1. The authority to establish and dissolve councils and committees as needed should be included in the by-laws:
   1. For ongoing, major activities establish standing committees;
   2. For short-term activities, establish ad hoc committees that cease when the activities are completed. Ad hoc committees are also formed for other specific transient purposes, and dissolved upon completion of the task.
2. Establish committees when it's apparent that issues are too complex and/or numerous to be handled by a council.
3. Committees are vehicles for parceling out the council’s work and removing the more mundane tasks from the full council’s consideration. For example:
   1. Policy issues should be considered at the council level, councils may be asked by the Headsmen Council to initiate development of a policy for approval by the Headsmen Council;
   2. Procedures should be addressed at the committee level, committees may be asked to recommend procedures for approval by a council;
   3. special events, projects, etc are best hammered out at the subcommittee level.
4. Committees do not supplant responsibility of council members, but rather, they enable council members to make full use of their expertise, time and commitment, and ensure diversity of opinions on the council.

1. Committees help the various councils of the Society to conduct business.
2. Committees may fulfill one of four purposes: administration (the regular business of the organization), liaison work, study, or projects.
3. Ensure the committee has a specific charge or set of tasks to address, and ensure that members understand the committee's charge.
4. Committees may meet weekly, biweekly, monthly, or on an as-needed basis.
5. Minutes should be recorded and a copy submitted for review at the next council meeting .

1. Committee chairs are often appointed by the chair of the relevant council; consider asking committees members for a volunteer to serve as committee chair.
2. Organize and delegate the responsibilities of the committee among its members
3. At each meeting of the council to which a committee reports, the chair of that committee shall report on the committee's work since the previous meeting of that council.
4. Maintain file(s) of Committee's activities
5. Pass on files and materials to the next committee chair at the end of their term in office.

1. Committees offer the individual an opportunity to contribute specific talents and expertise, or to follow their specific interests.
2. Committees serve as training grounds for members of the Society to take on positions of increasing responsibility.
3. Encourage members of the Society to volunteer to serve as members of the committee; but, don't have a member on more than two committees.

The Audit and Inspection Council has the overall general responsibility and authority to perform regular, independent audits of all of the Society's policies, procedures, operations and activities within the parameters of federal, state, and local law, the Society’s Certificate of Formation, Bylaws, policies and procedures, and generally accepted practices appropriate to the area or topic under audit or review. This Council will also be responsible for:

1. Evaluating the performance of all officers and committee chairs.
2. Convening and conducting administrative hearing regarding violations of the codes of conduct, ethics and conflict of interest proceedings by officers, committee chairpersons, and/or members.

The Audit and Inspection Council is composed of the Inspector General, the Sergeant-at-Arms, and the chairpersons of the standing committees of this council.

The Audit and Inspection Council and its committees and subcommittees shall be accountable directly to the Members and shall not report to any other council, committee, or officer of the Society.

1. Audit Committee
   1. Plans, performs and supports annual reviews of the Society's financial policies, procedures, operations and activities regarding the safeguarding of any and all assets of the Society;
   2. Performs semi-annual budget audits;
   3. Performs internal audits of all periodic financial reports;
   4. Responsible for selecting and recommending a CPA to the Executive Council for an annual audit of the books, or if not financially feasible, performing the audit itself; and,
   5. Performs such other duties with such responsibilities and authorities as may be designated by the Audit and Inspection Council.
2. Ethics Committee
   1. Develops and applies guidelines for ensuring ethical behavior and resolving ethical conflicts;
   2. Performs independent investigations of claims of non-compliance with federal, state, and local law and with the Society’s Certificate of Formation, Bylaws, policies and procedures;
   3. Serves as an impartial investigative body for codes of conduct, ethics and conflict of interest proceedings; and,
   4. performs such other duties with such responsibilities and authorities as may be designated by the Audit and Inspection Council.
3. Inspection Committee
   1. Plans and supports audits of all major functions, e.g., organization, finances, operations, etc. ensuring the sound evaluation of outcomes, goals, data, analysis and recommending resulting adjustments;
   2. responsible for internal audits of administrative documents and statements;
   3. responsible for selecting and recommending an attorney to the Executive Council for an biannual review of the Bylaws, policies and procedures, and other administrative documents of the Society, or if not financially feasible, performing the review itself.; and,
   4. performs such other duties with such responsibilities and authorities as may be designated by the Audit and Inspection Council.

The Executive Council has the overall general responsibility and authority for coordinating and planning the general day-to-day activities of the Headsmen Council. This Council will:

1. Act on behalf of the Headsmen Council during on-demand activities that occur between meetings, and these acts are later presented for full Headsmen Council review (but shall not supplant the work of the full Headsmen Council).
   1. Prepare Headsmen Council meeting agendas
   2. Plan Headsmen Council’s work and make committee assignments
   3. Handle emergency or interim situations
2. Have the authority to appoint a member to fill a vacancy on the Headsman Council for the remainder of any unexpired term.
3. Support, review, and monitor the planning process
4. Give counsel regarding key people including:
   1. Selection
   2. Opportunity
   3. Identity
   4. Development
   5. Equity
5. Be future oriented
6. Be vision driven
7. Dedicating time for definition and analysis of major opportunities and problems
8. Dedicating time for evaluation of key programs, ideas, events, etc.

The Executive Council is composed of the Elder, Headsmen, Operations Officer, Administrative Officer, Logistics Officer, Inspector General, Quartermaster and Sergeant-at-Arms, as required by the Bylaws. The Elder shall not vote except to cast the deciding vote in the event there is a tie.

The Executive Council and its committees and subcommittees shall be accountable directly to the Headsmen Council and shall not report to any other council, committee, or officer of the Society.

1. Council and Committee Development Committee

   The Council and Committee Development Committee shall ensure effective processes, structures and roles of all councils and committees of the Society, including planning, development, training, and evaluation.

2. Elections and Bylaws Committee

   The Elections and Bylaws Committee is responsible for conducting all elections, maintaining paper and electronic mailing lists, and for proposing amendments to the Bylaws

3. Nominations Committee
   1. This standing committee is responsible for the nomination and development of new Headsmen Council members. Continuously develop a list of potential Headsmen Council members, gathering information regarding their qualifications and preparedness to serve. Prepare the nominations for consideration by the Headsmen Council. Be prepared to bring a list of carefully selected nominees to the Headsmen Council whenever a vacancy occurs.
   2. Arrange and oversee the orientation and training of new Headsmen Council members
   3. Supervise the Headsmen Council’s training activities
   4. Alert Headsmen Council members to other volunteer training opportunities in the community
   5. Provide appropriate recognition to members of the Headsmen Council.
   6. Plan annual Headsmen Council retreats or other Headsmen Council educational events
   7. Review the vitality, effectiveness and appropriateness of the Headsmen Council’s functioning, and make recommendations for change.
   8. Encourage members to evaluate their own performance.

The Operations Council has the overall general responsibility and authority for managing the general day-to-day activities, programs, and projects of the Society.

1. Chaplains' Committee
   1. offers care particular to the spiritual needs of the entire Society community: members, auxiliary members, their families and guests, including, but not limited to.
      1. scheduling individual Chaplains to be available and present to offer invocations at all meetings, special events, and as otherwise appropriate
      2. coordinating, planning and scheduling an individual Chaplain to conduct traditional Native American rites, rituals and ceremonies.
      3. coordinating the volunteer endeavors of the membership to visit members who are in a hospital or who are ill or recovering at their home.
      4. scheduling an individual Chaplain to officiate, when requested, at funerals and to provide pastoral and spiritual services to the bereaved families of deceased members of the Society
   2. works as a team:
      1. to provide a model of interfaith cooperation and respect;
      2. to give more efficient service than is possible individually.
   3. acts as a theological resource and to encourage thoughtful reflection and dialogue about the basis of individual faith and community life through an openness to all truth, and through dialogue with others in the community.
   4. establishes and administers talking circles for the purpose of assisting both individuals and groups in the process of growth by sharing.
   5. works co-operatively and supportively with the programs of the Service Committee.
   6. fosters and maintains relationships with religious organizations, denominations and faith communities.
   7. assists the Society in relations with the community in respect to religious and spiritual matters.
   8. coordinating the identification and recording of the location of graves of Native American warriors and inspiring the Society to its full duty in seeing that graves are decorated on Memorial Day.
2. Service Committee
   1. Guides development of service delivery mechanisms; may include evaluation of the services;
   2. serves as a link between the Society and the program staff regarding the program's activities; and,
   3. performs such other duties with such responsibilities and authorities as may be designated by the Headsmen Council and/or Executive Committee.
3. Education and Outreach Committee
   1. The education and outreach committee is responsible for the planning and execution of educational and outreach projects to the members and the Society's community; and,
   2. performs such other duties with such responsibilities and authorities as may be designated by the Headsmen Council and/or Executive Committee.
4. Special Events and Special Project Committees
   1. Special Events and Special Project Committees are responsible for the planning and execution of:
      1. community services
      2. major fundraising events
      3. special events for members and their family and guests
   2. To facilitate events, the Committee:
      1. Co-ordinates with the Public Affairs Officer on advertising and promotion of events;
      2. Organizes Society-wide participation;
      3. Organizes and distributes literature and information about the Society and, when and where appropriate, conducts the the sale of promotional items; and,
      4. Sets up and breaks down events;
   3. The Committee shall also perform such other duties with such responsibilities and authorities as may be designated by the Headsmen Council and/or Executive Committee.

The Budget and Finance Council is responsible for studying and making recommendations to the Headsmen Council relating to all aspects of financial planning, management, and results and such other areas as may be deemed appropriate and necessary by the Headsmen Council. This Council will:

1. formulate recommendations of new and/or improved financial procedures;
2. oversee investments, endowments, and capital programs, if appropriate;
3. Oversee development of the budget;
4. ensure accurate tracking/monitoring/accountability for funds;
5. ensure adequate financial controls; often led by the Corporate Treasurer; and,
6. review major grants and their associated terms and conditions.

1. Budget Committee
   1. Plans, assembles, and produces the annual budget of the Society;
   2. assembles, prepares and distributes monthly budget compliance reports
   3. cooperates in the semi-annual and annual budget audits;
2. Fundraising and Resource Development Committee
   1. Oversees development and implementation of the Fundraising Plan;
   2. identifies and solicits funds from external sources of support to enable the organization to conduct its business. Appropriate types of fundraising include soliciting donations, grants, fundraising events, corporate donations, etc.
   3. The broader term development encourages consideration of ways to finance an organization beyond charitable solicitations, and the term resource encompasses more than cash donations. This includes goods, equipment, donated services, etc.
   4. 
      Subcommittees of the Fundraising and Resource Development Committee
      1. Grant Subcommittees
         A Grant Subcommittee shall be convened on an as-needed basis. Each Grant Writer shall serve as the chairperson of their subcommittee.
         
         The Grants Subcommittee will:
         1. Through interviews and other means, gather information that will easily allow the subcommittee to grasp the concept of a project or program for which funding is sought as defined by the person responsible for carrying it out.
         2. Acquire and maintain sound knowledge and understanding of the organization, and use that knowledge and understanding to better comprehend all projects and programs for which grants will be sought and to recommend the seeking of grants.
         3. Research grant-making organizations and analyze them to identify likely funding sources for specific projects and programs.
         4. Compile, write, and edit all grant applications exhibiting strong expository writing skills and a high-level command of grammar and spelling.
         5. Review the budget of a project or program for which funding is sought and make recommendations to better present it to grant-making organizations.
         6. Develop individual grant proposals in accordance with each grant-making organization?s preferences and follow exactly each grant-making organization's guidelines.
         7. Keep in contact with grant-making organizations during their review of a submitted grant application in order to be able to supply additional supportive material.
         8. Manage the process of supplying progress reports when required by a grant-making organization that has funded a project or program.
      2. Marketing Subcommittee

         Oversees development and implementation of the Marketing Plan, including identifying potential markets, their needs, how to meet those needs with products/services/programs, and how to promote/sell the programs

The Logistics Council is responsible for studying and making recommendations to the Headsmen Council relating to all aspects of membership, public relations, supply, and such other areas as may be deemed appropriate and necessary by the Headsmen Council.

1. Membership Committee
   1. Policies and Procedures:
      1. recommends policies, procedures, and initiatives to assure a growing and vital membership organization.
      2. recommends strategies for enhancing the membership in in the Society both numerically and qualitatively.
   2. Identifying Nonmember Needs and Perceptions including:
      1. Gathering information on and analyzing the needs and perceptions of non-members about the Society.
      2. Recommending ways to meet these needs to attract non-members to join
   3. Increasing Membership:
      1. Recommending means for increasing the Society''s membership base by developing new and creative ideas for attracting and retaining membership;
      2. Develop guidelines for accepting affiliate memberships and the benefits for the fee charged to these membership.
      3. To develop a marketing strategy for recruiting new members.
   4. Processing Applications:
      1. provide information and applications for membership to prospective members
      2. Accepting, reviewing and making an initial determination on approval or rejection of new member applications;
      3. Submitting all applications, support documents and initial determination recommendations to the Executive Committee for further action.
   5. Welcoming New Members:
      1. Recommending ways to acknowledge new members and to encourage participation in events, projects, and other activities.
   6. Membership Service:
      1. Identifying the needs of members and recommending the development of services to meet those needs.
   7. Administrative Service:
      1. maintain the database of members’ names, full contact information, positions held, and dues payment status, and such other information as deemed appropriate and necessary.
      2. prepare a current list of the membership for official uses as needed
      3. provide mailing labels as needed for distribution of materials
   8. Keeping Membership Informed:
      1. Recommending ways to make prospective and current members aware of the resources, services, and membership benefits.
      2. To develop retention strategies for existing members.
2. Community and Public Relations Committee

   The community and public relations committee oversees the organizations relations with other community groups and in general ensures that the organization assumes a coordinated approach to the resolution of community problems.

   The community and public relations committee will:
   1. Recommend policies for:
      1. Access to other agencies in the community
      2. Communication techniques
      3. Planning collaborative activities with other groups
      4. Monitoring the organization’s representation at major community events or public hearings
   2. Direct responsibility for:
      1. Setting public relations goals
      2. Identify stakeholders for targeted messages
      3. Direct demographic research on the organization’s constituency
      4. Maintain website
      5. Access the media
      6. Advise on contracting with advertising agencies and public relations counsel for major events and special campaigns
      7. Review and evaluate the impact of the organization’s publicity
      8. Be alert to organizational problems that may require sensitive interpretation
      9. Work to insure the organization enjoys a good public image
3. Supply Committee
   1. Responsible for the budgeting and purchase of all equipment.
   2. Establish and maintain an inventory of all supplies and materials.
   3. surveying users regarding equipment needs; coordinating use of existing equipment and facilities; planning for future needs; and assisting in preparing budget requests for equipment and hardware.
   4. The Equipment Committee shall be responsible for the maintenance and safe storage of all equipment; make recommendations for purchase of new equipment and disposal of obsolete equipment; limit equipment loan strictly to members.