jamestown s’klallam tribe emergency … · iii preface this document serves as the emergency...

004310-0001-01

Prepared by

Global Environmental Specialists

ecology andenvironment, inc.

Prepared for

Jamestown S’Klallam Tribe1033 Old Blyn Hwy Sequim, WA 98382

Jamestown S’Klallam Tribe

EMERGENCYMANAGEMENT

STRATEGIC PLAN

004310-0001-01

Jamestown S’Klallam Tribe EMERGENCY MANAGEMENT STRATEGIC PLAN

September 2013

Prepared for:

Jamestown S’Klallam Tribe 1033 Old Blyn Highway

Sequim, Washington 98382

Prepared by:

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This document was prepared under a grant from the United States Department of Homeland Security Emergency Management Performance Grant administered through the Washington State Military Department. Points of view or opinions expressed in this document are those of the authorities and do not necessary represent the official position or policies of the U.S. Department of Homeland Security or Washington State Military Department.

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Preface

This document serves as the Emergency Management Strategic Plan for the Jamestown S’Klallam Tribe (Tribe) for the next five years. The purpose of developing this plan is to implement an integrated systems approach to emergency management and continuity of operations that will assist the Tribe not only in preparing to respond to emergencies, but in identifying opportunities to mitigate risk and prevent loss; and in establishing continuity of operations and recovery strategies for all types of emergencies.

Engaging in an integrated and coordinated emergency management–related tasks provides the Tribe and Tribal personnel with a number of benefits including:

■ Reduced vulnerability and exposure to future crisis and emergency events.

■ Protection of life, property, the environment, essential services, and critical Tribal facilities.

■ Diminished post-emergency economic hardship for the organization and its Tribal staff.

■ Reduced short-term and long-term recovery and reconstruction costs.

■ Quicker resumption of Tribal functions.

■ Increased cooperation and communication within the organization and its personnel through the planning process, training, and exercising.

Address recommendations for improvements or comments concerning this document to:

Annette Nesse Chief Operating Officer

Jamestown S’Klallam Tribe 1033 Old Blyn Hwy Sequim, WA 98382

[email protected]

Jamestown S’Klallam Tribe Emergency Management Strategic Plan Preface

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Plan Administration

The Chief Operating Officer will coordinate review, revision, and re-approval of this plan whenever changes occur, such as lessons learned from exercises or actual events.

Record of Plan Changes

All updates and revisions to the plan will be tracked and recorded in the following table. This process will ensure that the most recent version of the plan is disseminated and implemented by appropriate personnel.

Date Change No. Department Summary of Change

Jamestown S’Klallam Tribe Emergency Management Strategic Plan Plan Administration

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Plan Distribution List

Copies of this plan will be made available to the following jurisdictions, agencies, and persons electronically, unless otherwise indicated. Updates will be provided electronically, when available. Recipients will be responsible for updating their plan when they receive changes. The Chief Operating Officer is ultimately responsible for dissemination of all report updates.

Date No. of

Hard Copies Jurisdiction/Agency/Title Tribal Council Members 1 Tribe Chief Executive Officer 1 Tribe Facilities Manager Tribe Information Systems Director Tribe Natural Resources Director Tribe Health Services Director Tribe Chief Financial Officer 1 Tribe Chief Operating Officer Tribe Human Resources Director 1 Tribe Planning Director Tribe Social and Community Services Director JST Economic Development Executive Director 1 Clallam Fire District 3 Chief 1 Clallam County Emergency Management

Undersheriff Clallam County Sheriff 7 Cedars Resort Manager

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Table of Contents

Preface ..................................................................................... iii

Plan Administration ................................................................. v

Table of Contents .................................................................. vii

List of Tables and Figures ..................................................... ix

1 Introduction ................................................................. 1-1 1.1 General .................................................................................... 1-1 1.2 Mission ..................................................................................... 1-1 1.3 Goal ......................................................................................... 1-1 1.4 Objectives ................................................................................ 1-1 1.5 Limitations ................................................................................ 1-2

2 Emergency Management Overview ........................... 2-1 2.1 General .................................................................................... 2-1 2.2 Emergency Management–Related Organization and

Responsibilities ........................................................................ 2-1 2.2.1 Tribal Council ........................................................................... 2-2 2.2.2 Chief Executive Officer ............................................................ 2-2 2.2.3 Chief Operations Officer .......................................................... 2-2 2.2.4 Public Health, Safety, and Emergency Committee .................. 2-3 2.2.5 Responsibilities of All Departments ......................................... 2-3

3 Strategic Goals ............................................................ 3-1 3.1 General .................................................................................... 3-1 3.2 Goal 1: Tribal Personnel Preparedness ................................... 3-1 3.3 Goal 2: Emergency Management Planning ............................. 3-1 3.4 Goal 3: Mitigation ..................................................................... 3-2 3.5 Goal 4: Communication and Warning ...................................... 3-2 3.6 Goal 5: Resource Management ............................................... 3-3 3.7 Goal 6: Information Technology ............................................... 3-3 3.8 Goal 7: Mutual Aid ................................................................... 3-3

A Implementation Plan .................................................. A-1

B Emergency Management Capabilities Assessment Checklist ............................................... B-1

Jamestown S’Klallam Tribe Emergency Management Strategic Plan Table of Contents

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ix

List of Tables and Figures

Tables Table 3-1 Preparedness Objectives .................................................. 3-1

Table 3-2 Program Management Objectives ..................................... 3-1

Table 3-3 Mitigation Objectives ......................................................... 3-2

Table 3-4 Communication and Warning Objectives .......................... 3-2

Table 3-5 Resource Management Objectives ................................... 3-3

Table 3-6 Information Technology Objectives ................................... 3-3

Table 3-7 Mutual Aid Objectives ....................................................... 3-3

Figures Figure 2-1 Emergency Management–Related Organization Chart ..... 2-1

Jamestown S’Klallam Tribe Emergency Management Strategic Plan List of Tables and Figures

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1 Introduction

1.1 General This Emergency Management Strategic Plan (Strategic Plan) represents a mission, goal, strategies, and outcomes that the Jamestown S’Klallam Tribe (Tribe) will strive to achieve in order to protect its personnel, facilities and citizens in an emergency or disaster. This Strategic Plan takes into account our evolving understanding of emergency preparedness in terms of capabilities; the important role preparedness plays in protection of people, property, and the environment; and the demonstration of continuous learning and quality improvement.

1.2 Mission To become an emergency-resilient Tribal governmental facility where Tribal leadership, Tribal citizens, and Tribal personnel work in collaboration with the local community, businesses, and local governments to implement appropriate hazard mitigation strategies, prepare for hazards and emergencies they cannot mitigate, and establish effective response and recovery systems.

1.3 Goal To protect the Tribe’s personnel, assets, and resources by facilitating the coordination and integration of activities necessary to build, sustain, and improve the Tribe’s ability to mitigate against, prepare for, respond to, continue operations during, and recover from natural, technological, and human-caused emergencies.

1.4 Objectives The objectives of this plan are to:

■ Employ an all-hazards approach for mitigation, preparedness, response and recovery. It is recognized that effective planning, training, and equipping of personnel is beneficial in addressing a myriad of situations.

■ Enhance capabilities through organizational development, planning, training, and exercising. Continue with ongoing efforts to provide quality planning, training, and exercise assistance to those responsible for prevention and emergency response and recovery.

■ Address Tribal governmental resiliency by balancing environmental, social, and economic goals combined with understanding of short- and long-term risks and vulnerabilities.

Jamestown S’Klallam Tribe Emergency Management Strategic Plan 1. Introduction

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■ Ensure that strategies are measurable.

■ Utilize new technologies to make the emergency management initiatives more efficient and effective. As new technologies become available, they will be assessed and incorporated into the objectives and implementation steps for the Tribe’s emergency management strategy.

■ Enhance overall all-hazards emergency preparedness, mitigation, and response.

■ Continuously leverage and improve upon existing information systems and, when necessary, implementing new systems to enhance capability and capacity to gather and share information and produce actionable emergency resilience.

■ Protect the Tribe’s physical infrastructure from natural and human-caused hazards and threats.

■ Continuously enhance the Tribe’s emergency preparedness capability and capacity.

■ Protect the Tribe’s critical governmental assets to ensure operational continuity.

■ Strive for multi-dimensional communications redundancy to ensure multiple modes of communications after an event.

■ Ensure adequate funding for sustainment emergency management strategies that will assist the Tribe not only in preparing to respond to emergencies, but in identifying opportunities to mitigate risk and prevent loss; and in establishing continuity of operations and recovery strategies for all types of emergencies.

1.5 Limitations This Strategic Plan was developed by looking at existing plans and practices, facilities, capabilities, and legal and agency requirements. Strategic planning is not a substitute for analysis, judgment, leadership or overall management, but is a dynamic document that should be revisited regularly. This Strategic Plan does not attempt to plan for emergency management–related activities for all Tribal citizens, but rather attempts to view everything the Tribe does in relation to the emergency management–related mission and goals for the Tribe’s facilities and personnel.

Return to Table of Contents

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2 Emergency Management Overview

2.1 General The Tribal Council and Tribe’s Chief Executive Officer will provide leadership to the Tribe’s emergency planning efforts in a manner that builds capacity while promoting economical and sustainable emergency resilience practices. The key to success is the development of a collaborative and cooperative environment in which personnel and mutual aid partners can work toward the development of solutions to the emergency management-related problems facing the Tribe.

2.2 Emergency Management–Related Organization and Responsibilities

Figure 2-1 Emergency Management–Related Organization Chart

Trib

al C

ounc

il

Chief Executive Officer

Chief Operations Officer

Public Health, Safety, and Emergency

Committee

Office of the CEO

Administration Department

Planning Department

IT Department

Human Resources Department

Natural Resources Department

Health Department

Social & Community Services Department

Economic Development Authority

Jamestown S’Klallam Tribe Emergency Management Strategic Plan 2. Program Organization and Responsibilities

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2.2.1 Tribal Council The ultimate responsibility for policy, budget and organizational direction for the Tribe is borne by the Tribal Council. During emergencies, this responsibility includes issuing policy statements as needed to support actions and activities of recovery and response efforts. General responsibilities of the Tribal Council include:

■ Supporting the overall preparedness program in terms of its budgetary and organizational requirements.

■ Establishing emergency management authority by policy directive.

■ Disaster declaration.

■ Acting on emergency funding needs.

2.2.2 Chief Executive Officer The Chief Executive Officer is responsible for the continuity of the organization, overall direction of emergency operations as it relates to Tribe, and approving dissemination of public information, including the following tasks:

■ Ensuring that all departments develop, maintain, and exercise their respective standard operating procedures and other emergency plans.

■ Ensuring that the Tribe’s emergency operations continuously work toward the strategic goals outlined in this plan.

■ Supporting the overall preparedness program in terms of its budgetary and organizational requirements.

■ Implementing the policies and decisions of the Tribal Council.

■ Ensuring that plans are in place for the protection and preservation of the Tribe’s records.

2.2.3 Chief Operations Officer The Chief Operations Officer has the day-to-day responsibility for overseeing emergency preparedness–related activities. The Chief Operations Officer works with the Public Health, Safety, and Emergency Committee (formerly known as Public Health and Safety Committee) to ensure that there are unified objectives with regard to the organization’s emergency plans and activities, including coordinating all aspects of the organization’s capabilities.

The Chief Operations Officer coordinates all components of the emergency preparedness activities. In particular, the Chief Operations Officer is responsible for:


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■ Coordinating the planning and general preparedness activities of the organization and maintenance of emergency plans.

■ Coordinating tasks related to the strategic goals outlined in this plan to ensure their continued completion.

■ Analyzing the emergency skills required and arranging the training necessary to provide those skills.

■ Keeping the Tribal Council apprised of the organization’s preparedness status and anticipated needs.

■ Serving as day-to-day liaison between the Public Health, Safety, and Emergency Committee and Tribal Council.

■ Ensuring that vehicles, equipment and supplies are available and in ready condition in accordance with standard operating procedures.

■ Maintaining liaison with mutual aid partners and the County as appropriate.

2.2.4 Public Health, Safety, and Emergency Committee The Public Health, Safety, and Emergency Committee consists of the Chief Operations Officer and a representative from each of the departments. General responsibilities of the Public Health, Safety, and Emergency Committee related to emergency management include:

■ Developing, planning, and training to learn internal policies and procedures for meeting response and recovery needs safely.

■ Making staff available to participate in training and exercise to develop and maintain the necessary capabilities, as well as clearly reinforcing preparedness expectations.

■ Participating in the development and completion of the strategic goals outlined in this Emergency Management Strategic Plan.

2.2.5 Responsibilities of All Departments General responsibilities of the all departments include:

■ Establishing an ongoing line of succession of authority for each department.

■ Developing alert and notification procedures for personnel.

■ Developing operating guidelines to implement assigned duties specified by the emergency plans.


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■ Identifying critical functions and developing procedures for maintaining and/or reestablishing services provided to Tribal staff.

■ Developing and implementing procedures for protecting vital records, materials, and facilities.

■ Promoting family preparedness among employees.

■ Dedicating staff time for preparedness training and participation in exercises.


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3 Strategic Goals

3.1 General For each of the goals outlined below, objectives are listed to facilitate a strategic path to reach those goals. See Appendix A for the Implementation Plan that outlines action items to be accomplished.

3.2 Goal 1: Tribal Personnel Preparedness Enhance Tribal personnel’s ability to recover from major emergencies or disasters by ensuring that they are prepared through education, training, exercises, and outreach activities.

Table 3-1 Preparedness Objectives Objective Description

1.1 Take proactive steps to protect the health of all Tribal personnel on campus and visitors against the devastating effects of a major emergency or disaster.

1.2 Assess necessary and available knowledge and skill sets among personnel to determine education and training needs.

1.3 Strengthen Tribal personnel preparedness through online and/or classroom style educational programs and outreach activities.

1.4 Strengthen Tribal personnel preparedness through tabletop, functional, and/or full-scale exercises.

3.3 Goal 2: Emergency Management Planning Ensure strong and ongoing emergency management planning through development, reviews, and updates of policies and authorities. This goal includes supporting the responsibilities of the Chief Operations Officer as they relate to emergency management tasks; the Public Health, Safety, and Emergency Committee; and periodic program evaluation.

Table 3-2 Program Management Objectives Objective Description

2.1 Effectively utilize the knowledge, skills, and abilities of the Tribe's Public Health, Safety, and Emergency Committee in the development, review, and modification of programs and activities.

Jamestown S’Klallam Tribe Emergency Management Strategic Plan 3. Strategic Goals

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Table 3-2 Program Management Objectives Objective Description

2.2 Address emergency management planning successes and shortcomings by conducting periodic evaluations of established performance objectives.

2.3 Acquire funding to build and sustain emergency management–related capabilities and fill gaps.

2.4 Enhance the cooperative working relationships with County, federal, and State agencies to improve coordination of response, delivery mechanisms, and policies for the public assistance, hazard mitigation, and other Stafford Act recovery programs.

3.4 Goal 3: Mitigation Ensure that emergency management planning targets areas where resources are limited or lacking and prioritizes resources and mitigation activities that lessen the impacts of emergencies on the Tribe, its employees, and its citizens.

Table 3-3 Mitigation Objectives Objective Description

3.1 Maintain a strategic mitigation program for the Tribe that will ensure its capability to develop, maintain, and utilize hazard information.

3.2 Implement strategies to ensure that Tribal operations will not be significantly disrupted by emergencies.

3.3 Increase the operations and programmatic vitality of the Tribe by ensuring that Tribal Personnel and facilities will not be significantly threatened by an emergency.

3.5 Goal 4: Communication and Warning Ensure an effective and redundant emergency communications system that will establish, utilize, maintain, and augment backup communication methods and devices for both day-to-day and large-scale emergency response operations. Ensure redundancies and effective means of warning Tribal personnel and Clallam County Emergency Management of potential or actual hazards.

Table 3-4 Communication and Warning Objectives Objective Description

4.1 Ensure that plans and procedures are in place to make sure the emergency response agencies and local governments receive alert and warning notifications.

4.2 Ensure that emergency communications procedures and systems are established and regularly tested to support emergency management planning, including a process for contacting Tribal personnel in the event of a pending or immediate emergency or disaster.


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3.6 Goal 5: Resource Management Develop strategies and procedures for the prompt and effective identification, acquisition, distribution, accounting, and use of personnel and major items of equipment for essential emergency functions.

Table 3-5 Resource Management Objectives Objective Description

5.1 Assess and enhance resource management within emergency management–related tasks.

3.7 Goal 6: Information Technology Ensure an effective and redundant computer and network system that will establish, utilize, maintain, and augment, backup computer systems and other technology resources for both day-do-day and large-scale emergencies response operations. Ensure redundancies and the ability to accomplish key tasks such as personnel pay, accounts payable, and receivable activities. Include the necessity of safeguarding against cyber-security in this goal.

Table 3-6 Information Technology Objectives Objective Description

6.1 Establish a voice and data infrastructure that provides resilient/redundant access to applications, databases and communication platforms for internal and external support organizations.

3.8 Goal 7: Mutual Aid Enhance the Tribe’s ability to respond to major emergencies or disasters via the update, revision, and/or development of new mutual aid agreements with local response and recovery partners.

Table 3-7 Mutual Aid Objectives Objective Description

7.1 Inventory, evaluate and record mutual aid agreements. 7.2 Develop revised and/or new mutual aid agreements to address unmet

needs and requirements.



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A-1

A Implementation Plan

Please note: This Implementation Plan includes best practices and is a work in progress.

Last Updated: September 6, 2013

Jamestown S’Klallam Tribe Emergency Management Strategic Plan Appendix A. Implementation Plan

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Table Key ■ Action Item – An event, task, activity, or action that needs to take

place to help reach the goal.

■ Priority – Each action item should be assigned one of the following priorities:

● High – an action that is critical to the Tribe and must be completed as soon as possible.

● Medium – an action related to a core function that will impact the Tribe if it is not completed, but there are workarounds identified.

● Low – an action that would benefit the overall response in an emergency, but that is not critical to continuity of operations.

■ Program Element – Each action item should be assigned one of the following emergency management program elements:

● Planning – related to the development of the emergency management program and related plans.

● Organization – related to the development of organizational elements such as staffed positions, committees, coordination, and mutual aid.

● Resources – related to equipment or resource development, including unmet resource needs.

● Exercise – related to exercising plans and standard operating procedures to effectively implement emergency management and service restoration actions.

● Training – related to training of personnel necessary to effectively implement emergency management and restoration actions.

● Communication – related to communication development such as communicating with responders before, during, and after an event.

■ Responsible Party – Who is responsible for coordinating the completion of the action item.

■ Timeframe – Each action item should be assigned one of the following timeframes:

● Immediate – within a month


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● Short-term – within 6 months

● Long-term – within 2 years

● TBD – more discussion and research is needed before determining a possible timeframe.

■ Status – Each action items should be assigned one of the following in terms of status:

● Not yet started – this implementation step has not yet been started.

● Ongoing – this implementation step is an ongoing process.

● In-Process – this implementation step has been started, but is not completed

● Pending Review – this implementation step is being reviewed by the Tribal Council, Chief Executive Officer, or Public Health, Safety, and Emergency Committee.

● Completed – This implementation step has been completed.



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Goal 1: Tribal Personnel Preparedness Enhance the Tribe’s ability to recover from major emergencies or disasters by ensuring Tribal personnel are prepared through education, training, exercises and outreach activities.

Action Item Priority Program Element

Responsible Party

Timeframe Status Notes

Objective No. 1.1 Take proactive steps to protect the health of all Tribal personnel on campus and visitors against the devastating effects of a major emergency or disaster. 1.1.1 Ensure that evacuation maps are posted in each campus building and that staff are made aware of their location(s)

Planning Completed!

1.1.2 Purchase and store 72-hour kits in each campus building.

Resources Not Yet Started

1.1.3 Encourage personnel to supplement campus 72-hour kits with grab-and-go kits that include personalized supplies (spare set of eye glasses, medication, etc.) to be kept at their desk.

Planning Not Yet Started

Objective No. 1.2 Assess necessary and available knowledge and skill sets among personnel to determine education and training needs. 1.2.1 Develop a record of training and education that personnel have related to emergency management.


1.2.2 Identify gaps in training and education and develop a plan for each staff member to further their education and training.

Training Not Yet Started


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Responsible Party


1.2.3 Identify personnel that should be required to attend Incident Command System/National Incident Management System training.

Training On-going Chief Operations Officer has received IS-100 and IS700 Training. Still needs to complete IS 200 and IS 800.

Objective No. 1.3 Strengthen Tribe personnel preparedness through online and/or classroom style educational programs and outreach activities. 1.3.1 Obtain executive buy-in of the need to train and educate personnel to ensure personnel are provided with the time and resources necessary.

Planning On-going This concept was introduced to Tribal Council at our annual retreat. More comprehensive information will be provided during the next Administrative update to Tribal Council.

1.3.2 Participate in local, County, and State meetings, seminars and workshops focused on emergency preparedness and coordination.

Training Ongoing

1.3.3 Provide Subject Matter Experts as trainers for community outreach activities and educational programs.

Planning Ongoing

1.3.4 Partner with the County or neighboring jurisdictions for training.

Training Ongoing

1.3.5 Maintain appropriate training records to document readiness and performance.

Training Ongoing


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Responsible Party


1.3.6 Host an annual preparedness fair (or incorporate into existing annual events) for Tribal personnel. Raffle off grab-and-go kits to attendees and provide opportunities for them to purchase grab-and-go kits on site.

Planning and Resources

Ongoing (yearly)

Objective No. 1.4 Strengthen Tribe personnel preparedness through tabletop, functional and/or full-scale exercises. 1.4.1 Obtain executive buy-in of the need to conduct regular response exercises

Planning On-going This concept was introduced to the Executive Committee at our July 11, 2013 meeting.

1.4.2 Conduct exercise activities in order to better define or refine responses to all-hazards.

Exercise Ongoing

1.4.3 Participate in local, County, and State exercises and drills focused on emergency preparedness and coordination.

Exercise Ongoing

1.4.4 Partner with the County or neighboring jurisdictions for exercises.

Exercise Ongoing

1.4.5 Utilize After-Action Reports and Improvement Plan Process.

Exercise Ongoing

1.4.6 Utilize Homeland Security Exercise and Evaluation Program to record exercise information.

Exercise Ongoing


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Goal 2: Emergency Management Planning Ensure strong and ongoing emergency management planning through development, reviews and updates of policies and authorities. Include in this goal supporting the responsibilities of the Chief Operations Officer as it relates to emergency management tasks; the Public Health, Safety, and Emergency Committee; and periodic program evaluation.


Responsible Party


Objective No. 2.1 Effectively utilize the knowledge, skills and abilities of the Tribe's Public Health, Safety, and Emergency Committee in the development, review and modification of programs and activities. 2.1.1 Incorporate emergency management planning into Public Health, Safety, and Emergency Committee roles and responsibilities.

Organization Not Yet Started

2.1.2 Promote active participation and attendance at the Public Health, Safety, and Emergency Committee.

Planning Ongoing

2.1.3 Incorporate regular training or Subject Matter Expert presentations related to Emergency Management into Public Health, Safety, and Emergency Committee meetings.

Planning Ongoing

2.1.4 Formally define roles and responsibilities as they relate to emergency management planning for the Tribe.

Organization In-Process

2.1.5 Formally outline the disaster declaration process.



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Responsible Party


2.1.6 Identify lines of succession as they relate to emergency operations and governance.


Objective No. 2.2 Evaluate emergency management planning successes and shortcomings by conducting periodic evaluations of established performance objectives. 2.2.1 Develop performance objectives and methods and measures for evaluating.

Not Yet Started

2.2.2 Evaluate proficiencies against performance objectives on at least an annual basis.

Not Yet Started

2.2.3 Provide regular updates to the executive leadership.

Planning Ongoing (quarterly)

2.2.4 Demonstrate the ability to request needed resources (e.g., equipment, personnel, etc.)


2.2.5 Demonstrate the ability to communicate vital information, situation reports, etc. to the County and/or State Emergency Operations Center via the internet, have email capability and satellite backup.


2.2.6 Demonstrate effectiveness of backup power through regular tests.

Exercise Not Yet Started


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Responsible Party


2.2.7 Demonstrate the ability to coordinate response and recovery activities, declaring a state of emergency, and coordinating with local municipalities.


2.2.8 Ensure 72-hour operational capability of Tribal governmental response functions (e.g., staffing, feeding, fuel for generators, etc.)


Objective No. 2.3 Acquire funding to build and sustain emergency management–related capabilities and fill gaps. 2.3.1 Continue to seek out and apply for grant funding.

Resources Ongoing

Objective No. 2.4 Enhance the cooperative working relationships with County, federal, and state to improve coordination of response, delivery mechanisms and policies for the public assistance, hazard mitigation, and other Stafford Act recovery programs. 2.4.1 Meet with local, regional, and State emergency management personnel and committees regularly to exchange information.

Planning Ongoing


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Goal 3: Mitigation Ensure that emergency management related–tasks target limited resources and prioritizes resources and mitigation activities that lessen the impacts of emergencies to the Tribe’s assets and resources, employees, and citizens.


Responsible Party


Objective No. 3.1 Maintain a strategic mitigation program for the Tribe that will ensure the capability to develop, maintain, and utilize hazard information. 3.1.1 Update hazard mitigation plan to include technological and human-caused hazards.

Planning Completed!

3.1.2 Maintain and update Tribal hazard mitigation plan

Planning Ongoing

Objective No. 3.2 Implement strategies to ensure tribal operations will not be significantly disrupted by emergencies. 3.2.1 Develop a Continuity of Operations program and ensuring planning for key departments and functions.


Objective No. 3.3 Increase operations and programmatic vitality of the Tribe by ensuring that Tribal Personnel and facilities will not be significantly threatened by an emergency. 3.3.6 Retrofit existing Tribe-owned facilities for seismic and fire mitigation.


3.3.2 Integrate mitigation practices throughout all Tribal plans, programs, and policies.


3.3.3 Participate in Climate Change Planning Project

Planning In Process


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Responsible Party


3.3.5 Support land acquisition programs that reduce or eliminate potential future losses due to natural hazards and that are compatible with the protection of natural or cultural resources.

Planning Ongoing

3.3.7 Implement outreach and awareness activities to ensure that staff and understand the hazards threatening the area and techniques to minimize vulnerability to those hazards.


Goal 4: Communication and Warning Ensure an effective and redundant emergency communications that will establish, utilize, maintain, and augment backup communication methods and devices for both day-do-day and large-scale emergencies response operations. Ensure redundancies and effective means of warning Tribal personnel and Clallam County Emergency Management of potential or actual hazards.


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Responsible Party


Objective No. 4.1 Ensure that plans and procedures are in place to make sure the emergency response agencies and local governments receive alert and warning notifications. 4.1.1 Develop written protocols and procedures with Peninsula Communications (PENCOM), the Tribe’s 24-hour warning point, that ensure that appropriate personnel are notified of potential or actual emergency events in a timely manner.


4.1.3 Ensure that Tribal staff receives initial and refresher training on their responsibilities for notification and warning functions before, during, and after an emergency or disaster.

Training Not Yet Started

4.1.4 Ensure that the Tribe has redundant and resilient communications systems.


4.1.5 Conduct regularly scheduled communications drills for Tribal personnel.

Exercise Not Yet Started

4.1.6 Ensure that Tribal Personnel have access to a mobile communications capability.



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Responsible Party


Objective No. 4.2 Ensure that emergency communications procedures and systems are established and regularly tested to support emergency management including a process for contacting Tribal personnel in the event of a pending or immediate emergency or disaster is in place. 4.2.1 Develop and distribute an emergency call-up list utilizing InfoPath.

Planning In Process

4.2.2 Develop a work flow updating staff emergency contact information

4.2.3 Test the emergency call-up list at various times, days of the week, and times of the month, utilizing both automated and manual backup systems.

Exercise Ongoing

4.2.4 Test emergency communications including phones, computers, wireless.

Exercise Ongoing

4.2.5 Evaluate backup communications systems and the need for additional equipment and training.


4.2.6 Develop, draft, and disseminate a written emergency crisis communications plan.


4.2.7 Develop, draft, and disseminate policies and procedures for emergency updates through the Tribal website and social media.



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Responsible Party


4.1.8 Ensure that a system is in place to provide essential information to Tribal staff who are threatened by a potential or existing hazard, including any staff who are hearing impaired and those with special needs – day or night.

Planning

Goal 5: Resource Management Develop strategies and procedures for the prompt and effective identification, acquisition, distribution, accounting and use of personnel and major items of equipment for essential emergency functions.


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Responsible Party


Objective No. 5.1 Assess and enhance resource management within emergency management planning. 5.1.1 List key resources for emergency management: • Personnel (24-hour contacts) • Equipment • Services • Goods • Training • Facilities • Funding • Expert knowledge • Materials • Timeframes in which each is

needed • Quantity, response times,

limitations, costs estimates, and liabilities with using each of the involved resources.


5.1.2 Develop and maintain agreements with other jurisdictions and/or the public sector that provide additional equipment, supplies, facilities, and/or personnel.

Resources Ongoing

5.1.2 Establish a timeline and priority schedule and budget for obtaining internal and external resources.



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Goal 6: Information Technology Ensure an effective and redundant computer and network system that will establish, utilize, maintain and augment backup computer systems and other technology resources for both day-do-day and large-scale emergencies response operations. Ensure redundancies and the ability to accomplish key tasks such as personnel pay, accounts payable and receivable activities. Include the necessity of safeguarding against cyber-security in this goal.


Responsible Party


Objective No. 6.1 Establish a voice and data infrastructure that provides resilient/redundant access to applications, databases and communication platforms for internal and external support organizations. 6.1.1 Develop a comprehensive list of computers, printers, and accessories available, including listing the software and capabilities of each and their location.


6.1.2 Identify crucial information that is necessary for continuity of operations and where that information is housed.


6.1.3 Implement a cloud or other backup system to ensure crucial data is available at a moment’s notice.

Resources In Progress

6.1.4 Ensure safeguards are in place to guard against cyber-attacks.



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Goal 7: Mutual Aid Enhance the Tribe’s ability to respond to major emergencies or disasters via the update, revision, and/or development of new mutual aid agreements with local response and recovery partners.


Responsible Party


Objective No. 7.1 Inventory, evaluate and record mutual aid agreements. 7.1.1 Conduct a comprehensive inventory of current mutual aid agreements with public and private entities.


7.1.2 Ensure that all current and new mutual aid agreements are cross-referenced in relevant emergency plans.


Objective No. 7.2 Develop revised and/or new mutual aid agreements to address unmet needs and requirements. 7.2.1 Contact other Tribes to obtain samples of their mutual aid agreements.


7.2.2 Develop a list of mutual aid agreements that would support the Tribe’s ability to respond to major emergencies or disasters (public and private entities)



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Responsible Party


7.2.3 Develop any new memoranda of understanding/mutual aid agreements identified and developed as part of this process

Planning Ongoing



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B Emergency Management Capabilities Assessment Checklist

Jamestown S’Klallam Tribe Emergency Management Strategic Plan Appendix B. Emergency Management Capabilities Assessment Checklist

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Performance Objectives and Evaluation Checklist This checklist is designed to provide a guide for personnel conducting an assessment of the Tribe’s ability to carry out critical functions during an emergency or disaster situation. This assessment checklist may assist in the Implementation Plan development.

There are three rating areas in the assessment: satisfactory, needs improvement, and deficient. A satisfactory rating requires no action. Areas indicated as needing improvement are essentially recommendations for improving a certain aspect of the particular function. A rating indicating an area of the function or overall function is deficient should be corrected.

Definition of Terms and Performance Objectives:

Satisfactory: The Tribe has demonstrated that, within the limits of the resources available, it can perform the functions identified in this assessment. 70–100% of systems/staff function according to planned capabilities. Needs Improvement: Within the limits of the resources available, the Tribe can perform the functions identified in this assessment. However, there are some improvements that can be made that would enhance their ability to perform these tasks. 50–69% of systems/staff function according to planned capabilities. Deficiency: The Tribe cannot perform this task(s), and steps need to be taken to correct the deficiency. 0–49% of systems/staff function according to planned capabilities.

Date Assessment Completed: ________________________________________

1 Notification and Warning

Action or Procedure Satisfactory Needs

Improvement Deficient 1. Procedures are in place in the 24-hour warning

point that will ensure efficient implementation of the notification and warning process regardless of time of day.

2. The 24-hour warning point has a primary and backup warning capability.

3. The 24-hour warning point has backup power.


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Improvement Deficient 4. Procedures are in place that provide

communications personnel in the 24-hour warning point a checklist for notification and warning for various hazards such as severe weather, hazardous materials spills, search and rescue missions, etc.

5. 24-hour warning point staff have received training and are given refresher training on their responsibilities for notification and warning functions before, during, and after an emergency or disaster.

6. Procedures are in place within the Tribe that will ensure efficient notification and warning regardless of time of day.

7. Tribal staff have received training and are given refresher training on their responsibilities for notification and warning functions before, during, and after an emergency or disaster.

Comments:

2 Communications


Improvement Deficient 1. Tribe has backup communications systems.

2. Tribe has the capability to communicate with the County, State, and federal agencies, and other local agencies.


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Improvement Deficient 3. Communications can be established with

shelters, staging areas, and other critical response/recovery functions within the Tribe.

4. Tribe conducts regularly scheduled communications drills.

5. Tribe has or has access to a mobile communications capability.

Comments:

3 Emergency Operations


Improvement Deficient 1. Demonstrate the ability to request needed

resources (e.g., equipment, personnel, etc.) and track missions effectively.

2. Demonstrate the ability to communicate vital information, situation reports, etc. to the County and/or State Emergency Operations Center via the internet; have email capability and satellite backup.

3. Demonstrate or provide procedures for the coordination of response and recovery activities, declaring a state of emergency, and coordinating with municipalities.


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Improvement Deficient 4. Provide the organizational chart in place that

defines day to day operations, emergency operations, each agency’s role and responsibility and the coordination between local agencies and the agencies/functions in the County and/or State Emergency Operations Center.

5. Tribe has established pre-disaster contracts, memoranda of understanding/mutual aid agreements, or has a database of local vendors who can provide essential resources (water, ice, generators, etc.) following a disaster.

Comments:

4 Emergency Public Information/Public Information


Improvement Deficient 1. Procedures are established and regular tests are

conducted of the public information system, including readiness of the Emergency Alert System, emergency information lines (rumor control), joint information centers/media room, and National Oceanic and Atmospheric Administration Radio (through weather service).

2. Public information system can provide essential information to Tribal personnel (including the general population, hearing impaired, special needs, and non-English-speaking) who are threatened by a potential or existing hazard (suggested standard 100% of at risk population within 45 minutes).


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Improvement Deficient 3. Tribe has capability to keep evacuees (local

evacuees who are leaving the Tribal area or evacuees who are coming into the Tribe when the Tribe is acting as host) aware of current information either in shelters or on highways.

4. Tribe has pre-scripted/sample (fill in the blanks) media releases and procedures for coordination of media releases.

5. Tribe has identified personnel who carry out the responsibilities of public information officers.

6. Procedures are in place that allow for the public information system to be activated at any time of the day or night.

Comments:

5 Damage Assessment

1. Tribe has identified and trained individuals who will conduct preliminary damage assessment surveys to identify extent of damage to structures, infrastructure, critical facilities, and procedures are established to analyze, compile, and report the results of these assessments.

2. Tribe understands the criteria for the Small Business Administration, Individual Assistance, or Public Assistance declarations.


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Comments:

6 Evacuation


Improvement Deficient 1. Identify who has the authority to order

evacuation at local level.

2. Simulate and provide the procedures for the evacuation process: * Steps taken to implement an evacuation * Resources required to support evacuation * Traffic control points * Evacuation routes * Providing information to evacuees * Pre-identified pick up points

3. Identify how Tribe will support the regional evacuation process and how coordination is conducted.

4.

Comments: Adapted from: Florida Division of Emergency Management Form CEMP 002


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