. The stock market through American banks and investors has grown an economy by investing and withdrawing capital from profitable corporations. The American government, through globalization, has world-wide influence. There are approximately million people employed in the United States. Data indicate that small businesses employ about 53% of all the workers in the United States. Native American small business entities comprise a portion of the 4.1 million minority-owned businesses in America. These businesses generate almost $700 billion in revenue. The Tribal Governments all play a part in the economy of the United States as consumers and taxpayers. Since the United States is the largest trading nation in the world, this gives Tribal nations an opportunity to invest labor, resources and capital into the economy. The United States market is expansive and will continually grow, which provides Tribes with opportunities to have both expansive and long-term successes. While the national economy has experienced gyration since 2008, there are signs that the economy is beginning to stabilize which is expected to result in moderate growth in the foreseeable future. The Tribes already operate a sizable number of small businesses in the United States, and many futurists predict that small businesses will create the majority of the new jobs in the future. 21 Strategic Plan

23 The Muscogee (Creek) Nation will devote considerable time, energy and resources in the development and sustainability of entrepreneurs who are committed to starting and establishing small businesses. This is an area where the Nation will have a significant impact on both the macro and micro aspects of the economy within the United States, simply because there is a need for Tribes to become more financially self-sufficient. Such an initiative is a priority because the National Budget deficit could produce a negative effect on Tribal Governments; whereas, Federal appropriations could be decreased. Social/Cultural Historically Native American Tribes were divided into social structures which were rather unrestrictive. When other non-native peoples infiltrated North America a much more restrictive description of how members of a society sorted themselves into various positions of importance, influence, prestige and compensation emerged. Social class is a controversial issue with many competing definitions. Most Americans seem to believe in a simple three class model which includes the Rich, the Middle Class, and the Poor. The Muscogee (Creek) Nation co-mingles with other Native American Tribes and is determined within a class status for a statistical scale within the U.S. Census Bureau. We will continue to hold up our treaties to the United States Congress. Every country has a structure in which members of that society sort themselves into a range of positions. The Tribal Nations were traditionally subdivided into families or bands with right of descent being counted prevailingly in both male and female hierarchy. Where clans existed, such as the Muscogee (Creek) Nation, the distinctive matriarchal character of each family was strongly defined and the man became a member of that clan only by birth, or was transferred in infancy from his mother s to his father clan or vice versa. Even though Tribes maintain a fixed hold on their culture and heritage, income levels and social class dictate where our people are as a Nation within a Nation. Today income levels have become the most prominent feature of social class, but it was not the case with ancient tribes. Their wealth was aligned with how much they could give away. Currently, wealth is an incentive provided by society in order to fill needed positions with the most qualified and motivated personnel possible. There is a correlation to the belief that the economic source of power and prestige is not income primarily, but the ownership of capital goods, (including patents, good will, and professional reputation). The Eastern Tribes possessed some distinctive guardian or person from which the majority of persons belonging derived their names, certain rights, carvings and ceremonies in common and often had the exclusive right to a tract of land. Unlike the Native Americans the white man s world defines itself into a class structure grouping people according to wealth, income, education, type of occupation, and membership in a specific subculture of social network. While certain occupations were considered to be desirable and influential, others are considered to be menial, repetitive, and unpleasant. An important descriptive to calculate wealth equating class with income, is the dual income controversy, where two income earners hold a 97% in the top quintile (five units of measurable objective.) Perceived affluence concerning two incomes raises a question to class structure and seems to be a vague sociological concept. There are many Tribal members who fit within this category. The Muscogee (Creek) Nation emphasizes Tertiary or higher education which is perhaps the most essential class feature of most Americans. Higher education is required Strategic Plan 22

24 for many middle-class professions and is directly linked to income and occupation. The Muscogee (Creek) Nation has aggregate professionals and traditional families who have been intertwined into an income oriented definition of wealth or poverty within the U.S. Government. Without a vision, men perish. The Word Education at all levels will have a major impact on framing the future of the Muscogee (Creek) Nation. A highly educated and healthy citizenry is fundamental to a vibrant society. Beyond class status, there are a number of other concerns that must be addressed by the Muscogee (Creek) Nation: Diabetes Obesity Commercial tobacco use Alcohol use Erosion of the family unit At-risk students who dropout and lack productivity knowledge and skills Children in poverty Domestic violence and crimes against women The above concerns along with others present a clarion call to the leadership of the Muscogee (Creek) Nation to invest in human resource development now and well into the foreseeable future. Political/Legal Political regulatory changes in the United States effect the economic environment globally. How does this affect the Tribal Governments, the private sector and job markets? As governments continue to grow and expand, the laws which regulate those governments increase. Globally, each country s laws play a political game of chess on both exports and imports. One country cannot meet the miles per gallon regulation on cars and another country s rules send the private sector into the courts for jurisprudence, costing them thousands of dollars to litigate. Tribal governments support voter registration drives and the political parties in main stream politics. Tribes contribute monetarily to campaigns and candidates who support Native American interests. State and Federal offices recognize the Muscogee (Creek) Nation and other Tribes as a formidable constituency. Tribal governments dependent upon Congressional goodwill and treaties rights within the Presidential powers, remain constantly on guard. The global political environments, whether it is the guardian of new uranium mines in Saskatchewan, Congress pulling a program that allowed Mexican trucks to transport goods throughout the U.S., or water rights within the Muscogee (Creek) Nation, restrictive regulations make it difficult to conduct business in an economical way. The political/legal/regulatory environment is often a direct consequence of the political parties in power. The Muscogee (Creek) Nation and its lobbyist play a major role in the oversight/protection of sovereignty. The rules and regulations governing all countries could make it more expensive or cost prohibitive to do business with one another in the future. The Muscogee (Creek) Nation must operate its own government in a diligent and vision- 23 Strategic Plan

25 oriented fashion, and at the same time maintain a strong presence in local, state and national governments. This presence will require the Nation to make significant investments in these activities in concert with highly competent advocacy groups. Technological There are some major technological trends within the Muscogee (Creek) Nation and within the confines of its rural communities. The Tribe has given its citizens admittance to the World Wide Web, which includes information of the world around them. Tribal citizens have access to the world of sports, entertainment, and an opportunity to engage in new technologies such as s, social media, paying billson-line, accessing news from around the world and becoming more technologically literate. The major workforce within our Nation is now utilizing job skills required in a technological age. Muscogee youth get instant information at the palm of the hand through accessing the web and texting. A large number of the Tribe s citizens have mobile devices enhancing tribal communications. Predatory pricing in a competitive technological world has its effect on both Tribal and global economy. For multiple reasons, it is difficult to divide some technological and political moves within a country. The cultural and economic environments involved affect the Muscogee (Creek) Nation in terms of both cost and competition because the Nation is a part of the American and global economy. The cost of technology, the politics of a global nation s bargaining powers, and the demand for more efficient technology will affect trends within the economy of the Muscogee (Creek) Nation s Government now and well into the foreseeable future. The Operating Environment Tribal Situation and Trends Level of Economic Development and Impact On August 13, 2012, the Economic Research & Policy Institute sponsored by Oklahoma City University, released a document titled Estimating the Oklahoma Economic Impact of the Muscogee (Creek) Nation. The Economic Research & Policy Institute reviewed the expenditures and revenues of the Muscogee (Creek) Nation and the current production structure of the state economy to estimate the total contribution of tribal activities to the state. Among the key findings of the report are: The Nation employed 4,593 individuals nationwide in 2010 all of which were employed in Oklahoma. The Nation made direct payroll contributions of $132,285, to Oklahoma residents, or $28,799 per employee. The Nation made direct payments of $173,664,000 to Oklahoma entities in pursuit of Strategic Plan 24

26 education advancement, medical services and economic development opportunities for Muscogee (Creek) Nation citizens. Total government expenditures, including out-ofstate expenditures, were $180,900,000. The Muscogee Nation business operations in Oklahoma, including gaming and other recreational activities generated $274.8 million in revenues. When analyzed in the context of the Oklahoma economy and accounting for spillover (multiplier) impacts, we estimate that these activities supported: 1. 7,790 jobs in the state 2. $217 million in state income 3. $740.7 million in state production of goods and services Customers Muscogee Citizens For the Muscogee Nation, customers can be classified both internally and externally. The internally classified customers are enrolled citizens of the Nation, while the externally classified customers are all organizations, agencies, and people who deal directly or indirectly with the tribe, i.e., federal agencies, counties, cities, state agencies, and support business groups. The Need data for internal customers or citizens can be generated from client service through data files in the various agencies or programs operated by the tribe. The Health Programs can provide need data for health care services, facilities, and health care professionals. Education Programs can provide need data on elementary and secondary Indian students, for Adult Education services, for training services, and other education support programs, such as Head Start. These need data files and direct needs assessment surveys can provide detailed descriptions of those individuals and families who require tribal services, thus, helping tribal management design and generate a service delivery system that meets the expectations of the citizens; and provides an assessment of the acceptance of tribal services. A quick review of one of the base study documents, The Integrated Resource Management Plan for the Muscogee Nation dated 2011, provides some base-line information. The tribal population is reported to be 71,424 citizens. Indians who are in the labor force exceed 48,000, and the average time to work exceeds 30 minutes. The average Native American household income exceeds $25,000., compared to $30,000 of the average U.S. household. There are over 10,000 Indian individuals below the poverty level. In addition, the average unemployment rate exceeds 9% percent with over 30,000 reporting unemployment. Strategic Trends and Related Issues Survey Steering Committee Results Part of the strategic planning process was to identify major trends affecting the Muscogee Nation. In this step, we sponsored a discussion session entitled Thinking about the Future, and provided a written survey to participants of the strategic planning conference. This exercise provided the following predictions about the trends and the future for the Muscogee Nation. 25 Strategic Plan 1. The number of citizens will exceed 100,000 by the year There will be an increasing demand for tribal services and the demand will exceed the supply of tribal revenue. 3. Increasing competition politically with other tribal government for federal funding.

27 4. Increasing demand for tribal facilities to house and operate service programs and basic governmental services. 5. Jobs offered by the tribal government will continue to be filled with non-creeks primarily because of the lack of qualifications from Creek applicants. 6. An increasingly sedentary lifestyle significantly affects the health of most Americans, including Muscogee Citizens. Obesity is becoming the norm rather than the exception. A strong increase in the incident of diabetes will continue to be the number cause for hospital admissions. 7. Modern health care facilities will exist in the Muscogee Nation by the year A large percentage of Muscogee Citizens still remain without health insurance. 9. In contrast to the trend in obesity, participation in fitness and wellness programs will increase to 654% for those aged 39-54, who on reaching middle age, and are trying to extend longevity. 10. Increased life expectancy and falling fertility rates are driving a shift toward an aging population. 11. College of the Muscogee Nation will become an accredited institution of higher education. 12. The drop-out rate among Indian high school and college students will decrease. 13. The wealth of the Muscogee Nation will increase significantly because of the rise in educational level. 14. Employer satisfaction surveys will indicate that the majority of employers are extremely satisfied with the performance of Muscogee students. 15. The Nation will offer more on-line learning opportunities for Muscogee citizens. 16. Students who attend institutions of higher education will receive full-scholarships and student loans will become a thing of the past. 17. Student graduates will be placed in high-paying jobs and more Muscogee Citizens will enter into professional careers, i.e., health care, law, accounting, business, information technologies. 18. One out of three Native American Women will have been raped during their life-time. 19. Muscogee consumers are spending more on discretionary purchases that are motivated by emotion and desire. 20. While Faith Popcorn suggest that Clanning (belonging to a group that represents common feelings, causes or ideals: validating one s own belief systems) is on the rise, research by Robert Putman, Bowling Alone indicates that Americans are spending more time watching Friends on face book than making friends. 21. By the year 2020, 40% all businesses registered with the Muscogee Nation will be Muscogee-Women-owned. 22. War will continue in the world and will have both a positive and negative impact on the tribe, citizens will lose their lives, and economic opportunities will be available for SBA 8(a) contractors. 23. Other minority groups will continue to move into the political boundaries of the Muscogee Nation. 24. The number of Muscogee Citizens at-home workers is up 100% in the last 5 years and it has been projected that 1 in 7 workers will telecommute by More Muscogee Citizens will shop on-line. 26. The Comprehensive Budget for the Muscogee Nation will exceed $300,000,000. by the year The Muscogee Nation economy will be diversified and the Nation will be operating industrial and commercial parks. 28. An acceleration of individually-owned businesses will be operating as a result of the As the Nation continues to grow and creative ways of providing effective services are developed, what may have been successful in the past may no longer be the program needed today. Grace Bunner, former Mekko of Thlopthlocco Tribal Town Strategic Plan 26

28 We know not how long we shall live, and we wish to leave some lands for our children to hunt upon. Chief Metea Illinois Nation operation of a Small Business Development Center. 29. Chartered Communities will be operating successful businesses. 30. The Muscogee Nation will be operating Tribally-owned Utility Companies providing electrical, and Gas Service. 31. The Muscogee Nation will be expanding its international trade business activities in countries throughout the world. 32. The Muscogee Nation will own its water supply sources and will be selling water to communities throughout the Nation. 33. All tribal vehicles will be operating utilizing compressed natural gas. 34. The management operations of the tribe will be completely paperless. 35. Over 70% of our tribal citizens will be connected via the Internet and mobile phones. 36. The State of Oklahoma will continue to attack tribal sovereignty. 37. More Muscogee Citizens will be running for a political office. 38. A decline in traditional church membership and participation in ceremony grounds will be the experience. 39. Self-directed learning will be the most important taught skill of the future. 40. The birth rate for unmarried people will continue to rise. 41. Breast cancer will continue to be the most frequent diagnosed cancer among females. 42. Alcohol and Drug Abuse will continue to be a problem in the Muscogee Nation. Summary of External Opportunities and Threats Opportunities During the strategic planning conference, the steering committee identified a number of external opportunities that could be utilized as a strategy for achieving success. Adding new technology to tribal operations was identified as a major opportunity. The technologies discussed included on-line learning, on-line communications, automatic services and data base management, branding and marketing on the world-wide web, and stream-lining work flow and the ability to go paperless. Another opportunity that was identified was expanding and strengthening relationships with the Inter-Tribal Council, Congressional Representatives, community partnerships, and joint-venture projects. A third major opportunity was related to business and economic development. The group encouraged the tribe to pursue owning its own bank, consider tax exempt bonds, exercise its taxing authority as a government, grow and incubate individual Muscogee-owned businesses, maximize on its buying and purchasing power, expand its farm, agriculture, tourism and commercial activities. A final opportunity related to self-governance and service programs. The group recommended redesigning and expanding service programs for the youth, the elderly, health care, rural areas, scholarships, cultural education, and probate services. Threats Adverse government policies were a major threat identified by the group, decreasing federal funding, shifts in the global economy, attacks on tribal jurisdiction, federal court case rulings, and high health care costs. 27 Strategic Plan

29 Another threats included were the change of social lifestyles and attitudes, Baby Boomers as a population group requiring more services, concern for elderly and domestic abuse, high divorce rate and the rise in single-parent families, the fast-pace of society and change, exploitation and abuse of women and neglect of children, and an increased number of wannabes. Finally, the continual loss of tribal lands by individuals, followed by the concern for the protection of the environment, the loss of language and cultural identity, and an increased competitive market for federal funds. Muscogee Nation Vision The Principal Chief George Tiger Administration vision of the Muscogee Nation in a 2-8 years time-frame is: Nationhood and People-hood working and serving together The Muscogee Nation will be operating as a government servicing the political jurisdiction that is contained in the Constitution. It will adopt an annual budget exceeding two hundred million dollars experiencing a growth rate of ten percent per year. It will operate sound successful business units including gaming and non-gaming that will have annualized sales of $500,000,000 and be profitable. It will employ over 5,000 people mainly engaged in providing basic governmental services, in health care, gaming, and non-gaming businesses. The Muscogee Nation will provide high-quality services in all areas of health, housing, education and training, and community and human services to a large customer base throughout the political jurisdiction of the Muscogee Nation. The Muscogee Nation service system will be technologically advanced and offer many solutions to the social and economic needs of the Citizens. The Muscogee Nation will continue to experience growth in the population base and in overall operations. The Muscogee Nation will protect and preserve the environment and be accountable to the people. The Muscogee Nation will assert its sovereignty, preserve and promote its culture. Mission Statement The central purpose and role of the Muscogee Nation is defined as: The Muscogee Nation operates as a self-determined visionary government, designing, developing, and managing an advanced service system for its Citizens and Communities, while maintaining the traditions, culture, and respect of the Muscogee people. Core Values Certain principles and moral standards must guide the conduct of tribal employees by preventing wrong and pursuing right through a timely and energetic execution of responsibilities. We, the members of the tribal workforce, recognizing the critical role of conscience, choosing the course of action and the moral responsibility of life, commit to: 1. Demonstrate the highest standards of personal integrity, truthfulness, honesty, and Strategic Plan 28

30 fortitude in all our public activities in order to inspire confidence and trust in tribal institutions. 2. Serve the tribal citizens and general public with respect, concern, courtesy, and responsiveness, recognizing that service to the public is beyond service to oneself. 3. Approach tribal administration and operational duties with a positive attitude and constructively support open communication, creativity, dedication and compassion. 4. Serve in such a manner that we do not attain any undue personal gain from the performance of our official duties. 5. Avoid any interest or activity which will conflict with the conduct of our official duties. 6. Respect and protect the privileged information from which we have access during the course of official duties. 7. Accept as a personal commitment the responsibility to stay current on emerging issues and to administer the tribe s business with professional competence, fairness, impartially, efficiency and effectiveness. 8. Eliminate all forms of illegal fraud and mismanagement of tribal funds, equipment and natural resources, supporting responsible efforts to correct the same. 9. Support our chartered communities, to be exemplary citizens, support humanitarian efforts, and charities, and carry our fair share of the tribal workload. 10. Encourage new and advanced high-tech technology, investigate and embrace new and creative ideas, be willing to study and explore new and unusual business calculated risktaking concepts and ventures. Commerce and Economic Development Goals and Objectives Strategic Goal Expand the tribal economy by implementing a strategy dealing with the components of economic development practice including, organizational development, infrastructure development, business development, workforce development, and cash flow development. To attain this goal, the following objectives must be met: 29 Strategic Plan 1. Organizational Development Establish and fast forward the Department of Commerce within the Cabinet structure of the executive office of the Principal Chief. 2. Economic Analysis Perform Economic Analysis to identify market forces that are on the horizon for the Muscogee Nation and collect data on infrastructure capacity in the Muscogee Nation. 3. Business Structuring Strategies Study and weigh different business structuring strategies and models for the Muscogee Nation, i.e., a holding company, limited liability companies, joint ventures, Federal Corporation (section 3 of the OIWA). 4. Regional Collaboration Explore regional economies and opportunities and become part of the supply chain in the regional area. 5. Community Development Financial Institute Apply for and administer a CDFI Grant to provide access to capital. 6. Small Business Development Center Create a Small Business Development Center to provide training, technical assistance and financing for individual Muscogee entrepreneurs, provide business development services for the Chartered Communities in the Muscogee Nation, and provide business incubator services. 7. Commercial Park Riverwalk Other Inventory commercial sites, identify gaps, create and implement development plan for maximum use and maximum return on investment.

31 8. Industrial Park Inventory industrial sites, identify gaps, create and implement development plan for maximum use and maximum return investment. 9. Uniform Commercial Code Expand and encourage the use of the Muscogee Nation Uniform Commercial Code. 10. Tourism & Recreation Expand the activities of the Tourism & Recreation Program and become a national tourist attraction to help promote commerce in the Nation. 11. Cultural Center and Museum Plan, design, construct and operate a Cultural Center and Museum for the Muscogee Nation. 12. Personal Income and Employment Create over five-hundred (500) non-gaming rural based jobs within a five year time frame by creating high wage-paying industries in the Muscogee Nation. 13. Workforce Development Conduct labor market analysis, study community demographics and trends, analyze capacity and suitability of education system to meet needs of current and future workforce, promote partnerships to assist in matching trained workforce needed with jobs available and envisioned. 14. Cash Flow Development Public Finance Tribal Economic Development Bonds Create plan for pursuing outside investments in current economic activity, including the issuance of Tribal Economic Development Bonds and the Cash Investment Fund Account. 15. TERO Program and Buy Creek Act Plan and implement a tribal TERO Program leveraging the Nation s purchasing power, supporting Indian-owned businesses, and promoting job growth; and promote compliance with the Buy Creek Act. 16. Small Business 8(a) Contracting and other Expand the Muscogee Nation Business Enterprise status as a Small Business 8(a) Contractor/Supplier, create a HUB and Trade Zone for a national and global reach. 17. Hotel Casino Development Increase the Nation s Casino competitive status by designing and constructing a Hotel at the River Spirit Casino. 18. Compressed Natural Gas Technologies Develop a Compressed Natural Gas Company converting all tribal owned vehicles and providing spin-off businesses in all areas of station construction, conversion shops, excavation suppliers, rescue trailers, home units, welding and machine shops. 19. Oil and Gas Production Conduct oil and gas assessments and explore the opportunity of operating a tribal oil and gas exploration and production company. 20. Agricultural, Natural Resources, Forest, Fish and Wildlife Assess potential for the development and commercialization of the tribes natural resources, forest, fish, and wildlife. 21. Business Incentives Package Design and package a business incentive package to attract businesses to locate in the political boundaries of the Muscogee Nation. 22. Utilities and Water Assess utility and water business development approaches. 23. Capital Improvement Projects Update Capital Improvement Plan and secure financing to implement the plan based on a five year schedule. 24. Host Team Develop and train a Host Team to work with business and international prospects. 25. Consumer, Economic and Entrepreneurship Education Provide consumer and economic education for tribal citizens; and entrepreneurship education for the youth. 26. Becoming PALS - Pooling, Allying, and Linking Across Organizations Establish an ongoing working relationship with private and public agencies engaged in economic development. This would involve an interface with such groups as public utilities, OCAST, State System of Vocational-Technical Education, Oklahoma Department of Commerce, Chambers of Commerce, Small Business Administration, Universities, and other appropriate service providers. Planning strategically for tomorrow, focusing on today. Sandra Peters Strategic Plan 30

32 Out of the Indian approach to life there comes a great freedoman intense and absorbing love for nature; a respect for life; enriching faith in a Supreme Power; and principles of truth honesty generosity, equity and brotherhood as a guide to mundane relations. 31 Strategic Plan 27. Women-Owned Businesses Seek and promote the development of Women-Owned Businesses in the Muscogee Nation. 28. Home-Based Business Promote the development of Home-Based Businesses in the Muscogee Nation. 29. Fountain Head and Okmulgee Golf Courses Develop and implement a management and marketing program for these facilities. 30. Creek Council House Museum and Multipurpose Center Develop and implement a management and marketing program for the Creek Council House Museum and the Multipurpose Center. 31. Taxes and Licenses Continue the sale of license plates and generate new tax policy on oil and gas leases. Land-Natural Resources-Cultural Preservation-Special Services Goals and Objectives Strategic Goal - Protect and promote the land and natural resources of the Muscogee Nation. To attain this goal the following objectives must be met: 1. Air Quality - Research, develop and adopt air quality standards and initiate the instillation of monitoring stations by the tribe within its boundaries. 2. Water Resources - Continue to expand the current water sampling program, petition the state to be included in the planning of the Oklahoma Comprehensive Water Plan and petition the federal government to change the law and allow the tribe to develop its own water quality standards. Generate up-to-date records of water conditions on tribal property and on restricted property owned by tribal members. Generate a water resource plan that will provide standard quality water which can be maintained and improved with controls on below standard water, plus the use of surface dams and groundwater wells. 3. Mineral Resources - Find a balance between mineral extraction and the preservation of minerals and the land. Evaluate the effects that mineral extraction would have on other tribal resources and evaluate whether or not the mineral itself should be extracted or preserved. Develop policies and procedures (regulations and permitting) on how to utilize tribal mineral resources. Explore the use of renewable energies to prepare resources and minimize the effects caused by their extraction. 4. Forest Resources Utilize the existing management plans to its full potential for preserving and utilizing timber and forest resources, including thinning, Silva culture, firewood management, commercial forestry and fire management. 5. Agriculture and Research Operations Place an emphasis on using land for agricultural uses, convert suitable land for agricultural use to maximize the economic return from the property including horticulture, conservation, livestock (Beef), Livestock (Swine), Animal Health Protection and Crop Protection (Agri-Business). 6. Fish & Wildlife Develop and implement policies and procedures to preserve and utilize wildlife land for the benefit of both the wildlife and the Muscogee Nation. Hire additional rangers to monitor tribal land and ensure that trespassing and dumping do not occur on land designated for wildlife. Adopt Harvesting (game and fish) regulations, provide for fish hatchery operations and wildlife preserve management and operation. 7. Cultural Sites and Preservation Adopt policies and procedures for preserving cultural sites both in the boundaries of the Muscogee Nation and in the original homelands in the southeast, preserve medicinal herb protection and regulation.

33 8. Land Expand the land base, update inventory on real property (including generating a data base utilizing the Geo-spatial technology program), classify property, adopt a land use plan, and adopt zoning and subdivision regulations. Develop Master Site Plans on all real property that is under consideration for development or that is operating a site needing an updated master site plan. Develop and adopt land purchasing and land ownership control policies and procedures. Monitor land leases owned by the Muscogee Nation. 9. Capital Improvement Plan and Infrastructure Projects Generate and adopt a Capital Improvement Plan, provide facility and infrastructure planning, architectural and engineering services, construction services and project management; implement recommendations per the Muscogee Nation Energy Efficiency and Conservation Strategy Study, provided December, Realty Services Update inventory of trust property and meet the trust responsibility of the Muscogee Nation, including probates, land records, appraisals, boundary surveys, and land acquisition. Also checking and updating wills, land transfers, lease services, lease income and records management. 11. Transportation Develop a priority list for the federal roads program and implement construction of rural roads. 12. Transit Services Continue to operate transit service program and evaluate success. 13. Tribal Driveways Upgrade services of the tribal driveways program for residential property, churches, ceremonial grounds and cemeteries. 14. Sewer and Solid Waste Management Program Conduct a needs assessment of sewer and solid waste management and generate a program of action for service delivery. 15. Comprehensive Planning Commission and Program Design and establish a comprehensive planning program directed by a Comprehensive Planning Commission. Community and Human Services Goals and Objectives Strategic Goal - Provide quality customer service, better stewards of our resources, and develop new service programs. To obtain this goal, the following objectives must be met- 1. Staff Development Conduct, bi-weekly staff meetings to share resource information, coordinate in-service with both MCN programs and outside resources, provide opportunities for staff training in program areas, and create The Mvskoke Way customer service model. 2. Improve Accessibility for Citizens - Find adequate office space, emphasize process improvement, offer wrap around services, and create program databases that interact with other key program areas. 3. Citizen Information About Services - Offer citizens the opportunity to have input into program marketing, partner with Chartered Communities to offer service programs, utilize Mvskoke Media to create materials specific to MCN, and establish a brand within the Division of Community & Human Services. 4. Promote cost effectiveness - Emphasize quality through standardization, collaborate with various programs, share resources, and control costs. 5. Decreases the number of repeat clients - Provide free training on budgeting finances and credit counseling, follow up and complete an assessment with our clientele months after assistance and provide referrals if needed, increase the integrity of programs which Strategic Plan 32

34 will result in positive feedback and audits, and conduct in-service trainings with other MCN programs, state, federal, local agencies, and other tribes. 6. Increase lobbying efforts - Staff will be allowed to participate in campaigns to increase federal funding or prevent cuts, Chartered Communities will be used to offer voter education, resources will be shared on program areas whose funding may be at jeopardy, and opportunities will be created to advocate needs with funding sources. 7. Develop New Service Programs Conduct needs assessment and citizen surveys, host community forums, and provide a citizen hot-line. 8. Identify undeserved or not served populations - Research trends, review current programs, and conduct in-home interviews with citizens. 9. Development Program - Set Mission, Goals, and Objectives, seek funding through grants, National Council and fundraising, plus hire and train staff. Health Care Goals and Objectives Strategic Goal - Improve positive patient outcomes, maximize resources and productivity to ensure effective health information management. To obtain this goal, the following objectives must be met: 33 Strategic Plan 1. Improve Staff Satisfaction Develop and communicate organizational infrastructure, develop and implement employee orientation programs, analyze and update as needed employee compensation package and monitor staffing concerns. 2. Emphasize extraordinary customer service - Monitor and trend patient concerns, incorporate annual customer service orientation training and conduct periodic focus groups and discussion forums. 3. Improve accessibility for patients - Redesign patient flow process, emphasize process improvement, decrease wait times, increase access points, centralize healthcare service delivery, expand current programs, and utilize mobile health units. 4. Emphasize primary care model - Assess various models, ensure data integrity, assess the health of patients, measuring types of visits, purpose of visit, diagnosis, and burden of disease, and implement pilot sites. 5. Demonstrate high quality of care - Develop accreditation teams at each site, collaborate to develop plan of action from mock survey, pursue AAAHC application and survey, monitor and assess. 6. Pursue academic, tribal, community, state and national partnerships - Establish partnerships with area Indian health entities, establish franchise operations with a private entity, foster partnerships with tribal programs to meet the needs of our Muscogee patients, and establish partnerships with area academic institutions. 7. Expand and develop prevention and health promotion programs - Develop health promotion/disease prevention program to assist with education and awareness, integrate healthcare and publicly available community-level data to understand local context, conduct needs assessment, coordinate efforts of current programs, develop injury prevention program and expand epidemiology program. 8. Promote sustainability of organization Emphasize quality of healthcare through standardization, develop organizational infrastructure, promote workforce development, development of disaster planning, maximize revenue, and control costs. 9. Facility Development - Build new hospital in Okemah, new clinic facility in Eufaula, build centralized health campus in Okmulgee, replace behavioral health facility in Sapulpa, and expand Sapulpa Clinic.

35 10. Effective health information - Implement Health Information Exchanges, enhance IT capability on state-of-the-art information systems, implement hospital electronic health record, demonstrate quality with EHR, achieve health IT initiatives, and Implement telemedicine technologies. Education & Training Goals and Objectives Strategic Goal Increase the academic success and employment training and opportunities for all Muscogee citizenry. To attain this goal, the following objectives must be met: 1. Public School Support Johnson O Malley Programs Improve the Indian student graduation and success rate for students attending the public school systems. 2. Eufaula Dormitory Continue to operate the Eufaula Dormitory to house Muscogee students and expand supplemental education support services. 3. Adult Education Provide adult education and GED services for Muscogee Citizens needing a high school or equivalent education, an initial step for pathway to further education and/or employment opportunities. 4. Higher Education Continue to provide more efficient scholarship support for those students attending institutions of higher education. 5. Reintegration Expand reintegration services for the Muscogee Citizens returning from the Institution of Corrections. 6. Language Preservation Provide language classes to communities throughout the Muscogee Nation. 7. Head Start Education Continue to operate head start education services for Muscogee Citizens throughout the Muscogee Nation with expanded cultural and support services. 8. Career Pathway Design and implement a career pathway model for constituents seeking a career field by ensuring all managers and directors fully grasp and understand the pathways model to initiate ideas and implement programs accordingly, by ensuring that Workforce Development and Reintegration partner and collaborate to improve employment and training and access for all participants, and by requiring the TERO Program to create and implement a database for all agencies to utilize as the pathways model increases in understanding and implementation. 9. Scholarship Program Raise over $10 million dollars within a five year period to assist all Muscogee Citizens seeking education and training services. 10. College of the Muscogee Nation Continue to support and partner with the College of the Muscogee Nation in their efforts to obtain accreditation and provide academic programs and services for Muscogee citizenry. 11. Accessibility Increase access for all Muscogee secondary and post-secondary citizens by establishing a charter school for K-12 students whose jurisdiction and access will cover all of the Muscogee Nation jurisdiction, by exploring the use of the Eufaula Dormitory as a pilot project for beginning an early college high school, by collaborating with the College of the Muscogee Nation College to provide in-class, hybrid, and on-line college courses to the chartered Indian communities; and by providing a student scholarship portal for students wishing to go to college and other post-secondary institutions 12. Academic Success - Improve academic success rates for all of Muscogee secondary and post-secondary students by working with public school districts to provide language courses and other unique programs to meet the culturally-related needs of Creek The voice and perspectives of Native people occupy center stage: accounts of their own, carefully designed education systems; experiences in boarding schools; selfreflections on language, culture, and identity; and the windows of opportunity they have pried open to exercise choice in the content and process of their education. K. Tsianina Lomawaima and Teresa L. McCarthy, To Remain an Indian Submitted by Dr. Wayne Johnson Strategic Plan 34

36 students in the public schools and head start programs, by creating teacher training programs for Muscogee citizens who want to enter into early childhood and secondary teaching, and by exploring grants that can be used to implement best practices in all public and tribal schools. The American Indian is of the soil, whether it be the region of the forest, plains, pueblos, or mesas. He fits into the landscape, for the hand that fashioned the continent also fashioned the man for his surrounding. He once grew as naturally as the wild sunflowers, he belongs just as the buffalo belonged... Luther Standing Bear, Oglala Housing Goals and Objectives Strategic Goal - Insure that every Muscogee (Creek) Citizen has an opportunity for a safe and decent living environment. To attain this goal, the following objectives must be met: Act Mutual Help and Rental Units - Modernizing plus maintaining our units in a safe, decent and sanitary condition with the objectives for higher regular inspection and repair on rehab and rental units serving approximately 164 households Housing Stock - Implementing successful managing and operational procedures in an efficient manner providing necessary staff, training and supervision to allow for approximately 1,325 households. 3. Low-income Native American Homeowners - Providing best opportunities for homeowners through a Lease with Option to Purchase agreement in new construction or acquisition and through a Down Payment and Closing Cost within the State of Oklahoma. 4. Private Homeowners - Opportunities for quality improvement on substandard units, repairing and rehabilitation services, more alternative homes available when rehab not feasible. 5. Emergency Housing of the Future - Assisting more Muscogee People with mortgage payments preventing foreclosure, rental and utility payment retaining/obtaining affordable units, servicing approximately 400 units. 6. Mobile Home Transport and Set Up/Future Muscogee (Creek) Nation Owned and Operated Modular Home Building Business - Providing homeownership opportunities with families living in substandard housing, assisting renters in becoming homeowners, providing three (3) new transport and setup Mobile Homes, and owned and operated Muscogee ( Creek) Nation incubated modular home building business. 7. NAHASDA and Elderly Units - Managing and operating affordable housing, including costs of operation, eligibility and continued occupancy, providing staff, training and supervision for efficient management of units for approximately 250 units. 8. Crime Prevention - Providing and maintaining, for rental properties, 24 hour surveillance cameras for approximately 318 households. 9. NEPA and Environmental - Assuring that all housing and environmental issues are identified, and performance functions which are associated with new construction, acquisition, rehabilitation of homes, mortgage assistance, and emergency rental assistance affecting approximately 1500 housing activities, then test for lead, methamphetamine, mold and mildew completion. College of the Muscogee Nation Goals and Objectives Strategic Goal Obtain Accreditation, foster an environment of learning and teaching excellence that promotes a well-rounded educational program for student development, 35 Strategic Plan

37 and develop a college campus that reflects Muscogee culture, arts, and history adhering to the architectural design of the facilities and campus. To attain this goal, the following objectives must be met: 1. Attain Candidacy Complete the Self-Study and Site Review by HLC Consultant- Evaluators and complete interview with HLC Institutional Actions Council. 2. Attain Initial Accreditation Complete the Self-Study and site review by HLC Consultant Evaluators and complete interview with HLC Institutional Actions Council. 3. Quality Associate Degree Programs Mvskoke Emphasis Offer general education and specialized courses to ensure breadth and depth of knowledge, provide a library that encourages student research, promote the development of distance and e-learning, develop student organizations/activities to promote student involvement and retention, provide counseling and assessment services to support student well-being and development. 4. Provide Quality Instruction Provide faculty development to enhance their teaching assignments, course design will reflect the mission, and assess teaching effectiveness. 5. Campus Purchase land, design master site plan, obtain funding for construction, procure architectural services, procure construction services, construct infrastructure and facilities. Government, Administration, and Organizational Development Goals and Objectives Exhibiting Sovereignty Self-Governance-Self-Determination and Compassion Strategic Goal Operate a government and administration that is trusted and respected by the Community at-large. To attain this goal, the following objectives must be met: 1. Annual Closings and Audit - Fiscal year closings greatly impact the Nation s ability to move forward into a new funding year. Closings have been prolonged and burdensome because of the processes leading into the actual closing of the books. The objective is to shorten the closing period by placement of more capable personnel, cross trained to share burdens and responsibilities associated with the closing from a six month process to as little as a two month process. This will be accomplished by aggressively attacking all reconciliation processes and moving closure of the process to the middle of the month following the end of the fiscal year. Important results of this accomplishment will be a more timely response to program needs under the new funding year, along with a more timely publication of the Nation s Single Audit and Comprehensive Annual Financial Report. 2. Paperless processing - The Nation s accounting policies and procedures are overburdened with paper processes. Eliminating those paper processes will add speed to all processes from procurement to the production of payments. This can and will be accomplished by Requisition Portals made available to all program areas. The procedures will be tailored to a work-flow model to eliminate an estimated 75% of the paper documents submitted to the department. This process carries forward to even include the elimination of vendor checks by making vendor payments electronically. 3. Paperless payroll - This is closely related to the goal of streamlining the Nation s financial Strategic Plan 36

38 functions to include the payroll process, by the submission of electronic time-sheets. In this process is also the objective of eliminating paper payroll checks. 4. Periodic Financial Reports - Interim financials are practically non-existent, due to the capability of the financial software currently utilized. Installation of a more usable upgrade is under way. This upgrade will provide the ability to produce interim financials that take on the appearance of the Comprehensive Annual Financial Report. This capability will be accomplished within the 1st quarter of FY Sovereignty and Jurisdiction Protect the Muscogee Nation against any and all attacks on our Sovereignty and exercise applicable jurisdiction. 6. Self-Governance Continue to operate as a Self-Governance Tribal Government and expand self-governance programs and services. 7. Policy Review Review existing MCN Code, Policies, and Procedures and federal/ state policies, advocate changes in policies that have an adverse effect on the Muscogee Nation. 8. Congressional Relations Sponsor a lobbying firm to maintain congressional relations, advocate funding for Indian Rights and policy for programs. 9. Constitutional Review Sponsor public input into a review and update of the Muscogee Nation Constitution. 10. Emergency Management Upgrade emergency management, policies, and procedures for the timely reaction to any crisis or disaster. 11. Veteran Affairs Continue to provide support for our Veterans and their families. Communications/Public Relations Goals and Objectives Strategic Goal - Increase and continue to heighten a positive image, through the promotion of our Nation, programs, services, our people, culture and traditions. To obtain this goal, the following objectives must be met: 1. Increase Public Awareness- Increase the public and tribal member s awareness of programs and services through public relations campaigns. On-going and daily goal. 2. Improve departmental programs through PR - Enhance a working relationship with all the departments and educate them of Public Relations and what we can do for them to support their programs/services. Educate them by visiting their departments and taking examples of print, social and multimedia and how it can work for them. One year goal. 3. Continue to build positive image - Promote a positive image of the MCN and Chief Tiger, through aggressive PR efforts. For example: speaking engagements, press releases and appearances. Daily goal. 4. Rebuild and evaluate ad placement - Find an effective way to measure our returns from ads bought in the past and evaluate what works and what doesn t. In doing so, work closer with the vendors and research our best value. Three month to a year goal. 5. Develop a new tv program - Plans are underway to launch a new tv program that highlights Native news. Our skeletal team will host, produce, shoot, write the entire production. Launching date, October 7, 2012 or January Hot topics, features, entertainment and guests will be the lineup. We hope to build as we go and expand our news team in the first year to bring you the best and most informative news. 6. Promote Mvskoke Media Printing - Improve the quality and public awareness of this new business. Entire 2013 to build awareness. 37 Strategic Plan

39 7. Improve Mvskoke Media - Educate and improve the quality of product we put out. By the end of 2013, we hope to be self-sufficient shooting and producing our own quality commercials and documentaries. 8. More promotion - Establish an electronic newsletter to go out bi-weekly. This will be a condensed version of the newspaper and website that will be sent direct mail. 6 month to one year goal. 9. Develop a news archive - A tv and print news archive system is necessary to track down past information and history that may otherwise get lost. Work in progress, goal is by the end of 2012 to have it established. 10. Establish media contacts - Develop a working relationship with local and state media. Making personal efforts to establish a great working relationship. Work in progress. 11. Aggressive Press Release efforts - Distribute press releases internally and externally one a week promoting MCN events and happenings, leaving a constant presence in the public and media s minds. This in turn also turns into positive media coverage. Weekly goal. 12. Develop a PR Campaign in California - Develop a presence in California for the citizens there. Information that keeps citizen abroad aware of what s going on at the MCN. It does not require many words to speak the truth. Chief Joseph Tribal Employment Rights Office Goals and Objectives Strategic Goal - To fully implement a Muscogee (Creek) Nation MCN) Tribal Employment Rights Office (TERO). The strategic goals for this initiative are: 1. Legislation Implement - TERO legislation that promotes Muscogee (Creek) Nation citizenship and other Native American-owned businesses for employment and financial success that establishes the Nation s strategy for economic self-reliance. 2. Certification - Establish a procedural application process for MCN citizenship and other federally recognized tribal citizenry who may own, manage, and control a minimum of 51% of a business for certification to the MCN that ensures the MCN preference law. 3. Job Bank Policy - Establish a job bank policy that compiles a database of MCN citizenry and other federally recognized tribal citizens and establishes a skilled and unskilled labor force that promotes and ensures tribal preference in procurement, contracting, and hiring opportunities. 4. Program Promotion - Promotes the program by utilizing MCN media and other local media to advertise, recruit, and invite MCN citizens and other Federally recognized tribal citizenry to apply to the MCN and agree to institute the tribal business preference law. Strategic Plan 38

40 39 Strategic Plan A ADE, SHIRLENE PO Box 1049 Holdenville, OK Bus: Home: (405) Mobile: (918) [email protected] ALEXANDER, SAMUEL 117 W. Miami Street Broken Arrow, OK Bus: Home: (918) Mobile: (918) Bus Fax: (918) [email protected] B BARNETT, DODE Mobile: (918) BEAVER, PETE 105 West 83rd Street South Muskogee, OK Bus: Home: (918) Mobile: (918) Bus Fax: (918) [email protected] C COACHMAN, FRANKLIN Rt 4 Box 123 Okemah, OK Home: (405) Mobile: (918) Bus Fax: (918) G GREENE, JOHNNIE L East 151st South Coweta, OK Bus: Home: (918) Mobile: (918) Bus Fax: (918) [email protected] Appendix Members of the National Council H HILL, DAVID S 385th West Ave Bristow, OK Bus: Home: (918) Mobile: (918) Bus Fax: (918) [email protected] HUFFT, ROBERT 2006 W H Street Jenks, OK Bus: Mobile: (918) Bus Fax: (918) [email protected] J JOHNSON, KEEPER 807 N. Hughes Morris, OK Bus: Home: (918) Mobile: (918) Bus Fax: (918) [email protected] JONES, ADAM HC 64 Box 3866 Eufaula, OK Bus: Mobile: (918) Bus Fax: (918) [email protected] L LAGRONE, EDDIE 717 Terrace Blvd Muskogee, OK Bus: Home: (918) Mobile: (918) [email protected] M MEDINA, KARA 673 East 135th Place Glenpool, OK Bus: Home: (918) Mobile: (918) Bus Fax: (918) [email protected] N NICHOLS, DAVID 1770 S. Madison Avenue Okmulgee, OK Bus: Home: (918) Mobile: (918) Bus Fax: (918) [email protected] P PROCTOR, DARRELL RR 1 Box 28 A Hanna, OK Home: (918) Mobile: (918) Bus Fax: (918) [email protected] R RANDOLPH, MARK 827 North Orcutt Coweta, Oklahoma Home: (918) E mail: [email protected] T THOMAS, PEARL 2138 N. Okmulgee Okmulgee, OK Bus: Home: (918) Mobile: (918) Bus Fax: (918) [email protected] W WIND, LENA Rt. 3 Box 205 Okemah, OK Bus: Home: (918) Mobile: (918) Bus Fax: (405) [email protected] Y YAHOLA, THOMAS PO Box 303 Wetumka, OK Bus: Home: (405) Mobile: (918) Bus Fax: (918) [email protected]

41 Appendix Muscogee (Creek) Nation Strategic Planning Steering Committee Tribal Stakeholders Meeting List of Participants By Group Group A (House of Kings) Cherrah Ridge, Facilitator Christina Goodvoice, Reporter Group B (House of Warriors) Dr. James King, Facilitator Judy Haumpy, Reporter George Tiger Bill Dowdy John Beaver Woody Anderson Robert Bible Greg Anderson Jo Fixico Buddy York Joyce Deere Group C (Tulsa Little River Tribal Town) Sandra Peters, Facilitator Courtney Josie, Reporter Phil Booker Emmanuel Bezzell Yvonne Tiger ShaRee Hill David Dunson Pete Beaver Richard Fixico Bill Fife Dr. Pete Coser Group E (Red Sticks) Justin Giles, Facilitator Grace Bunner, Reporter Bo Colbert Edwin Marshall Sonya Lytch Alfred Berryhill Floyd Jones Sam Alexander Eddie Lagrone Nettie Harjo Robert Trepp Roger Barnett Roger Wiley Jamie Golightly James King Allen Colbert Salina Jayne Dornan Johnnie Greene Dan Kirby Group D (Wind Clan) Rhonda Beaver, Facilitator Molly Moore, Reporter Wayne Johnson Jeff Fife William Lowe Thomas Yahola Famous Marshall Edward Mouss Gary Stillwell Betty Smith Group F (White Sticks) J.D. Colbert, Facilitator Cindy Tiger, Reporter Yonne Tiger Wilson Bear Sarai Geary Seneca Smith Franklin Coachman Tony Fish Doug Scott Kevin Dellinger Dan Wilson Strategic Plan 40

42 Low Unemployment Rate Increase Interest in Culture & Language Accessibility to Technology Community Education Collaboration Safe Environment Availability of Health Service Strategic Planning Cabinet Meetings Open Door Policy Available of Tribal Information/News College of the Muscogee Nation Goal to Go Paperless Cultural Identity Language Program History Course Being Organized Non-reservation tribe Human Resources who are multi-tasked Citizens with Higher Education Degrees Chartered Communities New cooperative working relationship between the branches of government 41 Strategic Plan Appendix Muscogee (Creek) Nation SWOT Analysis Strengths, Weaknesses, Opportunities and Threats Internal Strengths Internal Weaknesses External Opportunities External Threats Inadequate Funding Very Little In-service Training Low-Level System of Information Technology Lack of Personal Interaction Outdated Policies and Procedures Not enough Collaborative Activities both internally and externally No Data Base or Needs Assessment System Youth Taking More Medicines/ Poor Health Lack of Health Programs for At-Risk Population Groups Outreach Programs for Chartered Communities Limited programs promoting wellness Grandparents Raising Grandkids Lack of Parental Role Models Children Getting Loss in the Mix/Children Raising Children Learning Styles Changing Growing Pains Increase in Diabetes/Obesity Lack of participation in Research Studies Self-reliance on tribal services Inadequate Housing Miscommunication Instant Gratification Characteristics of the Young Core Values Traditional Culture- Diminishing Values Language and Identity Increase assimilation Hybrid Cultural Lack of Internet Skills Per-Capital Land Base Diminishing Lack of printing in the language Getting away from Cultural Teachings Education New Technology Working Relationships Strengthening Communications Outreach Programs for Youth Economic Development Ceremonial Grounds Political Connections Reorganization of Inter-Tribal Council Competition Museum Better Health Care Insurance Programs for Citizens Automated Services Prevention Programs Branding and Marketing/ Changing Perception of Tribe/ Indians Community Based Businesses New employment for rural based communities Thinking Creatively and Strategically Community Partnerships Congressional Lobbying Advocating for Ourselves Becoming More Involved in State Government Consumer Education Programs for Elders/Youth Distance Education Charter Schools Diversified Tribal Economy Small Business Center Tribal Bank Increase Scholarship Funds New Businesses Authority to Tax Cultural Education Professional Planning Group with Data & Statistics Streamlining Work Flow Pharmacy in every Community Strengthening Families Starting a Men s Group Empowering Citizens/ Employees Defining Boundaries Increase Awareness Tribal Towns Baby Boomers going to need more services Elderly and Domestic Abuse Complacency Federal Funding Decreasing Dropout Rates Increasing Divorce Rate on the Rise/More Single Parents Increasing Demand for Services Duplication of Services People living longer creating increasing demand for services Breakdown of family units Drug & Alcohol Abuse Cost of Living Increasing Global Impacts Environment Loss of tribal lands Face pace of change Emergency Response Inflation Water Quality State and Federal Laws Cleanup Cost Energy Cost Climate Changes High Cost of Healthcare Agriculture Resources Quality Housing Services Child Abuse & Neglect Tribal Government Under Attack Over-dependence on gaming revenue Tribal Sovereignty Being Threatened Women Being Exploited and Abused

43 Creek Nation Foundation, Inc., Administrative/Management Team Quality Workforce Community Leaders Elders Land base Geographic Location Diversity among citizens Taking care of our people Connectivity Having a Vision Strong Culture Traditions Business Enterprises Permanent Funds Trust Land (3.2 m to 8,000 acres) Sovereignty Tribal Members Culture Presence Riverwalk Purchase Strong Revenue Stream Constitution Treaties Code of Laws Younger Educated Staff Creek Speaking Members Appendix Muscogee (Creek) Nation SWOT Analysis Strengths, Weaknesses, Opportunities and Threats Internal Strengths Internal Weaknesses External Opportunities External Threats Contradictory Legislation AG Opinions Interpretation of Laws Cookie Cutter Model Coordination of Services Getting out into the Communities Lack of a Strategic Plan Relationships with State Media Red Tape Outdated Laws Central Location for Information Updating Records Transparency Professionalism Lack of Standards Lack of Roles & Responsibility Consultants Integrated Data Base Jealousy Accreditation Solid Business Plans Only One Source of Revenue- Gaming Grant Writing Abilities Inadequate Planning Department Lack of Base Studies No TERO Program Dialect Different Diminishing Traditional Identity Supporting Tribal Towns Inter-tribal cooperation Utilizing Networks Individual Entrepreneurship Ability to Levy Taxes Self-Governance Chartered Communities Maximize Buying Power Joints Ventures with other governments/tribes/private businesses Capping Product Liability Tourism Development Industrial Park Development Truck Farming/Organic/Sod Farming Selling Produce at Local Level Wood Chips-Fertilizer Organic Compost/Tree Trimming and Creating More Jobs Banking Riverwalk Purchase Expand Self-Governance Programs Probate Services/Wills/Estate Planning Update Court System and Circuit Court Media perception of tribes Competition with other tribes for funding Wannabes Water Rights Federal Court Cases Compact Negotiations with the State Federal Indian Education Funding Cuts Unfair treatment in funding Disreputable Businesses Loss of Language Assimilation Records Storage from Natural Disasters Federal Indian Policy State/Local Policy BIA Federal Guidelines Strategic Plan 42

44 The Government of The Muscogee (Creek) Nation Organizational Chart Constitution and Statutes Legislative Branch Judicial Branch Executive Branch Office of Principal Chief Statutory Agencies Department of Justice Constitutional Agencies Department of the Treasury Department of the Administration Cabinet for the Office of Principal Chief Department of Health Department of Housing Department of Community & Human Services Department of Commerce Department of Education & Training Department of Interior Affairs 43 Strategic Plan

45 Strategic Control Performance Measures and Accountability Report Card There are a number of key outcomes to achieve which are pervasive and require a nation-wide commitment and team effort. Following are the critical measures which will be monitored as indicators of progress toward our strategic goals over the next four years, starting 2012 and ending MEASURES MEETS BENCHMARK EXCEEDS BENCHMARK DOES NOT MEET BENCHMARK Citizenship satisfaction with services - An increasing number of citizens will provide a rating of satisfactory or above for programs and services. Improve graduation rate by all student groups - The graduation rate of all student groups will improve on an annual basis. Extent commitment to being a high performance organization - Creative solutions will be continuously pursued to meet challenges and improve productivity. Transparency - At least once every year, each unit will publish an annual performance report which assesses accomplishments in the terms of the unit s approach and results. Strategic Plan 44

46 MEASURES MEETS BENCHMARK EXCEEDS BENCHMARK DOES NOT MEET BENCHMARK Health Care - The health care system will be fully accredited, health promotion programs will be in place, third-party collections will increase by 25%, over $25 million dollars of health care facilities will be constructed and in operation, health information data will be electronic, patient appointments will be made within two weeks of the request, and contract health care dollars will increase on an annual basis. Community and Human Services - All client requests for social services will be met for eligible applicants, 100% of the Chartered Communities will be fully functional and implementing a Community Plan, Child Care service needs will be met, a decline in clients will be the experience for the Children & Family Services Program, and the Food Distribution Program. 45 Strategic Plan

47 MEASURES MEETS BENCHMARK EXCEEDS BENCHMARK DOES NOT MEET BENCHMARK Student Scholarships and Support 100% of the Muscogee Citizens requesting scholarship support will be funded and no Muscogee Citizen will owe on Student Loans. Language and Cultural Education Twenty-five percent of the Citizenship population will have participated in at least one Muscogee Language Class and 100% of all the employees will have completed a Cultural and History course on the Muscogee Nation. Workforce Development- New initiatives for creating a Career Pathway and a Workforce for the Muscogee Nation will be in place. Reintegration-100% of the participants of the Reintegration program will report a successful lifestyle. Charter School A Charter School Program will be in place. Strategic Plan 46

48 MEASURES MEETS BENCHMARK EXCEEDS BENCHMARK DOES NOT MEET BENCHMARK Realty Services The time for processing probates will decrease to a six month period, 100% of all Muscogee Property will be in trust, 100% of all natural and mineral resources will be productive. Transportation Over $25 million of new roads will be constructed in rural areas in the Muscogee Nation and a comprehensive transit program will be in place and operating. Facilities Over $50 million new facilities will be constructed to house administrative activities, programs, and economic development projects. Water A source of water supply will be in place for all rural communities in the Muscogee Nation. Agriculture All agriculture projects will be productive and profitable. Fish and Wildlife A fish and wildlife management program will be in place. 47 Strategic Plan

49 MEASURES MEETS BENCHMARK EXCEEDS BENCHMARK DOES NOT MEET BENCHMARK Annual Budget and Audit The annual comprehensive plan will exceed $300,000,00 and the annual audit will reveal 100% compliance. Employment Over 500 new jobs will be created over a four-year period and the Nation will employ over 5,000 people annually. Business Development New businesses will be created providing nongaming jobs, a Small Business Development Center will be in place, and all tribal owned businesses will have a positive bottom line. Housing A housing needs assessment will indicate that the needs have declined and that over 50% of all Muscogee Citizens own their home. Strategic Plan 48

50 MEASURES MEETS BENCHMARK EXCEEDS BENCHMARK DOES NOT MEET BENCHMARK College of the Muscogee Nation The College will be fully accredited, the student retention and graduation rate will increase and graduates will be obtaining jobs in their field of study. Land Use and Master Site Plans A land use plan will be place and master site plans on all the land being utilized for governmental services and recreational or business activities will be on file. Sovereignty and Jurisdiction A document will be in place documenting the goals and objectives that reflect sovereignty and jurisdictional rights and issues will be in place. Information Technology and Data Base Management Work processes will be paperless and a comprehensive data base system will be in place. 49 Strategic Plan

51 References Creek Nation Base Studies, 1975 Integrated Resource Management Plan, 2011 College of the Muscogee Nation, Self-Study Report, 2012 The Road to Disappearance, Debo, Angie, University of Oklahoma Press, 1941; page 96 Indians of the Southeast Then and Now, Burt, Jesse and Ferguson-;-Roberts, Abingdon Press, Nashville and New York, 1973; page 179 Historical Atlas of Oklahoma, Morris, John W., McReynolds, Edwin C., University of Oklahoma Press, Norman; page 17 ibid; page 54 Strategic Plan 50

52 Muscogee (Creek) Nation