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
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
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
Table of Contents Message from the Principal Chief..... 01 Acknowledgments....... 02 Preface........ 03 1.0 Introduction: The Planning Process 1.1 Need for a Strategic Plan..... 05 1.2 How the Plan was Developed..... 05 2.0 Muscogee Nation 2.1 Past and Present Location..... 09 2.2 Difficulties in Indian Land Ownership... 10 2.3 Cultural Characteristics..... 11 2.4 Cultural Sites....... 13 2.5 Social Characteristics Historical Background.. 13 2.6 Historical Overview of Muscogee Tribal Government. 15 2.7 Development of the Muscogee Government... 16 2.8 Current Authority, Structure, Organization and Services. 17 2.9 Summary of Internal Strengths and Weaknesses.. 19 3.0 The External Environmental Scan Forces and Factors 3.1 The External Environment National Situation and Trends. 20 3.2 The Operating Environment Tribal Situation and Trends. 24 3.3 Summary of External Opportunities and Threats.. 27 4.0 Vision, Mission and Core Values 4.1 Vision........ 28 4.2 Mission....... 28 4.3 Core Values....... 28 5.0 Strategic Goals and Objectives 5.1 Commerce and Economic Development... 29 5.2 Land-Natural Resources-Cultural Preservation-Special Services 31 5.3 Community and Human Services.... 32 5.4 Health Care....... 33 5.5 Education & Training...... 34 5.6 Housing....... 35 5.7 College of the Muscogee Nation.... 36 5.8 Government, Administration, and Organizational Development 36 Appendix A. Members of the National Council.... 39 B. Strategic Planning Steering Committee... 40 C. SWOT Analysis...... 41-42 D. Organizational Chart...... 43 E. Strategic Control Perf. Measures and Accountability Chart 44-49 F. References....... 50 Strategic Plan 04
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
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, 2012. 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
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,
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
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 1836-37 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 1899. 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
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 1887. 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
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
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
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
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 1856. 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
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 1840. 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
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
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 1707. 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 1867. Oklahoma became a state in 1907. 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
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