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HomeMy WebLinkAbout11/17/2009 00 Distributed by Outside Agencies at the Budget Meeting \1 E4 How do I join? x o • By contacting the RSVP Volunteer Coordi - � b nator in Yakima County, you can start P) w o ..) making a difference in your community. a Ask for a simple registration card to corn- c x /*time EXPERIENC plete. 00 2 ~" /0 00 rD We'll help you choose volunteer opportu- o share rn i s rom artn c t o from partnering agencies that match o your interest, then send you a volunteer job CD description and follow up with the neces- tv sary support at your volunteer site(s). p unt G eer RSVP . . Make a difference Lead With Experience ' f\i ,‘,/, J c-, ....- ck -D L; LI, f , „,,.., <7,,,, , , i ,, y , \\_., Sirena Philli s .!/ , ,,,, ,,,,,,,,, ,,,, \r „, ._,..„, ,... , p� f ly a Volunteer Coordinator` -' ~1 509-574-1933 ,� sirena .phillips @co.yakima.wa.us' 1 ij tiff.. f> ii A United �; J �. _ � . W ay \ � j �S ay Uni Washington -/-7\ r EATING �Ycv Yakima ti RT NI UTIES (Community College , �s� a YVCC u an AThrtn=m Ac on/ Equal Imp!. ms Opportunity Imdmuon. YVCC Is dedgrured by the US Dcpasvncns ofEdu�on ua 1 hsp...mrvinglnsdmnon. / \ �� ` � L ry ' /---?\ I What is RSVP? What will I do? Isn't it time to join RSVP? RSVP, the Retired and Senior Volunteer RSVP volunteers have great flexibility. Through RSVP, people are finding fulfill - Program, is part of the National Senior Ser- ment in answering the needs of their com- vice Corps administered by the Corpora- Sometimes they elect to continue in their munity. tion for National Service. professional fields - with the freedom to set their won schedules and give as many or as Join our local family, part of a half - million RSVP volunteers bring a variety of talents . few hours as they wish. They may provide caring volunteers who are currently volun- to help solve local problems affecting their management and consultation services to teering in more than 61,500 community own neighborhoods. nonprofit agencies or legal and consumer organizations located in 741 project service advise to low - income families. areas throughout the county. Is RSVP for me? Other volunteers are attracted to assign - If you are 55 or older and feel you would ments that enable them to fulfill life -long Studies show that Americans like to balance your leisure time with ser- dreams (e.g. teach music, lead a youth who volunteer are healthier; feel vice - RSVP is definitely for you. No one is . group, use a computer, etc.). more qualified to help improve the lives of greater purpose in their lives; others in your area. Whatever selection you choose, as an RSVP volunteer, you can offer valuable and have higher self - esteem. RSVP volunteers serve through nonprofit talents to enrich both your neighborhood private and public community organiza- and yourself. tions. There are no education, experience, or income requirements. RSVP of Yakima No (awls nhorequalified ihhh improve Where are some opportunities to s to help n County has volunteers throughout Yakima the lives of others than you. The following are just some of the opportunities in the Yal:''ma County. County who serve people of all ages. • Adult Learning /GED • Gardening /Yard Work What are the benefits of RSVP? Adult Literacy /ESL • Grant Writing RSVP volunteers are covered by supple- • Board or Committee Member • Health Care Services mental accident and liability insurance • Carpenter/Handyman • Home-bound Seniors /Disabled Persons while on assignment. Child Advocate Assistance • Classroom Assistant •1 1- lousekeeping /Cleaning The reward most often cited, however, is • Clothing Bank •1 Pegasus Project (Disabled Youth /Horses) the feeling of satisfaction that comes from • Crime Prevention •l Prepare/Serve Meals sharing one's time and talents with others • Crocheting /Knitting Cold Weather Items •J Respite Care Provider of the community to make a difference. • Cultural Heritage & History •1 SHIBA (Healthcare In formation) Other benefits include association with oth- • Drug & Alcohol Awareness •1 Thrift Shop ers, recognition events, and personal ac- • Environmental Issues Youth Mentor knowledgement. • Food Banks •;. Youth Tutor I �Y� Yakima i United Way UUnitetl Valley k • of Central Washington a. �C ommunityCollae�o 2y� Lead With Experience P.O. Box 22520 Yakima, WA 98907 120 South ad Street, Suite 200 B Yakirna, WA 98901 Phone: (509) 574 -1933 Fax: (509) 574 -6874 RSVP • Retired and Senior Volunteer Program MISSION STATEMENT RSVP provides older Americans an opportunity to remain involved in their community through meaningful volunteer activity. At the same time, RSVP seeks to provide vital volunteer services for our community. • PURPOSE To provide a variety of opportunities for retired and /or semi - retired persons aged 55 and over to participate more fully in the life of their community through significant volunteer service. ORGANIZATIONAL STRUCTURE RSVP of Yakima County -is sponsored by Yakima Valley Community College. RSVP is funded at the federal level by the Corporation for National Service, at the State level by the Department of Trade and Economic Development and the Washington State Insurance Commissioners Office and at the local level by United Way, Pacific Power, Yakima County, Yakima Parks and Recreation, City of Union Gap, City of Grandview, City of Selah, many local businesses, private donations and fund - raising events. SPONSORED PROGRAMS SHIBA Through a partnership with the Washington State Insurance Commissioners Office, trained volunteers counsel clients regarding their health care coverage. PROJECT WARM -UP Through a partnership with Pacific Power, volunteers are supplied with yarn to knit or crochet hats, mittens, scarves, lap robes and other cold weather clothing items for low- income families, children and the elderly. Over 6,900 items were distributed in 2008. 2008 CURRENT STATISTICS Active RSVP Members 652 Community Organizations 87 Volunteer Hours 121,961 Volunteer Hours Value $2.4 million* Volunteer Mileage Donated $47,960 Volunteer Mileage Driven 81,891 miles *Points of Light Foundation average hourly wage ($19.51) for volunteers Grandview Campus Ellensburg Learning Center Sunnyside Learning Center Toppenish Learning Center 500 West Main 401 Mountain View 2201 Edison, #2 516 West First Grandview, WA 98930 -1284 Ellensburg. WA 98926 Sunnyside, WA 98944 Toppenish, WA 98948 -1564 Yakima V Volley • Community College Lead With Experience Way United r = , of Central Washington �wd�/ '' FREQUENTLY ASKED QUESTIONS 1. What is RSVP? The Retired and Senior Volunteer Program (RSVP) is part of the National Senior Service Corps administered by the Corporation for National Service. RSVP provides older Americans an opportunity to remain involved in their community through meaningful volunteer activity. At the same time, RSVP seeks to provide vital volunteer services for our community. 2. How do I become an RSVP volunteer? Contact the RSVP office at (509) 574 -1933. We'll be happy to discuss with you the many different volunteer opportunities we have available. 3. What benefits do RSVP volunteers receive? • The opportunity to broaden life experiences and touch the lives of friends and neighbors in your community. • Invitation to an annual volunteer recognition luncheon • FREE Supplemental Insurance including: — Excess Accident Medical Coverage — Excess Volunteer Liability Insurance — Excess Automobile Liability Insurance 4. What do RSVP volunteers do? RSVP volunteers provide hundreds of community services through participating stations (non - profit agencies, schools and government programs). Volunteers may continue in their professional fields while volunteering or choose an assignment for the challenge it offers. Whatever a person's skill, experience, interest or goals, they can be put to good use for the benefit of the community. Perhaps you are already volunteering at a local non - profit agency (hospital, school, library, museum etc). You can sign up with RSVP and continue with what you are currently doing, and /or choose another volunteer opportunity or special project. 5. I already volunteer, why should I join RSVP? Volunteers who are already volunteering with an agency /organization, but who are not currently registered with RSVP can also benefit by enrolling with us. In addition to the above mentioned recognition luncheon and free supplemental insurance, by taking the time to report your hours to RSVP, you show not only the difference that agency /organization makes in the community, but the direct impact that seniors, people age 55 and over, make on the community. 6. What if I'd rather not volunteer for other agencies? You are under no obligation to volunteer for other agencies. You choose which volunteer opportunities you want. If you'd rather not be called for other volunteer opportunities, let us know. 7. I'm restricted to my home because of health, transportation, etc. Would there be meaningful volunteer opportunities for me? Several volunteers do special clerical and computer projects at home. Some homebound individuals knit and /or crochet items to be given out to needy families through Project Warm -Up. The coordinators are more than happy to pick up projects from, and deliver projects to volunteers. 8. I've never worked outside the home, or volunteered before. Would I be able to be an RSVP volunteer? Yes, there's something for everyone. Many homemakers are modest about their skills and abilities, but we know everyone has something to offer. 9. I'm physically challenged, are there opportunities for me to volunteer? Yes. As always, the RSVP coordinator will try to match your interests and skills with the needs and opportunities in the community. We are all differently abled. Some of our volunteers have visual or hearing impairments, others use wheelchairs, and all are welcome to volunteer. 10. I'm too busy to volunteer every week, but I would like to volunteer occasionally. What's available? There are many requests that are on an "on- call" basis -- mailings, Borders Books & Music gift wrap fund- raiser, putting up posters for special events, etc. Many RSVP volunteers travel a lot, and just keep RSVP informed of their availability. 11. What if my volunteer placement doesn't work out? If you try a regular activity and it doesn't work out, just let the organization and the RSVP Volunteer Coordinator know that you'd like to change your placement, schedule, or perhaps take a break from volunteering. 12. I'm not retired yet and /or I'm not over the age of 55. Can I still be an RSVP volunteer? Definitely! Although RSVP focuses on persons aged 55 +, we welcome volunteers of any age, retired or not. Turning in your volunteer hours helps to keep us funded, which then allows us to offer valuable and meaningful volunteer opportunities to everyone. Your hours also enable us to sponsor many wonderful programs such as, Project Warm -Up, SHIBA and The Season of Sharing. 13. How does a non - profit organization/agency become a partner with RSVP? The RSVP Volunteer Coordinator will be happy to meet with a representative from any non - profit organization, government agency, or health care facility to discuss the organization's needs for volunteers, and how RSVP and the organization will support the volunteers. This agreement will be confirmed in writing, and reviewed periodically. Updated: July 22, 2009 -, I IV. Commonly asked questions 1, 81 °' brochure, along with a copy of your "proof of loss" • My car was damaged in an accident while form. For a claim against you alleging that you THE CIMA COMPANIES INC I was volunteering; will you cover my caused bodily injury or property damage while deductible for the repairs? volunteering, contact your volunteer coordinator No The coverage is for liability claims only immediately. Provide as much detail as possible There is no coverage for damage about the incident, and obtain any police reports. to your car. Your coordinator will then pass this information to {' CIMA, along with a statement that you were • Medicare says that your insurance should volunteering at the time of the incident. pay first. What should I do? We can help! Our coverage is specifically excess over Medicare. Call us at Further Questions? r ?, 800.468.4200 and we will assist you. Visit our Web site www.cimaworld.co We have copies of the policies along with u : ar 1 see that the policy provides excess additional information concerning the extent and "i protection if ! cause bodily injury or the limitations of these policies property damage. What if there is an : allegation of sexual misconduct or sexual About Volunteers Insurance Service: abuse? e The policy does not provide protection in the This insurance program is provided by event of a criminal proceeding, but it may Volunteers Insurance Service Association, Inc., a Service . provide protection in the event of a civil risk purchasing group formed and operating proceeding. You would be entitled to a pursuant to the Liability Risk Retention Act of 1986 defense against an allegation of sexual (15 USC 3901 et seq. abuse or sexual misconduct under the personal liability contract. However, the policy would not defend or indemnify you A . ,. „ , : . „ . ,_ .. . ,. .„ if you admitted wrongdoing, or if the allegations against you proved true. A0C:. • How do 1 file a claim? 1800 N. BEAUREGARD ST. For any type of claim, you first need to see SUITE 100 your volunteer coordinator. If you have an ALEXANDRIA, VA 22311 accident claim, you will need a "proof of loss" TEL form (available at our Web site 703.739.9300 www.cimaworld.com.) Both you and the 800.468.4200 coordinator must complete the form and send it to CIMA. Keep a copy for your records. FAX Submit your bills to Medicare or any other 703.739.0761 existing insurance first. Once you have their - ' E - MAI L "explanation of benefits" form(s), send those to CIMA at the address shown on this Volunteers @cimaworld.co WWW.CIMAUVORLD.COM . VOLUNTEERS INSURANCE • SERVICE (VISO) INSURANCE PROGRAM The maximum payment under this coverage, III. Excess Automobile Liability It doesn't happen often, but when it does, the including dental and eyeglass expenses, is Insurance $50,000. results can be serious...a volunteer is injured, This coverage provides an extra layer of or injures someone else, while performing his This insurance does not duplicate benefits protection for you as a registered volunteer or her volunteer duties. One of the benefits of payable under Medicare or any other valid and driver while performing your duties. This volunteering for this organization is that you collectible insurance coverage. insurance applies only after your own insurance are provided insurance protection in case is exhausted, or the policy's retention has been these things happen to you. There are three Accidental Death and Dismemberment Coverage exceeded. You are protected for bodily injury kinds of coverage; check with your volunteer In addition to the accident medical coverage, the or property damage claims arising out of your coordinator to see which coverages your underwriter will pay benefits for death or loss of activities (including driving directly between your organization has chosen to provide to you. limb or sight, occurring within one year as a result home and your workstation.) SUMMARY OF COVERAGES of a covered accident. See coverage details at www.cimaworld.com. The liability policy is written at a combined I. Excess Accident Medical Coverage single limit (including both bodily injury and Exclusions to Accident Insurance property damage) of $500,000 each accident. This coverage is in excess of Medicare, A complete listing of the exclusions is detailed This insurance is in excess of the greater of: Medicaid, and any other insurance that you in the insurance policy. Please go to have in place. The excess accident medical www.cimaworld.com for details. A. $50,000 each accident coverage will pay up to $50,000 for medical treatment, hospitalization and licensed nursing II. Excess Volunteer Liability Insurance B. an amount equal to the applicable limits of care required as the result of a covered liability of any other collectible insurance; accident. The insurance applies while you are All registered volunteers (collectively) of an or traveling directly to and from, and while you organization are provided with excess volunteer are participating in, volunteer - related activities. liability insurance at a limit of $1,000,000 per C. an amount equal to the minimum limit of Initial medical expenses must be incurred occurrence (subject to an annual aggregate for liability required under the motor vehicle within 60 days of the accident. Expenses each named organization.) This policy provides financial responsibilities laws of the state in are then covered for a one -year period protection if you are liable for bodily injury or which the accident occurs. following the accident. property damage arising out of the performance of your duties. This coverage is in excess of and It is important to remember that you must Other than X -rays, dental care is covered up noncontributing with any other valid and maintain your own auto liability coverage at to $500 per tooth for accidental injury to teeth collectible insurance you may have. least equal to the state - required minimums. and repair of dentures. Maximum benefit is Also, please remember that this coverage - $900 per accident. Exclusions to Volunteer Liability Insurance does not apply to any damage to your A complete listing of the exclusions is included in vehicle. This coverage also provides up to $50 for the insurance policy details, which are available at repair or replacement of eyeglass frames and www.cimaworld.com. Exclusions to Excess Automobile Liability up to $50 for repair or replacement of Insurance eyeglass prescription lenses damaged as a A complete listing of the exclusions is in the result of a covered accident. policy details at www.cimaworld.com. RSVP' Calling All Volun r s. tee Lead With Experience The Retired and Senior Volunteer Program Yakima United g AO � Valley �_ a rWay ., (RSVP) helps individuals, age 55 +, put their (Community College U nite d Way of Central Washington skills and life experiences to work for their RSVP OF YAKIMA COUNTY communities. RSVP helps older Americans 120 S. 3 Street, Suite 200 B stay active and involved. The number of Yakima, WA 98901 Website: rsvpyakima.org hours an RSVP volunteer serves is flexible. I , e ee You The areas of greatest need are listed below. VOLUNTEER OPPORTUNITIES DAVIS HOMETOWN MENTORS PEGASUS PROJECT provides mentoring to high - potential, low- income provides therapeutic riding and activities to those with students to help them achieve their college goals. special needs and disabilities FALLS PREVENTION PROGRAM SA (Statewide Health Insurance Benefits Advisors) assisting consumers in learning more about health JUVENILE REHABILITATION insurance and public programs. ADMINISTRATION (JRA) TUTORS/MENTORS MENTOR PROGRAM for elementary, middle school, high school and groups helps increase a juvenile offender's options for successful re -entry into their community by pairing with special needs in Yakima County. them with a mentor. VOLUNTEER CHORE SERVICES MEI�ITORING CHILDREN OF p rovide basic in -home assistance to low- income seniors and adults with disabilities. INCARCERATED PARENTS (MCIP) YAKIMA COUNTY PROJECT WARM -UP JUVENILE COURT CAB volunteers knit and /or crochet various cold- weather (Community Accountability Board) items to be distributed to families in need. holds youth accountable for their actions; and aids in fostering positive changes in youth's attitude and /or behaviors. If you would like information on becoming an RSVP volunteer and/or more information on one of the listed opportunities, please contact Sirena Phillips, at RSVP of Yakima County 509 - 574 -1933 or sirena.phillips @co.yakima.wa.us Make a Differenc Volunteer! Updated: July 22, 2009 CURRENT YAKIMA COUNTY VOLUNTEER STATIONS Ag. Museum - Central WA SHIBA (Statewide Health Insurance Benefit Advisors) American Red Cross Summitview Elementary School Apple Valley Elementary School Sunnyside School District AWARE Yakima Sunnyside SDA Food Bank Birthright Terrace Heights Sheriff Sub. Station Casey Family Programs Toppenish Community Chest Cottonwood Elementary School Union Gap Senior Center Davis High School Hometown Mentors Union Gospel Mission Discovery Lab School V.F.W. Veterans Of Foreign Wars Discovery Shop - ACS VA Medical Clinic • Grandview School District Vision for Independence Center Grandview •SDA Food Bank Volunteer Chore Services Grandview Senior Center W.C.T.U. = Granger Grange Library -AMA WA State DOC Granger Food Bank Wapato Food Bank Habitat For Humanity Yakima County Clerk's Office Harman Center Yakima County Food Services Hoover Elementary School Yakima County Juvenile Court Community Accountability Board Humane Society of Central WA Yakima Food Bank Juvenile Rehabilitation Administration Yakima Greenway Foundation LTC OMBUDSMAN Yakima Neighborhood Health Services Mabton School District Yakima Police Department McClure Elementary Yakima School District Mentoring Children of Incarcerated Parents (MCIP) Yakima Schools Foundation National Alliance on Mental Illness (NAMI) Yakima SDA Food Bank Pacific NW University of Health Yakima Sportsman State Park Pegasus Project Yakima Valley Memorial Hospital Piece Makers Yakima Valley School Plaid Door Yakima Valley Visitor Info Center Project Warm -Up YMCA/ASPIRE Respite Adult Day Center YVCC Alumni Association Ridgeview Elementary School YVCC Humanities Salvation Army- Yakima Yakima Valley Visitor s & Convention Bureau Selah Food Bank SHARES Updated: July 22, 2009 L• RSVP RSVP of Yakima County V Yakima lu � Com?urn Coll e 120 5. 3 " Street, Suite 200 B Y §e Lead With Experience Yakima, WA 98901 (509) 574 -1933 ; 4 PACIFIC POWER United ` www•rsvpvakima.org ww w.volunteermatch.com Way � United Way of Central Washington 'RSVP CALENDAR OF EVE Project Warm -Up Brown Bag Borders Books Music Movies & Cafe 3rd Tuesday of every month Gift Wrap Fundraiser (except for December) Day after Thanksgiving until Christmas Eve 10:00am — 1:00pm Yakima: Pacific Power & Light, Merry Makins Bazaar 500 N. Keys Road 1st weekend in December Sunnyside (April & September): Mid Valley Mall, Sunnyside Our Savior's Lutheran Church, 11o6 Taylor Street RSVP observes all major Federal Holidays and will be closed on Senior Expo Spring & Fall these days New Year's Day (January 1st) Senior Talent Show @ Martin Luther King Day (3rd Monday in January) Central Washington State Fair President's Day (3rd Monday in February) Last week of September Memorial Day (Last Monday in May) Independence Day (July 4 th) RSVP Annual Volunteer Recognition Labor Day (1st Monday in September) Luncheon Veteran's Day (November 11th) Last Wednesday in October Thanksgiving (4 Thursday in November & also the day after) Holly Jolly Bazaar Christmas (December 25th) 2nd weekend in November Our Lady of Lourdes, Call the RSVP office for more details on any of I 1112 W. Fremont, Selah these events (509) 574 -1 933 ON -GOING eScrip: eScrip is a hassle -free way for RSVP to raise funds through everyday purchases made at eScrip merchants. Register your credit, debit and grocery club cards as supporters of RSVP with the eScrip program or sign up for the eScrip Visa card. Upon receipt of registration, a percentage of all purchases made at eScrip merchants or with your eScrip Visa card will be given back to RSVP. TO REGISTER: o Go to www.eScrip.com and go to "sign up ". o Designate RSVP to receive contributions. o Our Group ID # is 500004002 o Register your grocery club card and your debit/credit cards, For additional information please call the RSVP Office at (509) 574 - 1933 or email: sirena .phillips @co._yakima.wa.us Pacific Power r rvt IFJECT Services AR EQUAL PAYMENT PLAN Even out monthly electricity bills. THIRD -PARTY NOTICING • Have trouble remembering bills? We'll let a friend or family member know if your account becomes past due. HASSLE FREE GUARANTEE Project Warm -Up is a unique blend of Enroll in Pacific Power's HASSLE resources to provide much needed FREE program, and for a small cold weather clothing items to people monthly fee, should your water r in need. heater fail, Pacific Power guarantees to repair or replace it. That's It is sponsored by the Retired and protection you can count on, day or Senior Volunteer Program (RSVP) and night, and 24 hours or less. Pacific Power. The project involves hundreds of CALL 1- 888 - 221 -7070 volunteers who work individually to For customer service. create cold weather clothing items (hats, mittens, slippers, scarves, baby blankets, etc.). These articles are then yearly distributed county - RSVP of Yakima County wide in an effort to curtail the 120 5. 3rd Street, Suite 200 B danger of hypothermia and reduce Yakima, WA 98901 - other cold weather risks. 509 - 574 -1933 A Powerful Knit, Purl . And Participate! P artnership If you can knit or crochet... or even if you can't, Project Warm -Up Project Warm -up is a joint effort of can use you! the Retired and Senior Volunteer Program (RSVP), a You supply your time and the items that nationwide network of volunteers, you have created, and RSVP and Pacific and Pacific Power. Power will provide the yarn FREE. This volunteer project relies on the RSVP members volunteer their time, continuing involvement of hundreds of expertise and experience to fill people just like you! human service needs within their communities in many ways. Project To find out how you can get Warm -Up is but one of several involved, contact RSVP of Yakima important projects RSVP volunteers County, 509 - 574 -1933. actively support. Symptoms of Hypothermia • Confusion, forgetfulness or Project Warm -Up is sponsored by drowsiness Pacific Power in the Yakima • Difficulty speaking Valley. For over 75 years Pacific • Violent shivering Power has placed a high priority on • Clumsiness community betterment and • Sleepy, hard to wake up involvement. This • Cold, face employee Cold, stiff muscles program exemplifies a continuing • Stomach cold to touch commitment to that ideal. Preventive Steps • Dress warmly RSVP • Wear a hat • Wear several layers of loose cloth - Lead With Experience ing 0 PACIFIC POWER • Eat dry Eat nutritious meals rt IIR) Yakima r� $aiI g kSvp , ommvnity College -3 Getting T pings Done. 120 S. 3rd Street, Suite 200B Yakima WA 98901 Phone: (509) 574 -1933 Fax: (509) 574 -4943 CITY OF. YAKIMA PRESENTATION BY RSVP OF YAKIMA COUNTY (Retired and Senior Volunteer Program) 11/17/09 Mission Statement RSVP provides older Americans an opportunity to remain involved in their community through meaningful volunteer activity. At the same time, RSVP seeks to provide vital volunteer - services for our community. 2008 CURRENT STATISTICS Active RSVP Members 666 (88 Baby Boomers, or 13 %) Community Organizations : 68 . Volunteer Hours ' . 120,876 (16,381 Baby Boomers, or 14 %) Volunteer Hours Value $2.4 million * Volunteer Mileage Donated $40,525 ** Volunteer Mileage Driven 73,682 miles • *Points of Light Foundation average hourly wage ($19.51) for volunteers * *Current State of Washington reimbursement rate of .55 The funding of RSVP impacts not only the volunteers, but the community. Look below for some of the far - reaching community service provided by our volunteers: 2008 IMPACT • 52,150 meals were served at congregate meal sites by over ' 115 volunteers; • . 45,380 meals were delivered to homebound seniors by over 115 volunteers; • 8 food banks distributed over 3 million pounds of food with the help of 104 RSVP volunteers; • 5,000 individuals received hand - knitted warm hats, mittens, scarves, lap robes and baby ' items; • ' 25 volunteers spent over 2,200 hours mentoring/tutoring children in local schools •. 18 SIIIBA volunteers provided over 1700 people with personalized information to help them make decisions about health insurance • ' Fall Prevention information was provided to over 1,000 individuals around the city through classes and presentations. Over 25 individuals have completed the instructor training, and our current SAIL (Stay Active and Independent for Life) class,has 25 registered participants. (see attached newspaper article.) • Although the $3000 from the City. of Yakima is a small amount to the. City, it is a large amount to a small non- _ profit like RSVP of Yakima County. We respectfully request that the City of Yakima continue it support of our program. Thank you. Please call Deborah Wilson at 574-1932 if you have any questions. Grandview Campus • • Ellensburg Learning Center Toppenish Learning Center 500 West Main Street 401 East Mountain View , 516 West First Avenue Grandview, WA 98930 -1284 • Ellensburg, WA 98926 Toppenish, WA 98948 -1564 1 " / � HELPING SENIORS STAY FIT / NO✓. ls- z.dDy C : �.fi 1 �, ,Sif tar P ,v t 1� t ¢� t • • 6_r v i 1 X r +n f F, d f, _ ,, q n a-' ., I .. - in . N f. ' i ,,'sc .,:,:,',,t,,,,.,!:?, i r z 1 • F 1 r r • '' :'J , m,sid J -,,,,,Y6 ,, 4'fx a J ,•... x F . 4 • 'I r _ ,, .rr ,i wJr 4� f v et.' . 1f '' • n(r , A r x ''J .�k _ f et' y Wr`l r ''' r' • :60.?.., ,�rR • c .k, AM .,. ` s . Y . t r. q 4, i ! 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" . ra w'..- " J'.' sK, ` , ,r ,'a r , ` X � itiTi S M+_a . y ''''',340,W'' - y , ∎ -�d , " � w..)�... 5 � "`"^� e�w {' '`" ,�7;x ��v r�' a^ 5�i! ?fitrdsa; A ` � Y��� ,zS3�: • - • - ANDY SAWYERrfakime Herald- Republic ' • ' • Celia Young, seated, leads.a training session Friday at North Star Lodge for people who will be conducting senior fitness. classes. • K ee pin g t on 4. ,,,.. - t -, . . .. • . ,. . ` ' is expected to increase as the `v,,.: .. ,,.., Key component :' It was the ' population ages, and could reach TO pl' fallS Of'fitheSS for seniors. rGa third such $54.9 billion by 2020 according to • tr a i n i ng thi the Centers for Disease Control Begin a,regularexercise ; • 7 7 �" y earconducted and Prevention.. program • 1 S p1 e�7e11tll1g:fa t , ' by a partner- In 2006, the state's rate of ' Make your home safer Ws , ` ship of agencies unintentional deaths from falls • Have your healthcare By LEAH Bunt WARD " :� under the '.was 10.2 per 100,000, more Ulan provider review your . • YAKIMAHERALD REPU6uc leadership of - double the national baselineof46 medicines Y akima now has a small army ':: ,,x . Ian Brennen, a deaths per 100,000 in 1999.. ti Have youi vision checked ,k • Yak nat • "I found teat • it's a huge Source Washm t Slate Qe admeninf than fitness instructors who have reventinalls among Brennen • Who next month problem," Brennen said. 9 P , as their mission nothin less . Heal h • preventing fg the will finish his The state dy had researched of , a leading cause of injury- year as senior falls prevention Health already had researched r'', , elderly, g nJ r3' coordinator forAmeriCorps . the problem and found that the i Senio - - related hospitalizations across .. Vista and RSVP the state Retired' only statistically significant way to • the state. - Senior Volunteer Program. prevent falls is exercise. It WHEN 1 30 2 30, "Mondays a • At a training session for ' a year out college, . Researchers came up with Wednesdays and Fridays instructors Friday, about20 : Brennen > hardly a senior. But he an exercise program under the E, WHERE: Southeast P ast Yakima' • - • people studied the ins and outs . researched the topic as a work-' ork acronym SAIL, which stands for , Community Center 1211 5.1, topic 3 Seven of leading a fitness class for . study student atthe University of Stay Active & Independent fot Seventh St #q <. n people over the age of 65 who Puget Sound and discovered that. "Life. ' [ INFO: Classes are. free but x ' may have complicating medical : ' falls aren't just dangerous, they're - . "It's scientifically proven to donations are accepted c{ .. : conditions, such as diabetes or . deadly and expensive. work," said Celia Young, a physical S e niors must complete it k . cardiovascular disease. Consider: One in three adults therapist and geriatric specialist ' a fitnes check before . For example, seniors shouldn't 65 and older falls each year and at Yakima Valley. Memorial participating. 11 consists . ' exercise by dancing or running '. 36,689 senior citizens died from Hospital's 16th Avenue Station `- of three relatively simple . • ' on their toes, and they must fall related injuries in 2006. The exercises . • . stay hydrated even during mild - financial toll for older adult falls, • SEE FALLS PAGE 8B .. • FALLS/Senior fi tness k� a� • . Continued from Page 1 B , Brennen's tour of duty r 4 * r y„ • abo u t err and h e's headed is just . • If they arestronger and .about over and h more flexible, a senior•who to Turkey, whet e he plans to' loses his balance means he teach English. But he said . . doesn't necessarily fall," she his successor,will keep up : . • said: "Falling is not a normal .the program. • . - . part of aging.". ' : It's been a really positive - . . ' . - She and other ' experience here in Yakima • . • . professionals from both for- with a nice group of people . • ,profit and nonprofit groups willing to work together." ' . around Yakima County have • • lt Leah volunteered or donated their • L e aethWardcanbereachedat509- 11111 timetoteachtheinstructors. 'S77 -7625 orlwardt2yakimaherald:con. t}y �� R t 1■ • 1 a ie arts • j OF YAKIMA VALLEY ART IS NOT t r4; `EXTRA'... IT IS '_ - `:,' 4 . ESSENTIAL: 1 - -To our youth d "I have six children of my own who are now • - s- raised. Arts Van was a big part of our summer activities for many years! I am so pleased to E see it continues and available at no cost. It truly 46 .1 t a gift to the community! ' - -Linda Sorenson, Adams Elementary ~ preschool teacher, mother of 6 "11'"•- - -To our community I t "My daughter -in -law was amazed at the ,, number and diversity of Allied Arts' „ 1 111, ,... activities...it made a difference in her A ilk • enthusiasm for her family's move to Yakima -` " • from Seattle." - -Sonja Dodge, Southwest Rotarian, retired real estate agent - -To our future Part of my business philosophy has been to focus on the large future for all. Allied Arts is certainly a good partner for that agenda. Il i "MY CONTENTION I: - -Herb Lynch, Lynch Distributing, Inc. THAT CREATIVITY NOW IC AG IMPORTANT IN EDUCATION AZ LITERACY, AND WE SHOULD TREAT IT WITH WHY CITY FUNDING FOR A R T S V A N? 1. ArtsVan shows the City's commitment to holistic solutions to community wide THE CAME GTATUM." problems —MR KEN ROQIN:ON. 2. ArtsVan leverages city resources. AUTHOR & INNOVATOR ArtsVan is not spending, it is investing. 3. It is a successful private /public partnership. The most successful youth programs involve many diverse community entities. 4. ArtsVan meets two of Yakima's mission & goals: a. ArtsVan IS an outstanding service that meet the community's needs b. ArtsVan enhances Yakima's quality of life • allied arts 5000 W. Li, , 98 • P) OF YAKIMA VALLEY (W) www edartsyakima Ave.Yakima WA . (E) info®aRiedartsyakima.908 (509.966.0930 org allied arts OF YAKIMA VALLEY ONLY BY WORKING TOGETHER, WITH PRIVATE AND PUBLIC FUNDING, CAN WE CONTINUE OUR MISSION OF BRINGING ART TO ALL THROUGH THE ARTSVAN. YouthArts research says arts help youth cope with negative influences: "Effective youth arts programs contain activities that are designed to reduce the influence of risk factors by providing opportunities for youth to learn new skills and by recognizing individual youth's efforts. This approach, according to juvenile justice literature, promotes bonding, which helps youth cope with the negative influence of risks they face." "...implementing effective programs for at -risk youth required close collaborations at different levels of community." http://www.artsusa.org/YOUTHARTS/ US Conference of Mayors recognizes arts as an effective tool to reduce youth violence In the National Action Plan, NEA Chair Bill Ivey commended the Mayors for their emphasis on incorporating the arts into school curricula, and using the arts as an effective tool to reduce youth violence. • "Artistic activities are clearly a positive force for children, allowing them to be creative, to work cooperatively, and to communicate thoughts in constructive way...but until this year we lacked empirical data" to prove this, Ivey said. Ivey cited a three -city study (YouthArts), conducted by NEA in partnership with the Department of Justice and Americans for the Arts, which showed that for children involved in after - school arts programs, their communications skills improved; delinquent behavior was deterred; they evidenced improved follow through on tasks; and their court referrals decreased. http://usmayors.org/usmayornewspaper ta _4111 N 1 elimpo O 0 allied arts 5000 W. Lincoln Ave., Yakima, WA 98908 • (P) 509.966.0930 OF YAKIMA VALLEY (W) www.alliedartsyakima.org • (E) info @atliedartsyakima.org • _ YAKIMA NEIGHBORHOODS ASSOCIATION (YNA) EXECUTIVE SUMMARY • • A grassroots effort by residents of the City of Yakima has developed into an initiative to increase resident participation in civic affairs and to join with the City of Yakima's efforts to efforts to build, sustain and strengthen the City's public image as a clean, safe attractive and progressive community. The goal of the YNA is to empower the residents of the low and moderate income neighborhoods and to work with the City of Yakima in seeking solutions to the problems of crime and juvenile delinquency and to work on revitalization of the neighborhoods and increase microenterprise opportunities in the targeted area. The YNA membership will be open to all residents and participation by all residents of the target area will be encouraged and promoted on an ongoing basis. All business of the YNA will be conducted in English and Spanish to facilitate participation by all. • This goal will be accomplished though the successful execution of four objectives: 1. Empower the residents through leadership training and civic education. 2. Creation of neighborhood associations which include the Block Watch . Programs. 3. Leverage existing resources by partnering with existing service providers. • 4. Development of youth leadership and prevention programs. • The projected budget for the YNA, (a to • be formed non - profit incorporated in the • State of Washington), is $150,000 and YNA is requesting funding from the City of Yakima CDBG funds in the amount of $100,000 with the remainder to be raised through a matching grant in the amount of $40,000 and local fundraising efforts to raise the remaining $10,000. The CDBG funding from the City of Yakima is requested for a period of five years during the start up phase of YNA, subject to satisfactory outcomes with new outcomes to be negotiated annually with the City of Yakima. Rural Community Development Resources will act as the fiscal agent for the YNA for the first two years of operation while the YNA is incorporated and applies for non — profit recognition from the IRS. The YNA will be governed by a Board of Directors composed of the residents that that reside, own property or have businesses, in the target area and will be reflective of the population of the neighborhood. YNA will be further supported by an advisory committee of professional and corporate groups to insure the YNA and its members are successful. Partnerships with the school district and existing agencies and service providers will be a major component of the YNA to leverage the existing resources coming into the targeted area. The YNA will coordinate with the service providers on programs the residents want at their neighborhood location and will also develop programs which are requested by the community but are not currently offered by any other service provider. • YAKIMA NEIGHBORHOODS ASSOCIATION CITY OF YAKIMA FIVE YEAR CDBG PLAN OCTOBER 29, 2009 REVISED NOVEMBER 13, 2009 Note: • This is a concept paper being presented to Mr. Bill Cook, Director of Community and Economic Development, City of Yakima. This is not a complete proposal. Goals, Objectives, and Evaluation criteria to be jointly developed with the City of Yakima. YAKIMA NEIGHBORHOOD ASSOCIATIONS (YNA) The residents have come together for the purpose of creating a mechanism to organize and develop neighborhood associations to empower the residents living in the target area through leadership, civic and educational training to increase the residents' civic participation as a key and critical factor to finding resolutions to the problems that the residents face daily in their neighborhoods and to work with the City of Yakima. YNA will be open to all of the residents living in the targeted area. The model used by the local initiative are the neighborhood services offered by the City of Phoenix Neighborhood Services whose Mission statement is: To preserve • and improve the physical, social and economic health of Phoenix neighborhoods, support neighborhood self - reliance, and enhance the quality of life for residents though community based problem solving, neighborhood - orientated services, and public /private cooperation. Note: The mission statement for YNA and the actual name of the organization will be determined by the residents in the first three months of the grant period as part of the leadership class. The targeted area is the lower income area within the City of Yakima outlined in the attached map and titled, "East Yakima Early Learning Initiative ". This is the target area that other service providers. are have focused on due to the demographics and the poverty income levels. The._Yakima Neighborhoods Association, (a to be formed -non- profit incorporated in the State of Washington), is hereby requesting funding from the City of Yakima CDBG funds for the start up costs in the amount of $100,000. A preliminary budget is attached. YNA will focus on crime reduction, neighborhood revitalization efforts, leadership training, education and youth prevention programs and increase microenterprise development. • • YAKIMA NEIGHBORHOODS ASSOCIATION CITY OF YAKIMA FIVE YEAR CDBG PLAN • OCTOBER 29, 2009 REVISED NOVEMBER 13, 2009 NEIGHBORHOOD CENTERS A neighborhood association envisions a small community center or use of similar facilities in a neighborhood setting throughout the target area where neighborhood residents can visit and make it one of their family's night outings. Regularly scheduled classes and services will be offered on a regular basis to allow the family to take their children with them while they participate in their activity or class and their children will also attend structured activities suitable for their age, including baby sitting services. Participation by all residents of the target area will be encouraged and promoted on an ongoing basis. The primary goal of the YNA Program is to get target area residents to become volunteers and increase their participation in the civic affairs of the City of Yakima. Target area residents will be invited to volunteer in the program and will be supported and encouraged to participate at all times. Partnering with the school district and existing agencies and service providers will be a major component of the YNA to .leverage the existing resources coming into the targeted area. The YNA will coordinate with the service providers on programs the residents want at their neighborhood location and will also develop courses which are requested but not currently offered by any service provider. A base of operations will be secured from an existing service provider such as a school or existing community center in the area and will be considered an in -kind contribution. (OIC had agreed to provide office space at the South East Yakima Community Center in the past and the PAL Center may also be available). Local fund raising efforts will also play an important part in the functions of YNA such as local fundraising events and campaigns to supplement and leverage the funds provided by the City of Yakima. OUTREACH AND MEMBERSHIP CAMPAIGN •At the initial stages; an Outreach effort through all English and Spanish media will be undertaken to inform the target area residents about the YNA program and as a recruitment tool to increase membership participation. Two or more community events will be organized to initiate the program and start off the membership campaign. Also; as •part of the YNA, an annual survey of the targeted area will be undertaken annually to determine the priorities and needs of the residents and to evaluate the services coming into the targeted area. The survey will also invite the residents to become members and participate to better their community. YAKIMA NEIGHBORHOODS ASSOCIATION • •CITY OF YAKIMA FIVE YEAR CDBG PLAN OCTOBER 29, 2009 REVISED NOVEMBER 13, 2009 • PROGRAM OUTCOMES Neighborhood Associations (Block Watch) The YNA will have the staff and expertise to assist all residents living in the targeted area to form neighborhood associations which will incorporate the Block Watch Program as one of the components of a neighborhood association. Resident Participation (Volunteers) The overall goal of the YNA Program is to increase the participation of the residents living in the target area in the civic affairs of the City of Yakima and the number of volunteers recruited and working will be a very good indicator of the program's success. Leadership and Civic Education • The leadership and civic education component will be one of the first classes to be offered because currently there is no other service provider offering these types of courses. The classes offered in this component are GED in English and Spanish, Citizenship Classes, Organizational Development and Board of Directors Duties and Responsibilities. Career Development Youth Leadership Institute The need and demand for youth prevention programs overwhelms the existing service providers serving the targeted area and the youth need to be involved in the . development of the prevention programs which will include leadership, career development, sports and cultural programs. • Senior Citizen Services • Senior citizen services are very limited in the target area with the only Senior Center located some 40 blocks west of the target area. Partnerships with existing senior service providers will be invited sto participate by offering their services with the help of YNA volunteers. • Microenterprise Development • The creation of microenterprises such as home day care centers and home businesses will be the focus of the small business development effort. • • • • YAKIMA NEIGHBORHOODS ASSOCIATION CITY OF YAKIMA FIVE YEAR CDBG PLAN OCTOBER 29, 2009 REVISED NOVEMBER 13, 2009 STAFF The Executive Director will be in charge of the overall operation of the program and oversee the two staff under the direction of the YNA Board of Directors. One of the most important issues is the long term sustainability of the YNA program so the executive director will be explicitly charged with fundraising to cover the operating costs of the YNA staff and programs. The Outreach Person will work at .5 FTE to promote the YNA Program within the community and recruiting residents to join YNA as members, volunteers or as students for the programs offered. The Outreach Person will need the flexibility to work in the evenings to visit homes and recruit new members. A Volunteer Coordinator will work at 5 FTE will work with the existing membership to coordinate events and encourage the existing volunteers to support the existing programs. A Volunteer Coordinator that can mobilize the residents is critical to the success of the existing programs that will serve to draw other members and volunteers. • The Youth Program Director will work with the youth in the neighborhoods to participate in the youth leadership programs and sporting programs developed at each location. BOARD OF DIRECTORS • The YNA will be governed by a Board of Directors composed of the residents that that reside, own property or have businesses in the target area and will be reflective of the population of the neighborhood. The board will be comprised of no less than 16 and no more than 21 members. The board of directors will be elected by the enrolled membership. Elections will be held on a yearly basis. The eleven incorporators will serve as the interim board of directors and the balance of the directors will serve per a community nomination process to be developed. The board member terms will be limited to two years and will be staggered to maintain continuity. • ADVISORY COMMITTEE To seek the help of professional and corporate groups, it is envisioned to invite corporate representatives to provide their input and advice on programs being developed. The number of advisory group will be between 7 to 15 members, and can be increased if needed. This advisory group will meet quarterly during a one hour lunch meeting the third Tuesday of the month following quarter. YNA board and /or staff will provide agenda and presentations. r YAKIMA NEIGHBORHOODS ASSOCIATION CITY OF YAKIMA FIVE YEAR CDBG PLAN OCTOBER 29, 2009 REVISED NOVEMBER 13, 2009 ASSESSMENT AND EVALUATION Respectfully submitted to the City of Yakima as part of the resident's testimony for inclusion to the HUD CDBG FIVE YEAR PLAN by the organizing committee for the Yakima Neighborhoods Association, this 29 day of October, 2009 and November 13, 2009. 4 I ,. YAKIMA NEIGHBORHOODS ASSOCIATION CITY OF YAKIMA FIVE YEAR CDBG PLAN OCTOBER 29, 2009 REVISED NOVEMBER 13, 2009 Some recommended programs that have been recommended and discussed by both parents and young adults within the East Yakima are as follows: General Programs * Structured After School programs that can be coordinate and developed with the school districts as well. * Structured year round programs for youth of different ages. * Structured year round parenting information programs for adults. * Structured "Building Blocks" series for ESL, ABE, GED & citizenship programs that can lead to more civic involvement and participation with some support and coordination with the school district and YVCC. * Career training opportunities in fields that are seeking to hire in the future * Set up support groups to support teen parents * Educational workshops to develop resumes and develop self esteem. * Educational workshops on drugs and alcohol awareness. -* Educational workshops regarding rights, laws, etc Specific Programs * Youth Financial Fitness leadership program that encourages the understanding of math as a valuable tool for employment and provides internships in the financial arena. * Youth entrepreneur training _ programs with potential loans for young people to. develop a business with help from a mentor. * Home ownership training that can lead to home ownership opportunities. . * Program with fire department and police department that will provide information and exposure and basic training for young cadets in both careers. * Leadership program for 12 months that will take young teens, adult teen and young professionals into a structured environment that will educate them on how the city functions, the county, economic development, code enforcement, law enforcement, how to run a meeting, etc. YAKIMA NEIGHBORHOODS ASSOCIATION CITY OF YAKIMA FIVE YEAR CDBG PLAN OCTOBER 29, 2009 REVISED NOVEMBER 13, 2009 * Home Day Care training for young and mature adults to seek employment in that field. * Voter education to show the importance of civic involvement. * Graffiti art program that will utilize youth talent on city or community projects. * Set up a low watt radio program to give young students exposure to radio electronics and DJ work. * Computer training to learn the basic programs for parents and /with youth. * Youth soccer leagues that will be encouraged and supported by the community. City of Yakima 129 North Second Street Yakima, WA 98901 November 17, 2009 Re: HUD CDBG FIVE YEAR PLAN 2010 -2014 Consolidated Plan Dear Council members, My name is Eva Valdivia. I have lived in Yakima for over 30 years. I am here today to share my thoughts about the idea of neighborhood associations in an effort to address many of our current east side concerns, most recently the shootings among our young adults. • Here are some thoughts we would like to address: Neighbors Building Neighborhoods Yakima city residents have begun a new development of neighborhood associations to provide opportunities for people to work together at the grassroots level on initiatives that directly benefit their own neighborhoods and strengthen the entire community. Yakima neighborhoods are the building blocks that strengthen our community. We recognize the important role they play in developing a common vision and how this helps guide decisions that are made by the City. Therefore, it is vital for us to form partnerships with neighborhoods to continually enhance the assets of their areas. Neighborhood Conferences, Neighborhood Summits, and neighborhood- related publications bring together community members to network with each other and facilitate positive relationships with City staff. In collaboration with existing local service providers the Yakima Neighborhood Associations (YNA) will engage in consistent efforts to build better neighborhoods. Jointly, issues of local concern will be identified, communication with members will be maintained, promotion of local events will be made, and the design of programs that involve youth and adults will be completed through an array of neighborhood enhancement projects. Programs recommended and discussed but not subjected to prioritization: Crime Reduction Art and Cultural Events Business Improvements Economic Revitalization Events and Fundraising Housing and Property Improvements Lighting Property Maintenance Street Beautification and Neighborhood Image - Building Street and Sidewalk Improvements Traffic, Pedestrian, and Public Safety Funding for Neighborhood Improvements • Ito Neighborhood Association Resources Accessing the City of Yakima NEIGHBORHOOD CENTERS YNA envisions a small community center or use of similar facilities in a neighborhood setting throughout the target area where neighborhood residents can visit and make it one of their Family Night Outings. Regularly scheduled classes and services will be offered on a regular basis to allow the family to take their children with them while they participate in their activity or class and their children will also attend structured activities suitable for their age, including quality childcare services. The primary goal of the YNA Program is to get residents to become involved and increase their role in all aspects that contribute to building a safer community. OUTREACH AND MEMBERSHIP CAMPAIGN At the initial stages, an outreach effort through all English and Spanish media will be completed to inform the residents about the YNA program and as a recruitment tool to increase membership participation. Community events will be organized to initiate the program and start off the membership campaign. We are aware that these ideas need further development. We would like to work in cooperation with you, city officials, service providers and business owners that are invested in making Yakima an exemplary community. The Yakima Neighborhoods Association, (a to be formed non - profit incorporated in the State of Washington), is hereby requesting the City of Yakima consider CDBG funds for the start up costs in the amount of $100,000. A preliminary budget is attached to the proposal. I hope that you consider our request and contact us for further development. We are committed to our families and to making our neighborhoods flourish. A safe and prosperous future is our goal. Very respectfully yours, i 74 .0-,,,.......,. 4 Eva Valdivia X50 eS• KileS law - b e 1 v-e., 14.11-ima, WA- RAM I (') TO- 3so4, La Casa Hogar Yakima Interfaith Coalition 106 South 6th Street Yakima, WA 98901 );`<, Phone 509.457.5058 lk ,A Fax: 457.0156 www.lacasahogar.org November 17, 2009, Regarding Consolidated Plan CDBG To: Yakima City Council From: Carole Folsom -Hill, Executive Director Yakima Interfaith Coalition 106 South 6 Street Residence: 15 South 6 Street I come before you today to make two requests for your consideration. I have lived and worked in Yakima's CDBG area for over 36 years, which includes serving as city staff in the role of Citizen Participation Coordinator for the CDBG. This year appears no different than in past years. Along with Hector, Luz, and Maude, I've shown up at the CDBG hearings to express the need for neighbors to be actively engaged with each other and the larger community, in order that the residence might have a proactive voice in their neighborhoods and community. For me this means we are working together for the future of our community and implied is that the City supports such activities. I would like to thank you for the work of the Community Development summer interns; they were terrific and are an example of successful neighborhood engagement activities. My two requests: 1) That the city be an active partner in the support and resource development of neighborhood empowerment activities and that you establish a policy of working with and supporting existing organization and the residence in the neighborhood with the common goal of working together for the future of our community. a. Existing organizations in the CDBG neighborhoods already have relationships with neighborhood residents. For example in our organization 95% of the over 500 Spanish speaking people we serve annually live in the 98901 and 98902 zip codes b. Existing organizations already have working relationships /networks with each other. c. Examples of existing organizations in the CDBG are: Southeast Community Center, PAL Center, Yakima Interfaith Coalition which includes La Casa Hogar & 107 House, Promotora partnership with Ready by 5 Project, Yakima Neighborhood Health Services, Yakima Valley Farm Worker Clinic, Triumph Housing, First Baptist Church (who is beginning a Hispanic outreach ministry in the neighborhood. d. In the interest of sustainability and limited resources working together can and will maximize efficiencies and effectiveness. 2) That work will and needs to be done at the neighborhood level utilizing a peer model for neighborhood engagement that is linguistically, educationally and culturally appropriate with the common goal that everyone who wants it has an opportunity to contribute to the wellbeing and future of Yakima. We are a stronger community when we are together no matter ethnicity or economics. • • November 17, 2009 Yakima City Council • City of Yakima • Re 2010 -2014 Consolidated Plan Dear City Council: • Mi nombre es Elizabeth Torres, vivo en la ciudad de Yakima y vengo para apoyar a el programa que queremos crear, la asociacion de vecindades de Yakima. Nosotros, los residentes de Yakima, queremos llegar a un punto donde nosotros, junto con Ustedes, puedamos solucionar las problemas que diario enfrentamos en nuestras vecindades y en las calles de nuestras vecindades. Queremos que la ciudad nos Ilegue a ver como parte critica que puede contribuir para resolver los problemas. Hasta este punto, nosotros los residentes, no hemos sido tornado en cuenta por que no participamos en los asuntos civicos de la cuidad. Queremos ser parte y contribuir nuestro punto de vista en los planes o programas que la Ciudad de Yakima desarrolla para nuestras vecindades, que son las mas pobres de la ciudad. Diario enfrentamos muchas problemas que, aparentemente, no vemos soluciones, por que las problemas son muy dificil de solucionar si los residentes no estan participando y no son parte de la solucion. Queremos capacitarnos con programas de liderazgo y education civ ica para poder •tomar nuestro lugar y tomar la responsabilidad de participar. Queremos determinar nuestro propio futuro. Ya no se vale que la ciudad solo se enfoque en enfocar las leyes y mandar mas policias a nuestras vecindades. Ya no se vale que las agencias solo digan, este es el programa que les vamos a dar queremos crear nuestros propios programas que nosotros mismos decidimos que son necesarios. Hay muchos recursos aqui que no se estan utilizando como debian de ser utilizados y que podian ser utilizados para crear centros en las vecindades para para los adultos, los Winos y nuestros ancianos. Basado en el entrenamiento que hemos estado recibiendo, HUD reconoce el programa de asociacion de vecindades como un programa muy efectivo para involucrar los residentes de la comunidad para darles a los residentes puedan mejorar su vida y sus vecindades. Le pido a el Concilio de Yakima que nos de esta oportunidad de trabajo para que podamos trabajar' en los asuntos civicos de la cuidad y que la ciudad pueda contar con nosotros que queremos ayudar a inejorar la Ciudad de Yakima. Por favor les pido, a todo .el concilio que no vean nuestro proposito como algo negativo si no como algo que va a mejorar la ciudad por que verdaderamente queremos ser parte de la solucion. • • Gracias por su consideration. • Elizabeth Torres. • 1703 Dalton Road Yakima, WA 98901 ZirCrdibe\---Voue. . • YAKIM4, REGIONAL 4644 x . 329 North First Street, Yakima FV 98901 AGENCY Phone: (:509) 834 -2050 Fay:: (509) 834 -2060 I'ebsite: Iittil /fri'w vow k imacleanair.or EXECUTIVE MEMORANDUM DATE: November 17, 2009 To: City of Yakima City Council FROM: Office of the YRCAA Director /'� SUBJECT: 2010 Supplemental Income Assessment ISSUE: Inclusion of Expenditure to YRCAA in the Amount of $33,720 in the 2010 City Budget This Office deeply appreciates the inclusion of the YRCAA 2010 supplemental income assessment in your 2010 City Budget. Your support during our budget process was especially appreciated. During hard economic times, municipal budgets are strained and hard decisions must be made as to what's most IlOr important to the citizens we serve. It's apparent that your leaders understand the importance of clean air and the necessity of meeting the challenges we face with ever tighter federal air quality standards. Thanks to your support and that of the other participating municipalities, your clean air agency can more effectively meet those challenges for improving the quality of air for our community. Your contribution helps provide for: • Increased public awareness of air pollution from wood burning heating devices; • Better burning practices utilized by wood heat users; • Better compliance with burn bans; • Increased numbers of old smokey wood stoves being replaced by cleaner burning devices; and ultimately • Reduced emissions and healthier air for our community by meeting federal air quality standards. • 4 - AGREEMENT FOR YAKIMA VALLEY OFFICE OF EMERGENCY MANAGEMENT The Washington State R.C.W. 38.52.070 provides for the establishment of a local organization for emergency services in which two or more political subdivisions may join for the establishment and operation thereof; and, WHEREAS, the Board of County Commissioners of Yakima County, Washington and Mayors of incorporated cities and towns within Yakima County, Washington have agreed to the joint operation of the emergency- services organization as provided by the R.C.W. 38.52; and, WHEREAS, the declared purposes of this agreement are to provide for the preparation and carrying out of plans, including mock or practice drills, for the protection of persons and property within this county in the event of a disaster, and to provide for the coordination of the emergency service functions of this county with other public agencies and affected private persons, corporations and organizations; and, WHEREAS, any expenditures made in connection with such emergency services activities, including mutual aid activities, and mock or practice drills, shall be deemed conclusively to be for the direct protection and benefit of the inhabitants and property of Yakima County and its participating, incorporated cities and towns; and, WHEREAS, "emergency services" denotes the preparation for and the carrying out of emergency functions other than functions for which the military forces are primarily responsible, and the activities necessary or incidental to the preparation and for carrying out of these activities; now, therefore • BE IT HEREBY AGREED as follows: CREATION (A) There is hereby created a joint local organization pursuant to RCW 38.52.070 for emergency services, to be composed of Yakima County, Washington and its participating incorporated cities and towns, to be known as the "Yakima Valley Office of Emergency Management" to be administrated by the Yakima County Emergency Services Council. (B) This joint organization shall commence its existence upon the approval of this agreement by the County Commissioners of Yakima County and the Council of any city or town. Thereafter any incorporated city or town may become a participating member upon the adoption of a resolution by its legislative body to that effect and agreeing to the provisions hereof and the deposit with the Director of Emergency Services of a duly executed copy of this agreement. (C) There is hereby created and established a special pooled fund to be administered by the Treasurer of Yakima County, which fund shall be known as the "Yakima County Emergency Services Fund ", into which shall be deposited funds received for the account of this joint organization and from which shall be paid all proper claims. The Director of Emergency Services is empowered to authorize the payment of claims and expenses which are properly budgeted. The participating members' contributions to the Emergency Services Fund shall be based upon a per capita charge of that portion of the Emergency Services Budget that is not reimbursed by the Federal Government through the State agency. The charges, determined by the Emergency Services Executive Board, shall be payable by the 1 day of February of each calendar year. The per capita charge shall be based on the latest official population estimates of the State Office of Financial Management. In the event of an emergency resulting in the necessity for the carrying out of emergency functions for the preservation and protection of lives and/or property, the cost of emergency functions above and beyond the permanent staff and facilities of the Office of Emergency Management shall be borne by the participating member or members affected by such emergency and promptly remitted to the Emergency Services Fund, provided that the Director shall obtain approval from the executive head or his designee of the affected political subdivision prior to providing the services. In any case the 1 • • 2 y. ESEB cannot agree upon the proper division of cost, the matter shall be referred to the State Emergency Services Council for arbitration; its decision shall be binding. • (D) An annual budget shall be prepared by the Director and the Emergency Services Executive Board, presented to the entire Emergency Services Council which by majority vote shall recommend the budget to each political subdivisions for approval. (E) The Office of Emergency Management may accept gifts, grants or loans of money, equipment or services from any lawful source and perform functions authorized by law to be performed by departments of emergency services. EMERGENCY SERVICES ORGANIZATION EMERGENCY SERVICES COUNCIL (A) Membership. In accordance with R.C.W. 38.52.070, the Yakima County Emergency Services Council shall consist of the County Commissioners and the Mayors of each participating incorporated city and town. The Chairman of the Board of County Commissioners shall act as Chairman of the ESC. The Director, ex- officio non- voting member, shall act as Vice Chairman. An executive board shall be formed consisting of one County Commissioner and 4 mayors, to be elected at the annual meeting. The Yakima County Sheriff will be a permanent ex- officio non - voting member of the ESEB and the ESC. A quorum of the ESEB shall be a simple majority of the voting members. (B) Powers and Duties. The ESC shall perform duties imposed by statute upon executive heads of emergency service departments. It shall review and recommend for adoption emergency services and mutual aid plans and agreements and such resolutions and rules and regulations as are necessary to implement such plans and agreements. It shall do the things herein provided and/or reasonably necessary to the accomplishments of the purpose hereof. The ESEB (Emergency Services Executive Board) shall assist the director in preparation of the duties described herein. The ESEB shall meet at least quarterly. (C) Quorum and Meetings. A majority of the members of the ESC shall constitute a quorum. Any meeting in • which a budget is to be adopted or a financial obligation is to be assessed to a member thereof shall require a quorum. The ESC shall meet annually to review the Emergency Services budget, organization and plans. Meeting date and time will be published by the Emergency Services Director prior to the meeting. Other meetings of the ESC shall be called by the Chairman or Vice - Chairman or by a majority of the members of the ESC. Emergency meetings may be called by any ESC member. (D) Division, Services and Staff. The ESC shall adopt an annual plan which prescribes divisions and services, assigns functions, duties and powers, and designates officers and employee positions as it deems appropriate. Insofar as possible, the form of organization, titles and terminology shall conform to the recommendations of the federal government and the Department of Emergency Services of the State of Washington. DIRECTOR OF EMERGENCY SERVICES, POWERS AND DUTIES The Director shall be selected by a majority vote of the ESC. The Director of Emergency Services shall be responsible for the coordination and development of overall emergency services planning and regular training exercises. The Emergency Services Director shall report activities to the ESEB. (A) Subject to the direction of the ESC, the Director is hereby empowered and directed: (1) To provide an emergency services operating plan for Yakima County and its participating cities and towns, • conforming to the state emergency services plan and program. (2) To coordinate the effort of the emergency services organization for the accomplishment of the purposes of this resolution. (3) To direct coordination and cooperation between divisions, services and staff of the joint emergency services jurisdiction. (4) To present the emergency services organizations of these cities in dealings with public or private agencies pertaining to emergency services and disaster. • 2 • • (5) To keep and maintain an inventory of goods, supplies and equipment of the Office of Emergency Management or in its custody including federal excess property on loan to the department with said inventory to . specify the location of each item listed thereon. (B) In the event of a disaster, the Director shall be empowered (1) To coordinate matters reasonably related to the protection of life and property as affected by such disaster. (2) To obtain vital supplies, equipment and such other properties found to be lacking and needed for the protection of the life and property of the people, and bind the participating members thereof and if required immediately, to commandeer the same for public use. (3) To execute the special powers conferred upon him by this agreement or by resolution adopted pursuant thereto, by powers conferred upon him by statute, or by agreement approved by the ESC or other lawful authorities. (4) To request necessary personnel or material of any county, city or town department or agency. Officers and employees of these counties, cities, and towns with those volunteer forces enrolls to aid them during a disaster, and groups, organizations and persons who may by agreement or operation of law charged with duties, incident to the protection of life and property in these counties, cities, and towns during disaster, shall constitute the emergency services organization of the counties, cities and towns. SERVICES TO BE PROVIDED TO PARTICIPATING SUBDIVISIONS The Yakima Valley Office of Emergency Management shall provide service, equipment, and personnel to participating political subdivisions to assist them in effecting emergency operational plans and programs, to include the following: A. To provide an Emergency services organization to coordinate operational activities and to minimize death, injury and damages for periods before, during and after a natural disaster or man - caused disaster. B. To coordinate local Emergency Services planning with the federal government, State of Washington, neighboring counties, military organizations and other support agencies. C. To provide for the effective utilization of resources within or from outside these jurisdictions to minimize the effects of disaster and to request assistance as needed through established Emergency Services channels, county to state, to federal. D. To recruit, register and identify personnel and to seek compensation coverage for volunteers who suffer injury or equipment loss as a result of Emergency Services duty. E. To establish and maintain training and public information programs. F. To identify protection for the population against all hazards. G. To provide emergency disaster control and coordination through the County Emergency Services office. H. To develop a system for warning the general public, and to provide for information and guidance to the general public. I. To provide support for search and rescue operations. J. To perform normal office procedures, correspondence and inventories. K. To provide excess property support functions to the participating agencies. DURATION This agreement shall remain in full force and effects from date of adoption by the Yakima County Board of Commissioners and each respective incorporated city or town within Yakima County. WITHDRAWAL Any participating party to this agreement shall have the right to withdraw from this agreement by giving 180 days notice in writing to the other parties. PROPERTY DISPOSAL UPON MEMBER WITHDRAWAL OR AGREEMENT CANCELLATION (A) No real property ownership or acquisition is anticipated. Property, for the purpose of this section, refers to personal property only. (B) Federal or state -owned properties shall be disbursed in accordance with appropriate federal or state guidelines. (C) Items loaned to the Office of Emergency Management by a participating member shall be returned to that S member upon that member's withdrawal from this agreement, upon this agreement's cancellation or upon the expirations of this agreement. 3 • (D) Items owned by the Office of Emergency Management and financed through per capita quarterly billings of serving members, or through federal or state funding shall be dispensed of as follows: • (1) Upon agreement cancellation or expiration of the entire agreement, unspent funds shall be distributed on a current per capita basis to members. (2) Upon the withdrawal of any or all cities or towns, such city or town shall be refunded any funds unspent from the preceding per capita billings. Properties owned by the Office of Emergency Management will remain with Office of Emergency Management and shall not be subject to disbursement. Yakima County and the following incorporated towns and cities are Equal Opportunity Employers. DATED the 18 day of October, 2000. • • 4 C Yakima Valley Office of Emergency of Emergen September - October 2009 ,,.., 1,,. ,,, ' % :- ' ,4 Operational Overview 11 IA 11.0V Grants Assignment: 10/23/2009 s EFSEC - CGS 2007 Status -„ � �� : �� � � �� ' Notes: Our first quarter report and invoice has been submitted Staff Assigned Jim Hall 8/28/2009 Plan Componant: Status 6 :ii:' *aaS ®"l F a®e . : h " Notes: Jim Hall has been attending meetings in the Tri- Cities on the review and update of NURG 0654 to guiding document for exercise deliverables and requirements. 6/10/2009 a 0' 4 7'''''''.r,„',.,1-,- ac ° : n :n pr ` e iiin el�ve abler* Status ;_70.„C, - x Notes: This funding is used to support by percentage three positions in the office. Assignment: 10/23/2009 Yakima Health District Status • tip , ve•'s e kl aiming and Exercises s S taff Assigned Jim Hall Notes: This generally pays for about 40-50_% of of KR Catlins time during the summer Plan Componant: 8/28/2009 Status U ,. 9 � .. s o- 7 � < �_ ii t � -. i W 1a`Oil W C GOn G2 ? I CgITI'p , %R � Xfd � ��� > < y� _ �� Notes: We have been advised we will be asked to assist in 2010 and have budgeted a reduced amount of $27,500. 6/10/2009 r t t 'el' 0 . . w S tatus o nd e� ° zit" v e. a ma� 1 ®ct , he . t,',. ' Inc fie is � � e e n . 4 e se q e ° r� ° t, 1 a fo le� � ' e� r I tifsir : 2 o !0 7 9 1 , W? .,ill e Notes: We will more than likely not use the entire amount budgeted this year. The staff person planned to fill the position left and the rehire has taken more time than expected. Charles Erwin and Jim Hall have fill in and completed most of the deliverables. II Page 1 of 9 Printed 11/17/2009 Assignment: 11/17/2009 n Community Emergency Status ' C e ar a e aizu ar= o a succes a A o ® a 1 Response Team (CERT) m q .. ®� .. g � e1 c in n s, or ®i en , F ,.. FFY 08 + 0 tic ®` area e d ob Notes: • Staff Assigned Lisa Truhlicka 10/23/2009 Plan Componant: Statu3 $� a s✓ a DoT o a - -- . ,tee «c 4 :' Notes: 8/28/2009 Status ® ® . 4 4 p. Notes: 6/10/2009 Status 0. r, e e a m� ao r e e o a s , S e ' a a .fie ®� � �S ` dC dX , tl a cti sue, Notes: The funding is for community preparedness activities and training Assignment: 10/23/2009 2009 EMPG Status �� ® `�d i om tF a��� ' � tr Staff Assigned Jim Hall Notes: Plan Componant: 8/28/2009 Status eTOgCt WI w S �e `s a �j a oA 4 . Notes: 6/10/2009 Status Q t e o m • • ®' o a r 9= • a a e ece e 1 tact `� Notes: This grant supplements the three permanent EM staff members. We will be billing for the first two quarter after the first of July. Plans Assignment: 10/22/2009 School Planning Status A `� t , Notes: Staff Assigned Charles Erwin 8/28/2009 Plan Componant: , Status o °ac�1 � ' pry °a � ®�e �• lx�6.b0 4o A A ° <�a twmp, Notes: Not sure where this is headed right now. 6/9/2009 Status 4e oil lune ® o s d$ t n ®nd0 la ht1 r ] 4S S 411.:, e ae e } a S a 1 tisto Notes: This project is holding waiting for information from the schools. Jim Hall is also involved in this project • Printed 11/17/2009 Page 3 of 9 Assignment: 10/23/2009 . Provide NIMS Statu e + + j 'qa a f M o 45 c ` ,® , 3,a a t ,e+ , results o th e. Compliance Information - e ,. . < u . . . to Valley Jurisdictions Notes: This is an annual requirement to receive federal prepardness funding •aff Assigned Lisa Truhlicka 8/28/2009 ` o�� ", '`� 1 : ° Plan Componant: ESF 2 Statu ® ep o rye+ es e a a a � ops + k ..5, t2. '.,, 41',n ,.:-:, .4. .1., , o , 0.,0„;), 6 .. 4, 4., , :o.A. ' '' a + teas +a� ttlA �� a a'. a� r� Notes: As ti passes the eage to respond • to our surveys to ask two or three time before we get the num is waning . We have bers we need. may be asking the ESEB not to provide funding to jurisdictions that do not provide their compliance information. 6/9/2009 g 'r'' gyp �' a `rr nk Status „� a torus of li,gxaI. .� ebs�1�= o ` � Q 4, . ,, � Notes: Our next compliance survey is this September we will pole jurisdictions and fire districts for their information Assignment: 10/23/2009 a �' a 8. � y ' Incident Management Status ®� a + � ic n: + a . sw a f a 4 , . ,!1 ores + t l Team Development for s . s .� � , . 4 �aa a p E l; g y e t . the Yakima Valley ® � '? _ .�� Q � Staff Assigned Jim Hall Notes: Member p rovided over m dir and control for the event. 8 / 28 /2009 Plan Componant: Status + •teaxra e a �� ��di as I' as d V'� r V eT a k: s a s a e a , +s �' . . } Notes: Photos of the trailer are available in OEM ® 6/9/2009 Status nc .xrei e . Tan � z +l`a tI @ agree d � ied fora � d dditi t a • of t , -�.0. ea e O a C e d ' Notes: Additio IMT training inform available in Training and Exercises Assignment: 10/23/2'009 OEM Website review Status ar �£•�s a# '. s e - tAi and update � 4,11. . g3 „c s £ w o o , e..1 0 °, Staff Assigned Helga Staffan Notes: Plan Componant: 8/28/2009 .x�C k.�� ' yTMa� at „ � v 1 < Sta a € + t + I a a a' t g v Q a $ + + as'0f Fy S 3 sI � `a . 6` i s � � 'tip � aw .�:�,.a�* = � � ��m •. � :.tea .N k_. ,u�. Notes: 6/9/2009 Status t ® m x * I � e a ®�� r = o ,,e � r� esea � , ag or� •£ ® 1a4 ' � i di •`aa e ' ��°.�r . ,.�. � � €,��> � ..axis .r , �.. �".-�� .ua «. Notes: The new site should be available in the next few weeks. II Page 5 of 9 Printed 11/17/2009 Mass Casualty Full Scale Status ®1 : 7Q = i s � I t'g* ;11 t , 5 e b Assignment: 10/23/2009 e of Exercise 2010 1.4.4„V41. � � � � ®Go� � ��li s� ts �� . '� ,� �;� � E ®s o C s .- a• n 4 e ii.s A = amt o 'E�7 ° s ®mot � f Staff Assigned Jim Hall _. - -..y .a. � Notes: • Plan Componant: 8/28/2009 Status ° n . Notes: 6/10/2009 Status o $+;'¢ 74 1 a a a . r P � ? -4 7 CIS wit: a' • pYr a ' ®e o t fs,1? S 41 qr o� v 4� .z e i m o 5f , ife oe a4Y` C °.,;''')6- o h "1, o �1e �� Notes: e also discussed the need for a Mass Casualty Plan. ne of the Objectives from the airport exercise is do we need a Mass Casualty O Plan. If we do this would be a great opportunity to test it. Assignment: 6/9/2009 Region #8 Health Status l� c o ® ,# 1 0 '.�� : o o a 4� ti . Regional Functional � t; ' * , '' v I'1' 1 alc � a t; ® 4 , 4 as Buz t Exercise Staff Assigned Jim Hall Notes: Regional Health will complete the AAR /IP Plan Componant: Assignment: 10/23/2009 . Health District Table Status s , ,.. ,,, u Top Exercise Notes: Staff Assigned Jim Hall 8/28/2009 • Plan Componant: Status .�e ,; �.. m. _ ,. - ,,� , T: . Notes: Good Exercise received complimen on content and design. 6/10/2009 Status ''''\k e 8 $ � � O 4. o e o ®1 v° s • e f s ei c oe k°� �' '' Notes: T tee Y he Exercise Plan has been developed and is at the state for approval. Invitations have been sent to the invited players. Assignment: 8/28/2009 ,- N Incident Management Status to a a e . .. e Team School Shooting t .. u &" .... t ' . ._._ TTX - Notes: Team is moving forward Staff Assigned Jim Hall 6/10/2009 4 r . Plan Componant: Status I o % as ; o o n ' Y 7 a %. IE3�11 i i* � � 1 ® Ice e. S'i - e- '1 os," o' t ..a� ". _ . x Notes: The Discussion Exercise held with the team, school, SWAT, Police, Parents, etc. was a huge success in March this is the continuation of the same scenario • Page 7 of 9 Printed 11/17/2009 Assignment: 10/23/2009 Yakima County Status o•,ct�ut . orto.Q.: q_ > u. Government COOP Notes: Table Top Exercise 8/28/2009 r�.. e :'�' likaff Assigned Jim Hall Status 9c ®_i� ®r a re klrav " btu o r � Plan Com onant: Notes: OEM has been working with Janet Kelley on the plan 6/10/2009 Status xi e e a eenINe zsAtiss * A I tlf ^ 0 1 Q S a S e s ® �� t� e <21 e wa V 0� ohs ° Notes: This exercise is tentative at this time • Page 9 of 9 Printed 11/17/2009 • '� ' .� `:. . rr ic ° fix 3 - , 'k-5 rz 'a s a : 7 • �, �"' � � � fi �'. �, � � .w z* � � � p `ms` , s { x. 'C4 . '^� .�� ^� a � � �� a 5 v. p , e s �� x y _ r �� � � B F � �� � '�� , mom ?��'"�t� �' � _, 1 'm c6 .e � 9 s v1 .,. . 3 .. 3 • s g °'' a s ;...3, 5 c: r„ - xfi ,� K s � -{ acq, ., S e u s -arc -:z �'k. s y am € y 4 1 1 4 �r t� -� v: ., y" e :ate i a F s d :.' air '� ti^ 71, 1-''''''''6 ¢ sad a gy p„ d n '$a% } k f {< $s a <. s, ° -ss.' ' -3 s � � � l � '3 � ; � � , ��.+ r �.� � 1'���y� ��:;. 41110 },c a"' �; i.' . %e f . .g :; fig } � ,, €.>. 4� fs aM {r ,' �'' sc' .; �' "' a . z a +n '`,F.''''',3-1..;'T y�r ir� a�� x 1 s r�"✓ w� � � w ,,.{', � c �. `il° ��� �.:Y° � r !�. 5'. ` �. 4.: fie .,�¢¢ x �„� { , � . ti :-..;. (f...r n ... t b a ' � of , d e t l ::. ''i r # y t } , "� n th ,mss. y ':..;.:''''',:'7::!.::.;,':',%''',:..'4.5?' �3 _ a r a � W1 P a �+.. b 'F3 ' i P " � ¢'igk ¢ * 3 z } ® { F' >• 9.x '' .: b Yp t '' 3K€' ;gyp �� , ..s '°s-x. 4' 'k ' ,9:',1 ii a t e t`�` �� 'S . t ,ems A'' f P*�� ,�, y . ,.. : , ��s� a� a t,>s s � „ i � � �- r � "t :: � � ��K �z r �'Ka � � AN a � Y ,�dt a, ?5 $a;. ,its t . '; -.,''.a ate ,.:;.�` lag.,;h ?r'..� {' . %'.`:i.s; OPERA TION S WIFT JOU RNEY 2009 YKM A F 11 -scale Exercise — Mass Casualty Inc ident • . AFTER ACTION REPORT/IMPROVEMENT PLAN ? e . '' �. r > `.ir?'r„ 'r � ;f. .� 3 s ,, W' ae v � „ , s *d , a �S r �� r r a k S ; �x '' � — 7;01'.,'. *1 2e t r ;' u � fir � � 4 ■ y , „„ ` ..:. ° & ° d,S c k M s � a a sk ` Y ABC A AIR E L. ® C LLTE FIELD SEPTEMBER 19, 2009 FOR OF USE ONLY ' SENSITIVE ill 0 After Action Report/Improvement Plan Operation Swift Journey YKM 2009 • THIS PAGE LEFT BLANK INTENTIONALLY • i FOR OFFICIAL. USE ONLY • SENSITIVE 1 After Action Report/Improvement Plan Operation Swift Journey YKM 2009 • • Contents Executive Summary • Background • Benefits to Community Purpose Exercise Objectives /Performance Rating and Description Exercise Venues Participating Agencies, Departments, and Organizations Exercise Players (Actors) Exercise Activities Major Strengths Primary Areas for Improvement Appendices A. Evaluations by Venue B. Participant Feedback Positive Outcome Items by Venue C. Participant Feedback Improvement Items by Venue D. Improvement Plan by Venue For more information, please consult the following points of contact (POCs): Yakima Air Terminal (POC) Name Eric Mercado Title Assistant Manager Agency Yakima Air Terminal Street Address City, State ZIP Yakima. WA 98908 509 -575 -6149 (office) 509- 731 -5578 (cell) eric.mercado@yakimaairterminal.com Yakima Valley Office of Emergency Management Name -Jim Hall Title Director Agency Yakima Valley Office of Emergency Management Street Address 128 North 2 Street City, State ZIP Yakima, WA 98901 509 -574 -1904 (office) 509- 728 -1895 (cell) jim.hall@co.yakima.wa.us FOR OFFICIAL USE ONLY SENSITIVE 2 After Action Report/Improvement Plan Operation Swift Journey YKM 2009 EXECUTIVE SUMMARY The suggested actions in this report should be viewed as recommendations only. In some cases, local • jurisdictions may determine that the benefits of implementation are insufficient to outweigh the costs. In other cases, the jurisdictions may identify alternative solutions that are more effective or efficient. Each involved jurisdiction agency /department should review this report and determine the most appropriate action and the resources needed (time, staff, funds) for implementation. Background Operation Swift Journey YKM 2009 was a Full -Scale Exercise (FSE) designed to establish a learning environment for players to exercise emergency response plans, policies, and procedures as they pertain to an aircraft accident This After Action Report/Improvement Plan was produced at the direction of the Yakima Air Terminal with the input, advice, and assistance of the Operation Swift Journey YKM 2009 planners. Operation Swift Journey YKM 2009 is evidence of the growing public safety partnership between local jurisdictions for the response to the constant threat of natural and terrorist events our Nation and communities face. Benefits to the Community This exercise, when totaled, is roughly estimated to have collectively cost more than $30,000. The benefit to the community in dollars is hard to estimate but it far exceeds the actual costs. Having the opportunity to train responders and test response systems in a no fault environment is priceless when you think of what mistakes cost in a real event. Again using rough estimates there were over 600 hours for approximately 100 volunteers and over 400 hours of responder time expended on this exercise. Please see the exercise participants listed later in • this report for those responding. This exercise has generated significant good faith from the community by seeing multiple agencies and multiple disciplines working together to solve a simulated major incident. Volunteers remarked several times of the coordination between those responding. The goal of Operation Swift Journey YKM 2009 Full Scale Exercise (an act of terrorism) has been to measure the ability of Yakima Valley jurisdictions— government and private sector -- to actively and aggressively manage multiple: levels of government, nongovernment agencies, private organizations; local and county response systems, resources /assets, communications; and, operations plans and procedures across jurisdictional boundaries. The most effective way for local government to evaluate terrorism preparedness prior to an actual incident is by conducting and evaluating a threat and performance -based exercise. This exercise provided a risk -free environment for Yakima County to assess if they have the plans, policies, procedures, resources, and agreements in place to enable first responders and EOC staff to perform critical tasks required to respond to, or recover from terrorism and other spontaneous emergency /disaster events. Emergency and disaster preparedness involves a cycle of outreach, planning, capability development, training, exercising, evaluation, and improvement. Successful exercises lead to an ongoing program of process improvements. This report is intended to assist local jurisdictions to strive for preparedness excellence by analyzing exercise results and: FOR OFFICIAL USE ONLY SENSITIVE 3 After Action Report/Improvement. Plan Operation Swift Journey YKM 2009 ® • Identifying strengths to be maintained and built upon. • Identifying potential areas for further improvement. • Recommending exercise follow up actions. Purpose The purpose of the exercise was to evaluate player actions against current response plans and capabilities for a terrorist incident response: (1) the ability to respond to a major, on airport property, mass casualty aircraft accident; (2) the ability to implement the Yakima Air Terminal Emergency Plan; and, (3) the ability to implement and use the Incident Command System for this emergency. Exercise Objectives /Performance Rating and Description The Operation Swift Journey YKM 2009 exercise planning team selected objectives that focused on evaluating emergency response procedures, identifying areas for improvement, and achieving a collaborative attitude. This exercise focused on the following objectives: 1. Incident Command System(ICS)/Unified Command. Evaluate the local decision - making process, the capability to implement the ICS in response to a terrorist incident. Examine the response community's ability to employ various ICS functions. Performance Rating and Description: Performed with Major Challenges The performance measures and tasks associated with the activity were completed in a manner that achieved the objective, but some of the following were observed: demonstrated performance had a negative impact on the performance of other activities; and/or, was not 4110 conducted in accordance with applicable plans, policies, procedures, and regulations. 2. Emergency Operations Center (EOC) Operation. Exercise the community's ability to activate, staff, and operate local EOCs in response to a terrorist event. Performance Rating and Description: Performed with Some Challenges, but Adequately The performance measures and tasks associated with the activity were completed in a manner that achieved the objective and did not negatively impact the performance of other activities and it was conducted in accordance with applicable plans, policies, and procedures. However, opportunities to enhance effectiveness and/or efficiency were identified. 3. Communications. Assess the ability to establish and maintain multi - disciplinary /jurisdictional communications network during a response to a terrorist incident. Performance Rating and Description: Performed with Major Challenges The performance measures and tasks associated with the activity were completed in a manner that achieved the objective, but some of the following were observed: demonstrated performance had a negative impact on the performance of other activities; and/or, was not conducted in accordance with applicable plans, policies, procedures, and regulations. 4. Mass Casualty Response. Exercise the community's ability to respond to, triage, transport, and treat multiple victims from an aircraft accident. This included the care of responding family members. Performance Rating and Description: Performed with Major Challenges • FOR OFFICIAL USE ONLY SENSITIVE 4 After Action Report/Improvement Plan Operation Swift Journey YKM 2009 The performance measures and tasks associated with the activity were completed in a manner that achieved the objective, but some of the following were observed: demonstrated performance had a negative impact on the performance of other activities; and/or, was not conducted in accordance with applicable plans, policies, procedures, and regulations. Primary functions that were exercised included: Communications; Critical Resource Logistics and Distribution; Emergency Operations Center Management; Onsite Incident Management• and, nage an re- Hospital Treatment. Exercise Venues (locations where exercise play took place) Crash Site Yakima Air Terminal— Airport Management Horizon Air Ticket Counter Family Assistance Center Incident Command Post (ICP) Medical Control Facility— Memorial Hospital Yakima Memorial Hospital ER Yakima Valley Operational Area EOC Yakima Regional Hospital ER Yakima Public Safety Communications Center Central Washington Comprehensive Mental Health Triage Center Toppenish Community Hospital Participating Agencies, Departments, and Organizations Yakima Fire Department • Yakima Police Department Yakima Public Works Depai anent Yakima Air Terminal American Red Cross Yakima Memorial Hospital Yakima Regional Hospital Yakima Transit Toppenish Community Hospital West Valley Fire Depai talent Yakima Sheriff's Office Central Washington Comprehensive Mental Health American Medical Response Advanced Life Systems WIN 211 Yakima Valley Office of Emergency Management Exercise Participants (Actors) Crash victims moulaged Media Family members in Terminal Exercise Activities FOR OFFICIAL USE ONLY SENSITIVE 5 After Action Report/Improvement Plan Operation Swift Journey YKM 2009 It is Saturday September 19, 2009. There is a normal Yakima Airway flight from. Seattle scheduled to arrive at the Yakima Air Terminal at 1100. It left Seattle at 1020. The flight is full with 70 passengers 411 and a crew of four. There are a number of family, friends, and others waiting to pick up the passengers in the terminal building. There is nothing at the terminal out of the norm. The weather is what it is. At 1056 while descending on approach to the Yakima Airport the pilot and co -pilot are alerted to what appears to be something hitting the aircraft. They radio the tower and state it may be small arms fire. They are low over the foothills west of the airport. They tell the tower they may have an emergency. They are not sure what has happened yet. 1057 The pilots radio declaring an emergency with flight controls failing, one engine is out, and the co -pilot has a wound on his right arm from some kind of shrapnel. They give no status of the passengers or other crew. 1058 The tower can see the aircraft. It is spewing black smoke from the right engine and is yawing from side to side. The left side landing gear is observed in the down position the other is not seen. It may be in the smoke from the right engine. The pilot radios he believes he can make the runway and requests emergency crews on landing. 1059 The pilots radios there is smoke in the cockpit, they can't see, and flight controls nearly inoperable. Pilot says "I think we can make it ". No further contact with the aircraft. The flight controllers radio to the aircraft seeing only one landing gear on the left side of the aircraft. There is no response. • 1100 hrs the plane touches down hard on the runway in front of the terminal building. The aircraft veers to the right continuing on the ground breaking up as it skids to a stop near Charlie taxiway on the south side of the airport. The tower reports no fire observed, several potential survivors moving about. They also report seeing several people running towards the airplane from the nearby hangers. Major Strengths 1. Interagency cooperation at the planning and execution phases of the exercise. 2. Responder cooperation and effort in exercising the plans. 3. The willingness of individual players and evaluators to identify issues so they can be corrected. Primary Areas for Improvement 1. Mass casualty planning. 2. Update and review Yakima Air Terminal Emergency Plan. 3. Communications to include incident stakeholder notifications, between field operations and the Incident Command Post, Incident Command Post and dispatch centers and operation centers. 4. Incident resource management both ordering and assigning. 5. Multi- agency- Multi - discipline ICS training and exercising in the form of Command Post Operations. 6. Move exercises beyond a regulatory requirement to an ongoing program of process improvements. • FOR OFFICIAL USE ONLY SENSITIVE 6 Operation Swift Journey YKM 2009 . Appendix A Exercise Evaluators Tasks and Notes • Venue: Evaluator: EEG: Activity: Incident Command Wayne 01 Communications Communications Incident Post Wantland Command Post - Crash Site E , . . I ly '— Notes: Law enforcement and fire seperately assign a primary dedicated freq for incident command ❑ Not ❑ NotObserve Task: Could the primary communications system(s) handle the flow of information with ❑ Fully 51 Partially undue delay? Not Notes: As separate freqs as described above, Yes. Had a logistics freq been set up then even better ❑ ❑ NotObserve Task: Were back up communications systems established and maintained? If so How? ❑ Fully F2 Partially Notes: Specific back up channels were not assigned, but as part of normal ops they were available ❑ Not ❑ NotObserve Task: 4. Were Communication protocols for information gathering /desimination ❑ Fully ❑ Partially developed? If so how? Not Notes: I observed no coordination of these aspects as well as logistics, etc. ❑ NotObserve City of Yakima Brenda Cantu 01 Communications 911 and Fire & Police Dispatch Public Safety Center Task: 1. How was 911 notified? By whom? M Fully ❑ Partially Notes: 911 call plane is w /smoke ❑ Not ❑ NotObserve good? - Entered call • Quickly dispatched. Task: 2. Was incident response information communicated to 911? If so how and by whom? ❑ Fully © Partially Notes: It did not appear that Fire and PD were together. Most information was received via callers ❑ Not ❑ NotObserve & fie. Lt Wentz called in with requests for phone calls. Task: g. Were organizations (e.g. government and non - government) notified? ❑ Fully 0 Partially Notes: EOC was not notified per policy. Command pages were not sent. Media was not paged. ❑ Not ❑ NotObserve 111 Page 1 of 14 For Official Use Only Printed 10/2/2009 Appendix A Exercise Evaluators Tasks and Notes Venue: Evaluator: EEG: Activity: Yakima Airport Mgt Bill Hancock 02 On Site Incident Yakima Air Terminal -- Airport Office Management Management Task: 1. Did airport management respond initially to ICP and /or AEOC? If so by whom? 51 Fully ❑ Partially Notes: 11:35 Airport Director, Airport Ops Mgr (assist Mgr), Maintenance Supervisor, ( verified ❑ Not ❑ NotObserve Airport Admin Office staffed and standing by) Task: 2. Was coordination with the various agencies, tenants, and services on the airport 0 Fully ❑ Partially demonstrated? If so by whom? Not Notes: 11:05 - 11:10 QX Reps on site @ ARFF - lost - unable to obtain any info - attempted to ❑ ❑ NotObserve contact via cell 11:25 Still wandering looking for someone to brief them. 11:35 QX advised IC arriving at ARFF 11:45 Airport Director contact QX 11:50 E. M. Contact TSOC 12:10 Discussion Re: bus ordered by Public Works Director and whether needed 12:35 No Red Cross contact. Mental Health Rep on site (on his own) not contacted by ARC. Other: QX unsure where "blacks" & baggage were & who had control - left in field for Coroner 12:50 EM received call ARFF / FD & police being pulled PD in control of the scene and ARFF exiting - confusion on ending exercise. Task: 3. Did airport management schedule and preside over necessary coordination M Fully ❑ Partially meetings? If so by whom? Not Notes: Fire PIO - IC commander & airport initial meeting & assignments/ responsibilities ARC - ❑ ❑ NotObserve III PW - QX - Misc also present. Ongoing -- several contacts and briefings throughout exercise w/ multiple agencies & groups 11:55 QX - Airport FD verified victim counts and known conditions 12:30 Press meeting set @ PD vehicle (or where ?) away from ARFF Task: 4. Was airport Administration Office (AAO) activated? If so by whom? MI Fully ❑ Partially Notes: On site & left for assignments. ❑ Not ❑ NotObserve Rebecca and McKenzie - coordinate & phones/ — Eilter— Bring & staff (mx & ops) for assignments (clay & mike - Juan arrived later) Task: 5. Was the AAO staffing consistent with the airport Emergency Plan? If so list staffing Ei Fully ❑ Partially Notes: Airport Manager ❑ Not ❑ NotObserve Operations Manager Mx Foreman Mx Staff (clay, Mike, Juan ?) Admin Support Rebecca / McKenzie Admin Assist / bus mgr - Kris Y Task: 6. Was notification made to appropriate city /county officials? If so whom? ❑ Fully 0 Partially Notes: Unknown to what extent - unable to verify - some notified ❑ Not ❑ NotObserve 11:57 verified Public Works Director previously on site & and verified instructions to respond to ARFF. Task: 7. Was a determination of the level and extent of airport closures made and was an n Fully ❑ Partially appropriate issuance of a Notification to Airman (NOTAM)? If so by whom? Not Notes: Airport closed and NOTAM issued by Ops Mgr - 11:45 brief Time "issued" unknown. ❑ ❑ NotObserve Assumed ATC suspended air /ground ops when accident happened. • Airport / ATC verification unknown Page 2 of 14 For Official Use Only Printed 10/2/2009 Appendix A Exercise Evaluators Tasks and Notes Venue: Evaluator: EEG: Activity: • Task: 8. Was incident response information communicated to OAEOC? If so how and by ❑ Fully 0 Partially whom? Not Notes: Some - but unable to determine to what extent. ❑ ❑ NotObserve ARC slow to be notified 1pm EOC unaware of exercise termination status of exercise scene, other misc. Task: 9. Was a public Information Officer Provided? It so whom? M Fully ❑ Partially Notes: PIO primary way YFD - Coordinated well & repeatedly with airport director 11: 50 and ❑ Not ❑ NotObserve beyond Planning - Media calls to airport admin were transferred to airport director ( real life will become chaotic for airport director) 12:05 Airport Director met with single media @ ARFF recommend wait for coordinated joint meeting so no one gets "scoop" PIO - sent some media to site too soon was this group to watch the exercise vs real role of news reporters? 12:30 Coordinated new brief Task: 10. Did information collection, analysis, and dissemination occur? If so by whom? 51 Fully ❑ Partially Notes: Several / multiple throughout the exercise. Airport, ARFF, QX, PIO (airport Mgt, ops, Mx)) ❑ Not ❑ NotObserve * EOC called & asked about shelter setup - 12:05 ARC still not notified - info beginning to back filter from EOC to ARFF Command 12:40 Sheriff Coordinated bus info to Police Command Unsure of cross coordination between ARFF & PD commands 12:45 Mtg called YPD - ARFF PIO Airport Ops /Mx - verified counts & changes in status (yellow black) NTSB enroute 2 -3 hour delay verified no hazmat Rechked counts & verified # discrepancy - anyone aware a "black" was on bus w/ greenies" • Page 3 of 14 For Official Use Only Printed 10/2/2009 Appendix A Exercise Evaluators Tasks and Notes f -- Venue: Evaluator: EEG: Activity: In Command Jim Keightley 02 On Site Incident Incident Command Post Post Management Task: 1. Was the operation of the ICP established? If so, how ❑ Fully 19 Partially Notes :. The Incident Commander, a Yakima Fire Department Battalion Chief (IC), initially ❑ Not ❑ NotObserve responded to the ❑crash site and then moved to Fire Station 94 (FS 94) on the north side of the airport. O. At FS 94 the IC worked out the back of his command vehicle for a few minutes then moved into the ❑kitchen /crew room of the fire station. O. The Yakima Fire /Police Mobile Command Post arrived at FS 94, but remained parked outside the ❑airport perimeter. It was easily accessible to FS 94. A Yakima Police Department lieutenant set up as lithe Law Enforcement Incident Commander (LEIC) in the Mobile Command Post. . The operation of the ICP did not expand past the IC handling all aspects of managing the incident. • Unified Command was not established. . From an ICS perspective there were two ICP's, one for Fire in FS 94 and one for Law Enforcement in the Mobile Command Post. Task: 2. Were communications established with the OAEOC, Dispatch Center and ❑ Fully © Partially responding units? If so, how? Not Notes :. Communication with the OAEOC was initiated by the IC via the dispatch center by ❑ ❑ NotObserve requesting the y EOC by notified and activated. There was no direct • ❑Yakima Valle information exchange between the ❑ICP and the OAEOC observed. D. Communications with all other aspects of the incident was maintained via a portable radio being used ❑by the IC. Task: 3. Was the ICP adequately staffed? What Command & General Staff positions were ❑ Fully ❑ Partially filled? Not Notes :. ICP consisted of the IC, PIO, and another individual who served as a PIO, but was not Mi ❑ NotObserve identified by a vest. . An airport representative was in the ICP on a regular basis. • Logistics, Planning, and Finance Sections were not identified or established. . liaison was mentioned but not clearly identified by vest. Unknown who it was. . Safety Officer was established, but not in ICP. . Operations Section Chief was at the crash site Task: 4. Was a written lAP developed? ❑ Fully ❑ Partially Notes :. No written 1AP was developed. 0 Not ❑ NotObserve . All documentation was in the form of notes being kept by the IC. III Page 4 of 14 For Official Use Only Printed 10/2/2009 Appendix A Exercise Evaluators Tasks and Notes Venue: Evaluator: EEG: Activity: • Task: 5. Was the ICP facility equipped and secured to meet operational needs? ❑ Fully ❑ Partially Notes:. The facility in FS 94 had the capability of being used as an ICP, but was not fully developed. 0 Not ❑ NotObserve Tables, ❑phones, restrooms, and other supplies were available, but not used. O. The Mobile Command Post used by the LEIC was adequately equipped. O. This cvaluater -did net observe any formal-security far _ • • • • LA • •.. 606 • • There ❑was security established at the gate into the airport. There was a discussion in the ICP that if it were a ❑real incident access to the ICP would have been controlled. O. FS 94 lends itself well to maintaining controlled access to a ICP at the station. Task: 6. Was the management of the ICP coordinated with the OAEOC operations and other ❑ Fully ❑ Partially jurisdictions? If so, how and by whom? Not Notes:. Interaction between the ICP and the OAEOC operations was not observed. The only other 151 ❑ NotObserve jurisdictions ❑observed interacting with the ICP was Yakima Police and Yakima Airport. Task: 7. Was the incident response information communicated to OAEOC? If so, how and by ❑ Fully ❑ Partially whom? Not Notes: Direct information exchange was not observed between the OAEOC and the ICP ❑ NotObserve • Yakima Regional ER Scott Zachau 20 Medical Surge Patient treatment at Regional Hospital ER Task: 1. 0Was communications from the crash site established with the medical facility? If so, ❑ Fully 0 Partially how and by whom? Not • Notes: 1130 hrs. Regional Hospital heard Yakima FD call Memorial Hospital on HEAR radio ❑ ❑ NotObserve stating approx how many patients and severity. At 1131 Pete with ALS ambulance contacted Regional Hosp and asked How Many patients they could handle Memorial Hospital never contacted Regional Hospital Task: 2. ❑Was definitive care provided at the appropriate level? ❑ Fully ❑ Partially Notes: Due to the drill there was one RN treating all patients, not enough info available or seen to ❑ Not e2 NotObserve evaluate. Task: s. ❑Was patient status information comunicated to the Family Assistance Center? If so. ❑ Fully ❑ Partially • how and by whom? Not Notes: While at the ER No phone calls were made to the family assistance center ❑ ❑ NotObserve • Page 5 of 14 For Official Use Only Printed 10/2/2009 Appendix A Exercise Evaluators Tasks and Notes Venue: Evaluator: EEG: Activity: rash Site Samantha Door 02 On Site Incident Yakima Air Terminal Crash Site Management Task: 1. 0Was medical, triage, treatment, and transportation demonstrated? .If so, how and by tg Fully ❑ Partially whom? Notes: * ARFF & EMS seperated victims by level of injuries ❑Not • ❑ NotObserve * FMS took criticals first * Noticed some wrong color tagged victims wondering over to the wrong areas. Found yellows mixed with the red area * ARFF had all the victims who could sign themselves on a board * Noticed long delays on tagging for deceased etc also checking pulses, injuries, I watched the same people (victims) get their pulse checked multiple times. Task: 2. 0Was protection and security of crash site demonstrated? If so, how and by whom? IN Fully ❑ Partially Notes: * Police monitored the roped off area for trespassers ❑ Not ❑ NotObserve * Police and airport staff checked in and out every person in the incidnet area * Kris Y. & police arrested two unknown people who weren't authorized in crash site. * Mike H airport staff Kept wondering victims in their rightful areas Task: 5.0W ere basic needs of responders met? If so, how and by whom? 0 Fully ❑ Partially Notes: * There was enough supplies, ambulances & they were able to quickly remove victims ❑ Not ❑ NotObserve *A large amount of ARFF staff to help the victims and scenario Task: 4. 0Was mortuary services demonstrated? If so, how and by whom? ❑ Fully ❑ Partially Notes: Coroner showed up after the incident was over ❑.Not NotObserve Crash Site Jeff Schneider 02 On Site Incident Crash Site Management Task: 1. 0Did first arriving unit provide initial on -scene information to Police Dispatch? ❑ Fully ❑ Partially Notes: Police dispatch is co- loated with fire dispatch and had been advissed on the on scene info prior ❑ Not n NotObserve to police arrival Task: 2. 0Did first arriving unit initiate site management and control with Fire Department? n Fully ❑ Partially Notes: First units on scene included s - -- who - -- incident management coordination with fire ❑ Not ❑ NotObserve department Task: 3. ❑Was a joint field command structure established to manage the incident and meet I'J Fully ❑ Partially objectives? Not Notes: Initial police supervisor reported to scene rapidly coordinated with fire command on site. ❑ ❑ NotObserve Coordination of police and fire maintained throughout exercise Task: 4. 0Was communications established with the Incident Command Post (ICP)? 51 Fully ❑ Partially Notes: ICP was established at Station 94 prior to first unit arrival at site. As soon as units arrived on ❑ Not ❑ NotObserve crash site communications with ICP was established and maintained throughout incident Task: 5. 0Was incident response information communicated to the ICP? ❑ Fully 0 Partially Notes: Not all at scene info was communicated to ICP. However pertinent info seemed to be ❑ Not ❑ NotObserve communicated to ICP • Page 6 of 14 For Official Use Only Printed 10/2/2009 Appendix A Exercise Evaluators Tasks and Notes Venue: Evaluator: EEG: Activity: Family Support Nancy Jewett 24 Mass Care Family Assistance Center • Center (Sheltering, Feeding, and Activation Task: 1. 0Was the operation of the Family Assistance Center established? 0 Fully ❑ Partially Notes: Set up as a congregation center primarily for mental health. An advanced mental health ❑ Not ❑ NotObserve triage center was set created at Comp Mental Health. Tory the facility director set up and oriented each staff member to their location and tasks. A staff sign up sheet was started because some mental health workers did not go to the armory to get tag. Discussion re press which will kept outside away from families who could go out to them if they desire. The facility director's leadership was excellent. She was calm, abut, proactive, and reacted dic - - -ely to events Participant feedback forms passed out - Not enough and form needs instructions as to who, where, to turn them in. Task: 2. 0Was the operation of the FAC coordinated between the airline and the American Red ❑ Fully ❑ Partially Cross? Not Notes: There was excellent rapport and communications to the point of what each party was allowed ❑ ❑ NotObserve to communicate. The airline had designated table and talked frequently with FAC. 1. The airline was constrained by policy to release names. 2. Both the Red Cross and victims / families / clients, knew or believed that the airlines were disingenuous regardless the names. The families got victim info from other sources while the airlines maintained that victims names were not known. The FAC had a sign in policy for families and airline had a more detailed process. Was this duplication or a necessity for achieving a different goal? • Task: g. ❑Were communications established with the participating hospitals. ❑ Fully © Partially Notes: Only with Mental Health Liaison. Regional Hospital told liaison to set in chapel rather than ❑ Not ❑ NotObserve in the ED. This meant there was no one to stimulate questions about emergency management in the ED and no one for drill clients. The hospital's lack of participation was — pu - -- as the reason for the end of the drill. Horizon air was still trying to find out the status of the passengers so they could conmplete their response drill practice but the hospital wouldn't answer their calls they said. Task: 4. 0Was the status and location of victims determined? ❑ Fully 0 Partially Notes: This was both FAC and Airline issues. They did not separate the uninjured, injured and family ❑ Not ❑ NotObserve members of deceased. As a result as news came in about passengers some people were delighted and others were distraught. • Task: 5. 0Did the FAC provide crisis and grief counseling to families? 0 Fully ❑ Partially Notes: Everyone was approached by the Chaplin and mental health. Those services were not ❑ Not ❑ NotObserve announced as available till mid exercise but the Chaplin and the MHP worked around and spoke with each individual. Stuff not substance Task: s. ❑Was the FAC facility equipped and secured to meet operational needs li Fully ❑ Partially Notes: 1. Unforeseen problems with transportation - many people walked across Washington Ave ❑ Not ❑ NotObserve crossing traffic at risk for injury. Or walked up to the cross walk which they said the pedestrian light didn't work a "real world" danger. Nice set up for both access and privacy, toilets, food. • Page 7 of 14 For Official Use Only Printed 10/2/2009 Appendix A Exercise Evaluators Tasks and Notes • Venue: Evaluator: EEG: Activity: 4! Task: 7. lWas the management of the FAC coordinated with OAEOC operations? Fully ❑Partially Notes: Seemed to be via radio and telephone. I don't have empirical evidence. ❑ Not ❑ NotObserve Task: g. ❑W information communicated to OAEOC? If so, how and by whom? ❑ Fully ❑ Partially Notes: I am unaware of Tory calling info to OAEOC numbers etc. ❑ Not 2 NotObserve • ,P age 8 of.14 For Official Use Only Printed 10 /2 /2009 Appendix A Exercise Evaluators Tasks and Notes Venue: Evaluator: EEG: Activity: CWCMH Harry Kramer 19 Triage and Pre- Central Washington • Hospital Treatment Comprehensive Mental Health Triage Center Task: 1. Did CWCMH get notified (call out) for the disaster timely ❑ Fully ❑ Partially Notes: No, no call received tn Not ❑ NotObserve Task: 2. Did CWCMH coordinate with the Red. Cross family cneter? n Fully ❑ Partially Notes: Yes ❑ Not ❑ NotObserve - Task: Did CWCMH deploy with the Red Cross? 0 Fully ❑ Partially Notes: Yes, ' staff deployed 2) to the family center 1) to Memorila 1) to Regional ❑ Not ❑ NotObserve Task: 4. Did CWCMH establish a mental health triage center? IN Fully ❑ Partially Notes: Yes at the Acute Service at 505 South 4th Ave Yakima, ❑ Not ❑ NotObserve Task: 5. Was the triage center establishe in a reasonalble time frame? Fully ❑ Partially Notes: Yes ❑ Not ❑ NotObserve Task: 6. Did CWCMH establish itself with the Incident Command Structure? In Fully ❑ Partially Notes: Yes, CWCMH disaster Coordinator reported to Incident Command /staging at the airport ❑ Not ❑ NotObserve and established itself within operations section as a group and a unit. Unit Leader (Jim). It is not known if that information was placed in any flow chart within Incidnet Command or communications to the field within the Operations Section. In addition the county incident command was notified of the triage being established and deployed. Task: '7. Did CWCMH utilize Incident Command at the Triage Center? n Fully ❑ Partially • Notes: Yes ❑ Not ❑ NotObserve Task: 8. How many staff was established to run the mental health triage center n Fully ❑ Partially Notes: 2 and 2 acute sservice staff were brought in. In addition there was a floater playing differenct ❑ Not ❑ NotObserve roles. Task: 9. How many victims were seen at the triage center? ❑ Fully 0 Partially Notes: s ❑ Not ❑ NotObserve Task: 10. 0Were victims seen in a timely manner? MI Fully ❑ Partially Notes: Yes, Seen within 5 minutes ❑ Not ❑ NotObserve Task: 1 1. 0Did incident command of CWCMH keep in contact with those deployed in the field 0 Fully ❑ Partially Notes: Yes but no time scheduled was set for communication and was more random ❑ Not ❑ NotObserve Task: 12. 0Did those deployed to hospitals have an established role and place to see victims? 0 Fully ❑ Partially Notes: Yes, however placement of responders at Regional was place at the chapel (isolated) and not ❑ Not ❑ NotObserve located in place where they could triage victims or family like happened at Memorial. Task: 1s. 0Did those deployed have victims to see? ❑ Fully ❑ Partially Notes: Yes, unknown number at Memorial and at Regional: 3 family members of victims seen. ❑ Not ❑ NotObserve Task: 14. 0Did mental health victim's player get referred to mental health triage? ❑ Fully ❑ Partially ' Notes: No, although identified they were placed player in a room on a hold; medical did not notify In Not ❑ NotObserve anyone to see the mental health player or that the person was on a hold so no service delivered. S Page 9 of 14 For Official Use Only Printed 10/2/2009 Appendix A Exercise Evaluators Tasks and Notes Venue: Evaluator: EEG: Activity: II! Task: 15. 0Did mental health debrief staff prior to termination of drill: ❑ Fully 0 Partially Notes: No, however there was contact with each staff person and all preferred to go home after drill ❑ Not ❑ NotObserve and have follow up on Monday. One staff had returned to triage from deployment expecting a meeting Yakima Memorial Mary Fischer 20 Medical Surge Memorial Hospital ER ER Task: 1. 0Was communications from the crash site established with the medical facility? If so, ❑ Fully ❑ Partially how and by whom? Not Notes: ❑ NotObserve Task: 2. ❑Was definitive care provided at the appropriate level? Ei I Fully ❑ Partially Notes: Did a great job treating patients and making sure they sent to the corrrect areas ❑ Not ❑ NotObserve Task: 9. ❑Was patient status information communicated to the Family Assistance Center? If ❑ Fully ❑ Partially so, how and by whom? Not Notes: patient list were created but not distributed n ❑ NotObserve Yakima Memorial Mary Fischer 19 Triage and Pre- Medical Control Facility Memorial ER Hospital Treatment Hospital Task: 1. 0Was communications from the crash site established with the Medical Control ❑ Fully 0 Partially facility? If yes, how and by whom? Not Notes: Call came into Command but no name given and wrong # given ❑ ❑ NotObserve • Task: 2. 0Was a determination made ascertaining the staffing and availability of other ❑ Fully ❑ Partially resources from hospitals- in-Yakima County? If- yes; how and by whom? Not Notes: Hospital Command did not get adequate information from various areas regaurding needed ❑ 0 NotObserve equipment / staffing. Depts were not aware they were suppose to follow all the way through. Task: s. ❑Was there a determination of hospital destination of victims? If yes, how and by IM Fully ❑ Partially whom? Not Notes: ER triage sent pateints to pre established zones - Did a great job. ❑ ❑ NotObserve • III Page 10 of 14 For Official Use Only Printed 10/2/2009 • Appendix A Exercise Evaluators Tasks and Notes Venue: Evaluator: EEG: Activity: Crash Site Bob Stewart 02 On Site Incident Crash Site Fire Service Management Task: 1. 0Did first arriving unit provide initial on -scene information to Fire Dispatch? ❑ Fully l9 Partially Notes: a) ❑The first arriving unit erroneously requested a Structure Alert while still en route. (A ❑ Not ❑ NotObserve 2nd, 3rd or 4th EMS /Rescue Alarm would have been the appropriate resource request). b)❑Culiulialld was 11VL initiated it was established later), nor was an initial strategic mode or an Incident Action Plan (IAP) communicated. These steps are mandatory for every incident regardless of type. c) ❑In general, a clear picture of the scope and magnitude of the incident was not communicated Task: 2. 0Did first arriving unit initiate site management and control with Police? ❑ Fully 0 Partially Notes: a) ❑Upon arrival, law enforcement officers did not make contact with the Incident Commander ❑ Not ❑ NotObserve (IC), but rather self - initiated into the incident scene in a perimeter security capacity. b) ❑The IC did not manage the arriving resources which created both confusion and congestion This ultimately hampered an efficient flow of victims being transported by ambulance. Task: 3. 0Was a joint field command structure established to manage the incident and meet ❑ Fully ❑ Partially objectives? Not Notes: a) ❑A ranking officer arriving at the crash site assumed command from the first arriving unit - ❑ NotObserve designating that unit as Operations (Ops). 12 minutes after the ranking officer assumed command, that unit relocated to the fire station on the north side of the airport. This relocation - taking approximately 12 -15 minutes - served only to further deteriorate an already unstable command and control structure at the crash site. b) ❑A mobile command unit staffed by a law enforcement IC (and available to the Fire IC) was located outside the fire station. The fire /rescue IC did not utilize this resource, but rather set up an Incident Command Post (ICP) inside the fire station and /or from the back of the command response vehicle. • c) ❑No Unified Command structure was established for this exercise Task: 4. 1lWas communications established with the Incident Command Post (ICP)? ❑ Fully 151 Partially Notes: a) ❑Communications with the ICP was established, but the weak command structure and lack o❑ Not ❑ NotObserve frequency utilization created a moderate amount of radio traffic interference and miscommunications. b) ❑Some misunderstanding and /or misuse of the command hierarchy resulted in span of contrc issues. Task: 5. 0Was incident response information communicated to the ICP? ❑ Fully MI Partially Notes: a) From observations in the field, it was unlikely there was enough pertinent information ❑ Not ❑ NotObserve passed to the IC to enable him to develop incident objectives, identify operational periods and establish a proactive overall plan. Task: s. ❑Did the field site coordinate and transport patients to the appropriate treatment ❑ Fully MI Partially facility? Not Notes: a) As a result of the unstable command structure and the lack of adequate resources, ❑ ❑ NotObserve communications related to triage and transport between the field and ICP were cumbersome. Nonetheless, victims were transported accordingly as ambulances were available. S Page 11 of 14 For Official Use Only Printed 10/2/2009 Appendix A Exercise Evaluators Tasks and Notes • Venue: Evaluator: EEG: Activity: Task: Additional observations that were the direct result of the above inventory: ❑ Fully ❑ Partially Notes: a) ❑For several critical minutes into the incident, only 1 crew member was performing hands -or❑ Not ❑ NotObserve triage and victim management. b) ❑An Incident Safety Officer (ISO) was not established until late in the incident. c)0 28 victims along the west perimeter of the crash site NEVER received trauma tagging. Thi resulted in Fire, Law Enforcement, EMS, and Airport employees making redundant resource - wasting cheLks on these viLlims L1 oughoul the inui en . Finally, as noted in number 6 above, the severe lack of physical resources participating in this exercise had a direct and negative affect on the ultimate outcome of the exercise., • • • • s Page 12 of 14 For Official Use Only Printed 10/2/2009 Appendix A Exercise Evaluators Tasks and Notes Venue: Evaluator: EEG: Activity: OAEOC Charles Erwin 03 Emergency OAEOC Management • Operations Center Task: 1. 0How was the EOC notified? By whom? ❑ Fully 0 Partially Notes: The OAEOC was not notified of the plane crash until approximately 11:23 by Fire Dispatch. ❑ Not ❑ NotObserve Dispatch advised by phone that a HM spill had occurred on the runway and that the EOC was . : o ac iva e. = ur er inquiries •y e • • • o ire • ispa c provt• es us wit init. time of the plane crash - 10:59. Task: 2. 0Was the EOC activated, personnel alerted, and responses from personnel requested? 0 Fully ❑ Partially Notes: Once advised by Fire Dispatch (see Item #1), the OAEOC became activated. OEM staffed the ❑ Not ❑ NotObserve Command Section and the Operations /Planning Section. OAEOC functions included: WebEOC; 211. Task: 3. 0Were incoming EOC personnel briefed? MI Fully ❑ Partially Notes: Initial briefing indicated that a plane crash had occurred. Unknown as to casualty levels or ❑ Not ❑ NotObserve status of airport, i.e. shutdown, etc. Task: 4. 0Was the EOC facility equipped and secured to meet operational needs? I Fully ❑ Partially Notes: As the plane crash during non - courthouse hours, security involved the entry of OAEOC staff ❑ Not ❑ NotObserve by OEM. Task: 5. 0Was the operation of the EOC established? ❑ Fully 5 Partially Notes: The OAEOC established Command and Operational functions. ❑ Not ❑ NotObserve Task: 6.11W as a SITREP developed? ❑ Fully 0 Partially Notes: Lack of communications between the airport response and OAEOC prevented a full treatment ❑ Not ❑ NotObserve of an initial written SITREP. Critical elements of information were collected in a random fashion and displayed on the white board. Eventually, a firm picture of the plane, crash emerged. Task: 7. 0Was the management of the EOC coordinated with ICP operations and other ❑ Fully ❑ Partially jurisdictions? NOt Notes: Failure to connect with the ICP. 0 ❑ NotObserve Task: 8. 0Was incident response information communicated to EOC? If so, how and by whom:❑ Fully l9 Partially Notes: The use of WebEOC. CWCMH advised by telephone that they had established a ❑ Not ❑ NotObserve center —Called by Kramer. Task: 9. 0Were external organizations (e.g. government and non - government) notified and ❑ Fully ❑ Partially integrated into the Command structure, as appropriate? Not Notes: ❑ NotObserve Task: 10. 0Was it verified that participating public safety - related Communication Centers, ❑ Fully 0 Partially serving the EOC directly or indirectly, have established communication links with the Not EOC? Notes: Fire Dispatch made connectivity as well as 911. ❑ ❑ NotObserve Task: 11. 0Did information collection, analysis, and dissemination occur? ❑ Fully 0 Partially - Notes: Information was collected randomly; an analysis was made by OAEOC staff; no dissemination ❑ Not ❑ NotObserve beyond the OAEOC. Elements of the SITREP were displayed on a white board and populated as information was forthcoming. OAEOC entered information onto WebEOC. • Page 13 of 14 For Official Use Only Printed 10/2/2009 Appendix A Exercise Evaluators Tasks and Notes Venue: Evaluator: EEG: Activity: • Task: 12. 0Did the EOC receive requests from Incident Command Post or other individuals for ❑ Fully 0 Partially needed material or human resources? Not Notes: Failure to connect with the ICP. 1145 Two- One One requests information on crash. 1155 ❑ ❑ NotObserve Nine -One One requests information on who to mention as a resource contact to phone callers and is given Two -One One. 1205 Air Terminal EOC requests a city bus to move air crash victim's family members. 1207 Air Terminal EOC retracts request. Crash Site Tony Miller 19 Triage and Pre- Patient transport from Crash Site Hospital Treatment Task: Evaluation Comments from Transport Ambulance ❑ Fully 0 Partially Notes: 1. 0At the site there was no clear person who was in charge of the patient transport. I had an ❑ Not ❑ NotObserve ALS paramedic tell me one thing and then a Yakima fire says something else. I did here the Medical person calling him self medical command which out of context for ICS. The staging area was not clearly defined for incoming units. While talking to the transport officer he wanted to have us take three red patients and two yellow. I told them we could take two reds and a stable yellow they said that it is just drill and take some more. Yakima Memorial Tony Miller 19 Triage and Pre- Ambulance Transport Medical ER Hospital Treatment Control Task: Evaluation Comments from Transport Ambulance ❑ Fully ❑ Partially Notes: 2. ❑Medical control has a few issues that need to be addressed for future improvements. I was ❑ Not ❑ NotObserve transporting three patients to Toppenish Community Hospital while enroute one of my yellow patients turned into a red. I called medical control to get online direction the nurse was unsure what to do. She told me to call TCH and ask them if they would take the number of • patients and if they could not I am to call Regional and ask them if they would take the patients. Upon calling TCH they were unaware of the MCI going on. When this MCI started medical control did not contact any outlying hospitals. Toppenish Tony Miller 19 Triage and Pre- Patient Care Community Hospital Hospital Treatment Task: ❑ Fully ❑ Partially Notes: s.❑Toppenish Community Hospital did a great job with the short notice of these patients ❑ Not ❑ NotObserve coming. They were waiting for us at the doors upon our arrival. Page 14 of 14 For Official Use Only Printed 10/2/2009 Operation Swift Journey YKM 2009 Appendix B Participant Feedback Positive Outcome Items by Venu Venue: Each exercise participant was asked to list three Positive Outcome items. Their comments are listed below. Yakima Airways Facilities Narrative: Told to check internet device because it was faster. T want y info faster from the airport. Very confusing at the airport. I was immediately routed to Perry Tech , good communication form Red Cross at Perry Tech, Food and refreshments were availed. Good food ARC and Yakima Air ways gives us forms explains process . Unites us with the uninjured. AARC staff directed us to Horizon staff who asked for a passenger card. ARC gave us lunch. Horizon said are still waiting for info from one of the area hospitals. Different agencies got to work with each other. The YPD helped a lot to control access points The drill helped to understand what all needs to happen in case of emergency. Name tag at family center are great, but it would be nice to put who we are looking for on them so we don't have to be asked -they can just look. Good response: call out Clean up helps us a lot. No problems everything went smooth from our side. • Horizon Employee where ready to answer any question from family member Volunteers & Red Cross did a good job participated before as a victim, like the experience , good excursive. Red Cross people were very understanding and kind. The Red Cross did an excellent job! Every 15 -50 minutes we were up -dated on the situation. Security was maintained during the exercise. No one got hurt. Actors did a great job keeping us on our toes. Intruders did well trying to get in. All segments worked well together Security function City of Yakima Public Safety Communications Narrative: Good communications between team Real life situation Multiple agencies working together Knowledge of all agencies involved / public involvement positive community event Exercise was great training tool, good experience. I learned about agencies usually don't work with Got requests for resources filled quickly Able to quickly document incident in CAD Date Printed 10/2/2009 For Official Use Only Page 1 of 9 Appendix B Participant Feedback Positive Outcome Items by Venu Venue: Each exercise participant was asked to list three Positive Outcome items. Their comments are listed below. "'Working thru drill ,Good job handling "reg" calls in addition to the drill activity Learning opportunity for IC structure ; EOC Good info given from 1st RP's (not always the case!) Incident Command Post Narrative: • Mobile Command Post Available Good radio communications at scene, but not much info while en route to scene Relative seamless growth of the ICS tree ICS notifications went out within 7 minutes Rapid response by FD to crash site Quick response Other departments were available to assist with other agencies Water was available PD Security was good at ICP Gate Communication in general The players I encountered played their roles well People were moved out and away after checked out • Appointed PIO Early Kept up on Injury - report Actors did a very good job. Worked well with others at CP Emergency personnel did an excellent job at the scene. Communication on scene seemed coordinated There seemed to be enough rescue personnel Good experience - haven't trained in drill since in military Airport security maintained during incident Good experience for a rare but possible event. Good Airport Mgt and Staff comm. and coordination Teamwork for short period together Good coordination & comm.@ IC - ARFF Various agencies present Met new people Wide- spread community participation/representation Good communication with Police comm. Staff Got basics on incident at 1200 from PIO and airport manager. All concerned did their jobs concerning information to the press. Good job for lack of numbers Quick identification of subject that need care • Valuable exercise for critical process. Date Printed 10/2/2009 For Official Use Only Page 2 of 9 Appendix B Participant Feedback Positive Outcome Items by Venu Venue: Each exercise participant was asked to list three Positive Outcome items. Their comments are listed below. Yakima Memorial ER • Narrative: ALS gave initial call to both hospitals simultaneously hospitals made us comfortable. Let us watch TV. Offered attention if unconscious. Mental Health here - Realistic Pts. Smooth patient flow Good radio contact. Ambulance /nurse report good Good team attitude Could have made room in ER for all patients I learned a lot. Good Teamwork All equipment up & running Good team work Good pre drill orientation Things went smoothly We had enough staff for the drill. Every was organized • Things went very smoothly. Patients received + triaged to pre designated areas quickly Mostly new to disaster response workers - learned much needed info People at memorial were quick and concerned about me and what I needed. • Lunch was good. Most people I called said they would be available to come in. Organization in areas worked well Through triage quickly (can't read it 2 words) - - -to victims no tags needed more instructions staff patient with multiple questions; had no answers. Great team work, great attitudes Sufficient staff availability Logs filled out, call lists completed Good Experience Patients were great transport smooth packets good Communication with family. Exchange carts arrived early Everyone very helpful Discovered many opportunities for improvement Help from other facilities. • New experience, got a point of view on how to handle the situation/disaster. Date Printed 10/2/2009 For Official Use Only Page 3 of 9 Appendix B Participant Feedback Positive Outcome Items by Venu Venue: Each exercise participant was asked to list three Positive Outcome items. Their comments are listed below. "'Excellent communications -- outside people Knew how to take care of patients Good Team Effort Yakima Regional ER Narrative: Passed info onto us. Had us wait in chapel. Told us to go to Perry Tech I liked how it wasn't chaotic w/ the staff and pts Good communications from EMS All people brought in from disaster site within 1 -1.5 HRS from on -set of disaster. I liked how the plant supervisor handled the situation People brought in (4 at a time) & all into ER within 5 mins of arrival for each ambulance Liked the badges to be aware of patients Well manner participants "kids were good" Front staff checked on me. Taken to chapel and given a chance to talk to mental health. ICS Structure in place at ER Secure ER + ability to move families , friends. Etc. to a designated area with mental health, chaplains etc. Passed info onto us. Had us wait in chapel. Told us to go to Perry Tech Public awareness to volunteer 0 I enjoyed how fast we got the disaster triage pts into a room and how quickly they got seen. Radio's, Nextel Phones, Vests for key Players Quick response for staff Medical attention was efficient Used new universal code protocol - i.e. external triage community involvement, school kids for patients - multiple EMS companies Ans & plant service on hand to help coordinate event. Communication was very good. Staff did a great job. Actors did a great job. Communication went smoothly Staff aware and knew their roles Handled real pt influx congruently with drill well. Staff was aware of external triage Staff was prepared Communication was great. People who were called in were available (phone trees worked) WebEOC - see what was happening Or Overall, internal communication was good raining of Staff that haven't participated in disaster Date Printed 10/2/2009 For Official Use Only Page 4 of 9 Appendix B Participant Feedback Positive Outcome Items by Venu Venue: Each exercise participant was asked to list three Positive Outcome items. Their comments are listed below. Family members in chapel worked well. • Good support from outside participants Hospital prepared - good response Good communication WebFOC Communication w /..... Timely CWCME - ready to deal with families Ministers agreed to assist Good communication to initiate Incident Command Good communication central Familiarization with tags & arm bands everyone working together different teams Standardization of vitals & arm tags good. Good staggering of pts very helpful. Communication was efficient Family coming to find people + victims did a very good job! Family Support Center Narrative: - The facility for the family shelter was good and the staff at Perry were very supportive victims and families played roles realistically • Nice interacting with airlines Good communication with Red Cross team - We were able to accommodate the bus full of walking wounded thanks to a swift lunch run and good communication. Horizon briefing to family and friends was good Families remained calm waiting for information Leadership was good by Tory Good leadership at Perry Fairly smooth drill Information was relayed to Red Cross as necessary We had ample food to feed participants Great group of folks Bonus: - the hospital re- direction to the shelter worked very well. We knew who was coming and for whom they were looking before they arrived. Everyone enjoyed the food - CWCMH, Horizon Air, and Red Cross MH worked very well together Every was fed and hydrated Yakima Airport Met Office Narrative: • Everything seemed to go very well. Date Printed 10/2/2009 For Official Use Only Page 5 of 9 Appendix B Participant Feedback Positive Outcome Items by Venu Venue: Each exercise participant was asked to list three Positive Outcome items. Their comments are listed below. *Crash Site Narrative: - Was off bus real fast. Multiple responders checking me. Kept checking professional. - Helped fire at crash site. Moved victims into groups into green, yellow, romps. Never asked for ID by fire or EMS . PD establishing inner security long on arrival. Good coordination between Police and Fire at crash site. responders got there fast and got people of the bus fast. Good food enjoyed the experience. Nice fellows on ambulance Travel control and gate security quickly established Responders polite and respectful. Got to me quickly; quickly transported. Fun. Loved going to hospital. got to hospital quickly. Asked a lot questions. Responders good at checking on me often. Very professional. • Good practice putting the steps in motion Good to see how triage would carry out. Good to see as many agencies affected as possible. ID ed by police, transported command post and seated on the curb. Responders, EMS, Memorial did well. Good Perimeter / Scene Control Triage and Transport Well Handled ALS EMS did a great job at getting critical victims in ambulances and separated ARFF offered plenty of help for the crash. They really held everything together. Everyone was calm I saw no arguing or who's in power debates Good communications between everyone I saw Quick evaluated. Smooth ride to hospital. Was treated gently. People got us out. Nice and tolerant. We were handled well. Lunch They checked on me every once in a while. They asked me lots of questions. 0 Moulage was fun. Enjoyed helping. Date Printed 10/2/2009 For Official Use Only Page 6 of9 Appendix B Participant Feedback Positive Outcome Items by Venu Venue: Each exercise participant was asked to list three Positive Outcome items. Their comments are listed below. Looked at my foot. They cam very quick. They helped and checked on everyone. • nothing I was dead and in the sun. Made it to hospital. Fveryone was helpful Everyone was really respectful. I felt that I wasn't treated right away. felt real. Was a lot of fun. I met a lot of new people. When I tried to wonder off some one always brought me back, Nice people, getting groups based on needs. Quick Response People really nice. They helped me with my cut. They kept checking on me. It was very fun. Got us off of the bus quickly. Everyone really got into their character. Good lunch. Potential real life scenario Communication wen t well. got to lay down on g Y pavement. P Lunch good. Learned about emergency situation. Carry out care through evaluation. Went smoothly. very fun. Realistic. Free Food. Enjoyed being dead, seeing responders work, and learning triage. Rapid response by all units Good acting by victims Working ICS system Quick response. Healthy bystanders/ players recruited to help. Quick organization of victims into various groups. fixed my leg. Kept me calm. Many Pts transported in little time Great learning tool. Emergency help were very professional. I was treated safely and there was a lot of EM people to help. more than 3 medical people talked to me. Date Printed 10/2/2009 For Official Use Only Page 7 of9 Appendix B Participant Feedback Positive Outcome Items by Venu Venue: Each exercise participant was asked to list three Positive Outcome items. Their comments are listed below. 0 Got off bus real fast. Responders moved on to people needing medical attention. Fun. Responders did well, good order. did not have to move much since dead. Seeing responders work , triage. Good make -up. Fast response. Showed EMS that we need better communication Pt's moved to tx section quickly Responders skipped complainers and went right to the folks who needed it. Responders were good about trying to calm people. Good about "prioritizing" cases. Good communication Quick organization Enjoyed the experience. Enjoyed the experience. Good practice /review Inter- agency relationships 0 Everyone received treatment Drill went smooth. assessed well. liked the experience. Liked to see how the incident was handled at the scene. Cleared plan from a/c fire department were very through in asking questions and letting us help them. Once police got there we could help any more but it was after everyone was pretty much out of the aircraft. OAEOC Narrative: Our presence in the OEC proved a valuable experience. WEBEOC worked well. 911 did some proactive information seeking by asking us who they should pass on as a contact number for further information. 911 was directed to inform non - emergency calls to contact 211! We had WEBEOC Tracked event - adapted to challenges- team worked well with each other. Great WEB Tool, Great people to work with, good lunch. WEB EOC worked great! 1 -Rest of the World Narrative: • Toppenish Hospital did a wonderful job even though they were not participating in the drill. Date Printed 10/2/2009 For Official Use Only Page 8 of9 Appendix B Participant Feedback Positive Outcome Items by Venu Venue: Each exercise participant was asked to list three Positive Outcome items. Their comments are listed below. Simulation Cell Narrative: Well set up (Cute "wrong #" inserted! Responses were as good as expected. I'll bet 911 and 1913 were happy when PIO # established. Exercise Staging Narrative: YFD did a great job Nice lunch Most were cooperating with officers Colored vests helped. Went well Inter- agency interaction Use of "Drill Msg" by Dispatch Centers (avoid public alarm) Exercise complex enough to stress systems involved Timely alert notification by Fire Dispatch. Porta -Potty availability Quick- Police / Fire Response On time briefings CWCMH • Narrative: Thing to Note: Triage Center did contact Detox and Two Rivers Landing to see what support they could provide, if needed e.g. food, beds etc. Information on who was deployed within mental health 1st responder Group, where airport incident command was establishes etc was posted at triage, Red Cross provided meals that were purchased by the county to victims and staff. Victim's players report that they believed the got good services at triage. There was good coordination with Red Cross up front; Mental Health Group/Unit was able to respond to identified needs. Compare to last airport drill there was better communication, more services delivered, Incident Command was clearer within CWCMH at triage, and Regional had a place to see family which was not the case before. Toppenish Community Hospital Narrative: 3. OToppenish Community Hospital did a great job with the short notice of these patients coming. They were waiting for us at the doors upon our arrival. • Date Printed 10/2/2009 For Official Use Only Page 9 of 9 , Operation Swift Journey YKM 2009 .Appendix C Participant Feedback Improvement Items by Venue Venue: Each exercise participant was asked to list three improvement items. Their comments are listed below. Yakima Airways Facilities Narrative: - Need one person to blow the over whistle Some communications had break downs Confirmed my sister not on the plan. I say I can't get a hold of her. They say there is nothing they can do. I had to force them to call SEA -TAC and page her. Hazardous trying to cross Washington Ave for family information Better family conference room. Told to check internet device because it was faster. I want y info faster from the airport. Very confusing at the airport. Gate security guards need to pay more attention to IDs (who can enter certain areas and who can't.) Front desk doesn't seem to be in control. Escorted across a busy street with escort , mind somewhere else. Not good. No cross walk on Washington, crossing the street difficult. Might need someone strictly in charge of com.net As always Communication break down People in charge lost track of me and my victim. Never did find out what happened to him. People in charge need to speak to groups so everyone can hear them. Should have one person in charge of each site to communicate with airport crew. • Have local authorities familiar with Airport ID badges Communication could be better between agency. Name tag at family center are great, but it would be nice to put who we are looking for on them so we don't have to be asked -they can just look. Boring sitting around a lot. Need to provide transportation to the family shelter. People at terminal were not ready on time. (10 minutes late). Should be transportation from Terminal to Perry Tech. Crossing guards needed to be provided for road safety to Perry Tech. ARC feed us and passed us on to Horizon who asked us for a passenger card. Horizon told us they were still waiting for information from an area hospital in regards to names. not enough info. On the inject sheet. Takes forever to get information. THEY NEVER FOUND MY WIFE! Airport had no information they did not know what was going on. They had no passenger list, injuries, deaths. All they know is that it was flight 100. . No one would have left the airport. They would have stayed and screamed at people. . The ICS Commander had to many people hanging around him. They should have been going through the information officer. More responders would have made it feel more real. Communication need work . Date Printed 10 /2 /2009 For Official Use Only Page 1 of 10 Appendix C Participant Feedback Improvement Items by Venue Venue: Each exercise participant was asked to list three improvement items. Their comments are listed below. City of Yakima Public Safety Communications S Narrative: Understanding that a real life scenario would be so much larger and more difficult w /no notice and - - -- small staff so these drills are very important! Do the command pages * using Task Force - for structure fire alert & EMS alert for depleted closest agencies Notify EOC more Quickly Notify the media Need water for players I personally found it important to document all callers w/ contact info and had to back track to get info on some calls and call back to get further info. Used playback a lot! Hard to do with calls coming in - remember to document callers w /no pertinent info. Everyone being aware of what going on regardless of your working assignment Calling back Rp's some were confused, wrong names wrong phone #'s problem with people using several names Communications between Fire / PD dispatchers /911 Follow policy Need to practice with dispatcher or radio operator instead of IC handling radios Incident Command Post Narrative: 41110 Coordination and Comm. between incident command & Emergency Office - ARC- not notified Full IC Command structure needed (2 CP's ?) Shade 5. ❑ Check to see if Incident Command (airport) added Mental Health Triage (Mental Health 1st responders: Group) to th Incident command structure and notified those in the field of this service. Who: Jim Hall? End exercise confusing. Recommend single Point of contact to confirm exercise complete. FD IC was attempting to use a portable radio for primary communications both on repeater channels and tactical. - would not work consistently in that environment Side door to (equip) was not secure at fire station 94 Unable to simulate true response Identify criminal acts (if applicable) They had designated a "Primary" command post (Fire Station) and a "Secondary" command post at the scene. Not sure I've ever heard that designation and I believe it confused some. It wasn't clear to me where the command post was, and once I found out where it was, I thought it was too far from the scene. Need more perimeter officers for logging as well as if people fight to make way through the gate (victims /families) Inform everyone about who's in charge. The only together IC player that I was aware of at the "Primary" command post was the PIO and he did not deal with the obnoxious reporter that I am aware of. No logistics support requiring both FD and PD IC to do logistics. Need to have annual or more frequent reviews + training in classroom to educate on scenarios and contingency plans • Date Printed 10/2/2009 For Official Use Only Page 2 of 10 Appendix C Participant Feedback Improvement Items by Venue Venue: Each exercise participant was asked to list three improvement items. Their comments are listed below. •PD Command Post inaccessible by FD IC due to location IC remained in station #4 while Mobile Command Post was approximately 100 ft away. Made radio call to talk to someone in the MCP 2 people are needed at point of ingress egress to log peoples names to get ambulances, F.D + P.D. in + out faster PD Command Post was setup outside of secure airport area, requiring constant monitoring for unauthorized personnel, I.e. obnoxious reporter - Clark Kent. IC Not identified until 11:45 Security Breach Roll up doors at station #4 left open IC post not availed -sent to press room. PIO could not answer questions. Never saw IC post. Extra alarms for manpower? And EMS transport For this scenario, CP seemed to far removed No parking vehicles behind or in front of ARFF ! No communications with PD commander Unified Command was not established (FD in the fire station, PD in Mobile Command Post) - At lease till 1210 when I left the scene Understanding of Communications , .its benefits and limitations Joint or Unified Command needs work • Red Cross called fro very late Without being co- located the two IC were making the same requests through the dispatch center at different times and 0 sometimes with changed or old information. Communication between command center and scene about when to leave scene. took a little longer than usual to obtain basic info on the incident. Two officials said they would get right back with me, but it did not happen. Water should have been provided at scene. Need more perimeter officers for event. Weak, spotty & disorganized on -going communication event transpired Lack of clear & common understanding of authorizations and responsibilities of Airport personal Lack of communication between police and rescue . Need more aid or ambulances Need to make the Mobile Command Post more FD friendly. Provide training for all personnel that might encounter scenario I did not know my role (job) Yakima Memorial ER Narrative: hospital did not tell me to go to Perry Tech. No tags on some patients -so no instructions Responders did not know where to place the uninjured , but annoying. Memorial Hospital not notified of my arrival. Ill Responders took my word when I stated that I was uninjured (pulse and vitals taken 10 -15 minutes into excursive). Date Printed 10/2/2009 For Official Use Only Page 3 of 10 Appendix C Participant Feedback Improvement Items by Venue Venue: Each exercise participant was asked to list three improvement items. Their comments are listed below. Was told to go to family waiting room. Was not escorted and got lost. • Finally told to go to Perry Tech, did not take name or info. In hospital communication Some issues with out call list that we will resolve Call list to long need to have multiple people calling for faster response Signage + site sets - things seemed very spread out Did not receive any supplies (had to find them) Food/coffee for families. Other facility was sending family back to airport where other support services were. Training of staff, physicians, admin of procedures+ responses + equipment 2 -way radios signs need to be on stands -- more visible logs of victims list routinely delivered to UC ( ? ?) Patient ID Ability to talk with others, finding people Decision of which patients get diverted between hospitals 02 cylinder locating & amounts still value Use less acronyms heard too many "what's that's Difficult to reach Incident Command by phone. My call list took over an hour - maybe shorten it? Better communication devices More stretchers In my role I was not clearly informed of my role & needed more teaching Communications systems internal and external what to use, when, and testing of systems for operability Never got any calls Assume that each dept gets at lease 1 victim 80 so they can practice a drill. Need more gurneys Could not contact Incident Command Physicians present Did not call overhead correctly Needed to review paperwork ahead of drill Communications - radios networking ---- illegible - - -- Need an experience person with a novice. Pharmacy drug list needs updating Radio's were inaudible at times No triage done here at YVMH Communication between family /friends & pts condition. I need to add a couple meds to our list Reports back to incident command. Timeliness /plan/ Date Printed 10/2/2009 For Official Use Only Page 4 of 10 • Appendix C Participant Feedback Improvement Items by Venue Venue: Each exercise participant was asked to list three improvement items. Their comments are listed below. c ommunication - when to use what Communications was difficult -- numerous Communication between staff units List of names onboard plane • I still ha' lot- of ipe'tions. 1, point of oui icsponsil,ili No Tra..a bands Have a feeling a lot of people didn't respond to call because the hospital phone # showed up on caller ID Yakima Regional ER Narrative: Wish I was informed a little better about what was going on Too much knowledge regarding drill so people knew what to expect. No radio calls from EMS report @ door Regional told us they would feed us. Cafeteria people did not know what we were talking about. I would have liked more pts to have come through the ER entrance as walk ins so we the admitting could get trained better. Regional told us they would feed us. Cafeteria people did not know what we were talking about. Room clock Gurney in first ambulance to arrive slipped off back of vehicle. Patient received second shock when almost dropped. • Overhead audio for 2T Name tags for staff Need to update policies Need to clarify players -ANS was busy w /real patients More participation/planning of staff Overhead in 2 -Tower Room clock Role of ANS orderly & operation ANS for drill couldn't reach Red Cross - County did not have correct #. Current policies Drill signs in Lobby MCI color code of patients posted so all staff knows the severity of each patient . 1 person at ambulance entrance direct where each patient will go Ops Chief have an aid to assist them. - Need to clarify w /center what kinds of calls to transfer to IC - not family members Poor communication from ER at Memorial no phone call from them. One ambulance pulled up to walk -in entrance not the ambulance entrance. Re- directed,them to ambulance entrance. Ambulance came to wrong entrance One patient was not banded or tagged Confusion on what to post/names etc. • More man power. Date Printed 10/2/2009 For Official Use Only Page 5 of 10 Appendix C Participant Feedback Improvement Items by Venue Venue: Each exercise participant was asked to list three improvement items. Their comments are listed below. ? Information we can post on WebEOC Where was White Swan EMS - they would have benefitted. Last crew off scene was unsure if they truly did have the last patient. Update policies 13euer phone list hum County Red Cross #s from County are wrong. Unclear how to handle central name repository 2 -T for IC needs to be improved. Confusion of giving out victims names /or ID #s 1st group not communicated on eta time or had left Family Support Center Narrative: Handling of media was confused, suspicious Apparent confusion at Horizon desk Ending a drill fizzle or officially called? PIO Info was not given to Red Cross when Info was made At family room - Separate families with those victims who have been found with those still waiting The unharmed victims were sent to the Family Center Food arrived later than expected Hospital participation Airport personnel knowledge Bonus: The shelter required people to cross the street unsafely. Disaster site needed food but the ERV & Cargo van were in route Getting families from crash site to Family Center Disaster site called stand down & returned to Armory where they received their box lunches. I appreciate how hard everyone worked to make the drill a great learning opportunity. There were some communication errors Not all sights that needed food was made known to us. Red Cross delivered the meals -I understand that the families were at the shelter well before a shelter call went out to Red Cross — They arrived well before the Horizon staff arrived as well. -The drill ended before any of the family members were notified of where their identified person was sent. In a real deal we would not have been very successful keeping them there without information coming in and the more anxious individuals would have left to go "help" at the crash scene. - Apparently Regional Hospital asked the MH team to wait in the Chapel for families to come to them- IF this were real, the families would not come to the chapel for MH but they would be trying to "help" the ER staff with triage and patient care. We should let the Hospital know that the purpose of MH at the ER is to help the Medical team function at maximum efficiency. Yakima Airport Mgt Office Narrative: • Date Printed 10/2/2009 For Official Use Only Page 6 of 10 Appendix C Participant Feedback Improvement Items by Venue Venue: Each exercise participant was asked to list three improvement items. Their comments are listed below. IIII Need to improve security understanding and recognition of Airport staff. Crash Site Narrative: I was dead and in the sun. • . - . . .I • . - ....- _ . • • . .- ... . - . . . - • _- •_, .e • it . My wound was not noticed until I ripped my shirt open to see it. I think a wound should be noticed the first time. No pulse check for 15 minutes after first contact. Repeatedly checked even though tagged deceased. Got Hot. Rescuers and nurses were not serious. Did not get victims in ambulance fast enough. Rescuers and nurses were not thorough. Needed water at the site. Dead people waited awhile. . To be taken away did not know what to do or where to go. took a while to check pulse- I was a deceased person. Throughout excursive had pulse checked four times. Helped fire at crash site. Moved victims into groups into green, yellow, red groups. Never asked for ID by fire or EMS took a long -time/ hot no water. Could have been quicker getting to rests. • I was red and was the last off. 90 minutes in the sun Command area must be established When I went to the scene I asked numerous players where the Operations Command was and nobody could direct me to him. Found that he was running around the scene. 6. El That medical responder (e.g. Para medics) is notified that mental health triage is available and should be utilized. had to sit in open. No water available at crash site. Made us wait on the tarmac. Triage staffing could occur quicker. Reds not moved fast enough. Needed to respond quicker to the red tag people. Did not respond quick enough. they were slow to carry me out. My friend had a punctured lung and would have died it were real. - My ambulance driver could not find Regional Hospital. • I was able to wonder crash site and disturb other victims. - I felt that I wasn't treated right away. Medical staff did not know what triage tag meant. Driver could not find hospital. Person next to me was convulsing and ignored for a long time. • Staging "appeared " to be right at the crash site so could not discern staged units from active units. Date Printed 10/2/2009 For Official Use Only Page 7 of 10 Appendix C Participant Feedback Improvement Items by Venue Venue: Each exercise participant was asked to list three improvement items. Their comments are listed below. They didn't give me a tag. They didn't do anything to my hurt foot. my injury did not look like a broken leg. A lot of waiting. Some participants did not take it seriously. More caution while loading and carrying on stretchers. VicTims who are OK should be asked to help it needed. Better questions and assessments needed should have had my abdomen examined at triage, Heart attack victims needed vitals. Fire truck did not know the way to Regional. Once out of plane assessment took quite awhile. At the hospital the responder dumped me on the ground removing gurney from fire truck. They should have helped me out. I got changed (Status) 4 times.. Maybe if ID would be a little more clear. After I was off the bus they lost me. When found, they put me in the bushes. Again Ops Command trying to work the system using a portable radio sun in eyes . Hot. Was a dead person. Never clearly knew what the medical frequency they were using - Could be I missed that though I didn't get tagged until a minute before I left. Lines of communications scene / ICP Difficult to determine where Fire IC was located. Getting in and out of gate seemed slow (checking in and out.) I felt like there were a lot of people in charge with the ARFF. I couldn't tell who was in charge of what Establish Staging sooner at scene Tagging victims, to many victims were getting checked multiple times for pulses Command operations break down Beverages on scene for actors /players Dispatch details inaccurate and delayed to Fire freq. All area hospitals should have been alerted in the area. DEMOB - NOT DONE ?? ICS Protocol for DEMOB not in place Be more familiar w/ ICS roles & responsibilities Never treated for my broken head. Responders did not notice my injury. Nothing negative . Need to have written guidelines for MUC/MCI Organize better staging/command area. Dedicated 1st ER to transport to. Initial ambulance dispatch was very slow • Date Printed 10/2/2009 For Official Use Only Page 8 of 10 Appendix C Participant Feedback Improvement Items by Venue Venue: Each exercise participant was asked to list three improvement items. Their comments are listed below. shock patient with a head laceration left for quite a long time with out attention. Memorial Coordinator nurse didn't perform correct actions for ambulance people. (I work for Memorial, please invite me back next year). I was dispatch to but then there was a long delay for dispatching additional cars. IC cannot manage other areas once dedicated Was moved before to ed as dead. Check -in needs more volunteers to get them through and do make -up. Write on shirts some of the injuries so that EMS and Hospital can truly role play appropriately. Need better coordination of Police and Fire initial dispatch info, prior to arrival of PD. Victims were getting mixed up on where they were supposed to be. I found a couple of yellows in the critical red tagged area. Victims should have been louder with screams. Memorial Hospital not as serious as they could have been. Couldn't tell if I could enter plane or not - if fire was out or endangering passengers Need more transport vehicles Dispatch was fouled up (initial). Need horn so people can hear instructions. Need to be more specific when giving instructions. To many little kids who did not take it seriously. Should have actors where cloths that can be cut open by EMTs. The girl volunteers could wear tank tops that could be colored for the appropriated injuries. ill No tag put on me. My gurney collapsed in the ambulance. The hospital would not take me so they drove me to Toppenish, but Toppenish Hospital was not participating in the exercise . I watched victims wonder around for a good 10 -15 min before people went to escort them to their rightful places. Walked over as a patient when others walking points left the plane. More ALS /AMR response More resources nothing negative More victims More responders needed. People waited to get help a long time. Better comm. w /PD to Fire to PD . Need to practice methods/ ways to keep track of the # of pt's. Real bumpy in ambulance. OAEOC Narrative: Need call down list -OAEOC low on notification. Info incoming was confusing exercise! Incoming calls were not differentiated between airport EOC and OAEOC. Work 211 into the loop so they can be taking (absorbing) calls from the public. III Date Printed 10/2/2009 For Official Use Only Page 9 of 10 Appendix C Participant Feedback Improvement Items by Venue Venue: Each exercise participant was asked to list three improvement items. Their comments are listed below. INFO was not organized. Too many players did not past the correct information when tasking other players as part of • the simulation. OAEOC never received a direct call to/ from the ICP until very late into the drill. YVMH called the ARC and requested that they open a family support center. The OAEOC received no notification other than over hearing thee operation on 146.66, the county common repeater. • - • - ; • - - • - 1. en s ea . ' o communication to us on event ass if unfolded( had to do "detective" work to find our information) Communication for notification of an event and information updates needs to be formalized. Could not access missed calls in voice mail of other people. Short on help - logistics/ phone lines. Simulation Cell Narrative: In my opinion I would establish the PIO number sooner in the exercise Otherwise well done!! Memorial Hospital Took 7 minutes of voice mails and on hold to get to Incident Command. Exercise Staging Narrative: Did we have enough transportation assets to rapidly transport all victims that needed transport? Do we want to transmit info above "shooters" on a channel "in the clear "? What was the public traffic control plan? (TCP's, etc.) Poor communication at beginning Need weather protection I wasn't advised of which freq. to use. • go over scene with actors, "cry, mown, act confused, ask for family ". Difficult to tell who the players were and who was not a player. need more people doing make -up at the staging area. We had to wait for them to get make -up ready. Give everyone and injury. Some kids felt let out. Use stickers for treatment (oxygen, IV, C- collar) CWCMH Narrative: 4. ❑Mental health triage establish a set time (e.g. every 4 hours or by 4 pm each day) for units to report in on a schedule basis so as to maintain communication, share information and collect data. Who: Unit Leader or Group supervisor in the event. CWCHH Disaster committee educate staff. 3. ❑Mental Health remembers t that debriefing should take place in real world disaster after the incident. Who: Melissa Wilson and Harry Kramer 2. ❑Regional Hospital place 1st responder up front where than can triage victims and family as they come in as did Memorial. Who: Harry Kramer will contact them. 1. ❑ Airport look at making sure that mental health is on the call out list as it is reported to be. Date Printed 10/2/2009 • For Official Use Only Page 10 of 10 Operation Swift Journey YKM 2009 The suggested actions in this report should be viewed as recommendations only. In some cases local jurisdictions may determine that Ott he benefits of implementations are insuffient to outweigh the cost. In other cases, the jurisdictions may identify alternative solutions hat are more effective or efficient. Each involved juridiction agency /department should review this report and determine the most appropriate action and the resources needed (time, staff, funds) for implementation Appendix D Improvement Plan By Venue Venue: 1 -Rest of the World Exercise Objective: 4. Mass Casualty Response Exercise the communities ability to respond to, triage, transport, and treat multiple victims from an aircraft accident. Including the care of responding family members. Evaluation Guide: 01 Communications Start Date: Issue Or Problem There was a perception in this exercise that this was 'just an exercise" and did not appear to be taken seriously by a few. There were several comments that this is just a drill, we'd do things different if it were "real ". Take more patients its just a drill. One person treating MCI patients coming to a hospital. Recommendation: A change in attitude is necessary! If you have this attitude it is suggested you find another line of work. Taxpayers paid in excess of $30,000 for this exercise not to mention the lost family time for responders etc. Not to take the test of our lifesaving systems seriously is negligent. Who Is Responsible: The Yakima Valley Emergency Response Planned Completion Date: Community Action Taken: • ❑ Completed Reference —ID #: 22 Venue: OAEOC Exercise Objective: 2. Emergency Operations Center (EOC) Operation. Exercise the communities' ability to activate, staff, and operate local EOCs in response to a terrorist event Evaluation Guide: 03 Emergency Operations Center Management Start Date: 9 /20/2009 Issue Or Problem OAEOC failed to provide a Liaison to the ICP per the current airport plan for the sharing of information and needs. Recommendation: Initiate plan, policy, and training changes to insure a liaison is provided to a requesting jurisdiction or ICP Who Is Responsible: Jim Hall Planned Completion Date: . Action Taken: Preliminary discussions on the issue have been held with anticipated plan changes in the future. ❑ Completed Reference —IDS: 24 Venue: Crash Site Exercise Objective: 4. Mass Casualty Response Exercise the communities ability to respond to, triage, transport, and treat multiple victims from an aircraft accident. Including the care of responding family members. IIIII For Official Use Only Page 1 of 10 Appendix D Improvement Plan By Venue Evaluation Guide: 19 Triage and Pre - Hospital Treatment Start Date: Issue Or Problem A rescue unit was being used to transport patients from the Crash Site for hospital care. One of the patients being transported was dropped as the gurney was pulled from the unit. The Rescue Unit is equipped to transport patients but does not do so on a regular basis. In this case the gurney is an older model and has no stops before the wheels are down as newer models in ambulances do.. It came out of the unit and went to the ground. Recommendation: This appears to be a training issue with the operators not familiar with the older style unit. Recommend departments with Rescue Units capable of transport train their personnel on the use of their specific equipment. The EMS Office make this training part of their annual training of personnel who will operate these units. Who Is Responsible: Planned Completion Date: Action Taken: ❑ Completed Reference — ID #: . 9 Exercise Objective: 4. Mass Casualty Response Exercise the communities ability to respond to, triage, transport, and treat multiple victims from an aircraft accident. Including the care of responding family members. Evaluation Guide: 19 Triage and Pre - Hospital Treatment Start Date: Issue Or Problem 28 victims along the west perimeter of the crash site NEVER received trauma tagging. This resulted in Fire, Law Enforcement, EMS, and Airport employees making redundant resource - wasting checks on these victims . throughout the incident. • Recommendation: Initiate plan, policy, and training changes to insure proper response to a major MCI incident. Establish Incident Command early making assignments and directing triage of victims. Ensure victims when checked are tagged appropriately to reduce duplication of services and wasted time. Who Is Responsible: Planned Completion Date: Action Taken: ❑ Completed Reference —ID #: 20 Exercise Objective: 1. incident Command System (ICS)/Unified Command. Evaluate the local decision - making process, the capability to implement the ICS in response to a terrorist incident. Examine the communities' ability to employ various ICS functions. Evaluation Guide: 02 On Site Incident Management Start Date: Issue Or Problem An Incident Safety Officer (ISO) was not established until late in the incident. Recommendation: Initiate plan, policy, and training changes to insure proper response to a major MCI incident Who Is Responsible: Planned Completion Date: Action Taken: ❑ Completed Ref erence—ID#: 19 • For Official Use Only Page 2 of 10 Appendix D Improvement Plan By Venue Exercise Objective: 1. incident Command System (ICS)/Unified Command. Evaluate the local decision - making process, the capability to implement the ICS in response to a terrorist incident. Examine the communities' ability to employ various ICS functions. Evaluation Guide: 02 On Site Incident Management Start Date: Issue Or Problem Pertinent incident information from the field was not communicated to the ICP. This information is vital for the Incident Commander to develop incident objectives, operational periods and establish a proactive overall plan. Recommendation: Initiate plan, policy, and training changes to insure proper response to a major MCI incident. This issue should be reevaluated in a Table Top Exercise prior to another Full Scale Exercise. Who Is Responsible: Planned Completion Date: Action Taken: ❑ Completed Reference —ID #: 18 Exercise Objective: 1. incident Command System (ICS)/Unified Command. Evaluate the local decision - making process, the capability to implement the ICS in response to a terrorist incident. Examine the communities' ability to employ various ICS functions. Evaluation Guide: 02 On Site Incident Management Start Date: Issue Or Problem A ranking officer arriving at the crash site assumed command from the first arriving unit — designating that unit as Operations (Ops). 12 minutes after the ranking officer assumed command, that unit relocated to the fire station on the north side of the airport. This relocation — taking approximately 12 -15 minutes - served only to further deteriorate an already unstable command and control structure at the crash site. Recommendation: Consider review of the Airport Response plan to allow desecration by the incident commander to locate the ICP at the most appropriate location. This is not an excuse to be closer to the incident and away from other issues. The fact remains without the general staff positions planning, logistics, and fmance /admin sections many of the same issues would remain. Who Is Responsible: Planned Completion Date: Action Taken: ❑ Completed Reference — ID #: 17 Exercise Objective: 1. incident Command System (ICS) /Unified Command. Evaluate the local decision - making process, the capability to implement the ICS in response to a terrorist incident. Examine the communities' ability to employ various ICS functions. Evaluation Guide: 02 On Site Incident Management Start Date: Issue Or Problem The IC did not manage the arriving resources which created both confusion and congestion. This ultimately hampered an efficient flow of victims being transported by ambulance. Recommendation: Initiate plan, policy, and training changes to insure proper response to a major MCI incident. Who Is Responsible: Planned Completion Date: Action Taken: For Official Use Only Page 3 of 1 0 Appendix D Improvement Plan By Venue ❑ Completed Ref erence — ID #: 16 Exercise Objective: 1. incident Command System (ICS) /Unified Command. Evaluate the local decision - making III process, the capability to implement the ICS in response to a terrorist incident. Examine the communities' ability to employ various ICS functions. Evaluation Guide: 02 On Site Incident Management Start Date: Issue Or Problem Upon arrival, law enforcement officers did not make contact with the Incident Commander (IC), but rather self - initiated into the incident scene in a perimeter security capacity. Recommendation: Initiate plan, policy, and training changes to insure proper response to a major MCI incident. Who Is Responsible: Planned Completion Date: Action Taken: ❑ Completed Ref erence — ID #: 15 Exercise Objective: 1. incident Command System (ICS)/Unified Command. Evaluate the local decision - making process, the capability to implement the ICS in response to a terrorist incident. Examine the communities' ability to employ various ICS functions. Evaluation Guide: 02 On Site Incident Management Start Date: Issue Or Problem a) The first arriving unit erroneously requested a 2nd Structure Alert while still en route. ( A 2nd, 3rd or 4th EMS/Rescue Alarm would have been the appropriate resource request). B) Command was not initiated (although it was established later), nor was an initial strategic mode or an Incident Action Plan (IAP) communicated. These steps are mandatory for every incident regardless of type. C) In general, a clear picture of the scope and magnitude of the incident was not communicated. Recommendation: Initiate plan, policy, and training changes to insure proper response to a major MCI incident. Who Is Responsible: Planned Completion Date: Action Taken: ❑ Completed Ref erence—ID#: 14 Venue: Family Support Center Exercise Objective: 4. Mass Casualty Response Exercise the communities ability to respond to, triage, transport, and treat multiple victims from an aircraft accident. Including the care of responding family members. .. Evaluation Guide: 02 On Site Incident Management Start Date: Issue Or Problem Family members were directed from the Airport Terminal to the Family Support Center at JM Perry across Washington Ave. Some crossed directly other went to the cross walk to find the light was not working. 0 Recommendation: This is a "real world issue ". If the Family Support Center remains at JM Perry family members will For Official Use Only Page 4 of 10 Appendix D Improvement Plan By Venue either need to be transported or escorted to the center to insure their safety. How this will work • should be identified in the Airport Response Plan. Who Is Responsible: P Planned Completion Date: Action Taken: ❑ Completed Reference — ID #: 13 Exercise Objective: 4. Mass Casualty Response Exercise the communities ability to respond to, triage, transport, and treat multiple victims from an aircraft accident. Including the care of responding family members. Evaluation Guide: 02 On Site Incident Management Start Date: Issue Or Problem Family members being told of their family members survival was done in the same are as those being told of their members demise thus in the same room you had members delighted and distraught. Recommendation: Recommend, if possible, separating those being told of their members demise Who Is Responsible: • Planned Completion Date: Action Taken: ❑ Completed Reference —ID #: 12 Venue: Yakima Regional ER II I Exercise Objective: 4. Mass Casualty Response Exercise the communities ability to respond to, triage, transport, and treat multiple victims from an aircraft accident. Including the care of responding family members. Evaluation Guide: 20 Medical Surge Start Date: Issue Or Problem Regional Hospital not notified of how many patients or severity of injuries. There was some radio traffic overheard and an ambulance called to see if they could take patients but no notification. Recommendation: Regional Hospital be added to the notifications and Situation Report distribution for the incident. This could come from the dispatch center or the ICP. The ICP will need to develop a system reporting the situation to offsite stakeholders. The Incident Commander will need to stand up a Planning section for this to happen. Who Is Responsible: Planned Completion Date: Action Taken: • ❑ Completed Reference — ID #: 10 • Exercise Objective: 4. Mass Casualty Response Exercise the communities ability to respond to, triage, transport, and treat multiple victims from an aircraft accident. Including the care of responding family members. Evaluation Guide: 20 Medical Surge Start Date: 46 Issue Or Problem Was definitive care provided at the appropriate level? Due to the drill there was one RN For Official Use Only Page 5 of 10 Appendix D Improvement Plan By Venue treating all patients, not enough info available or seen to evaluate. Recommendation: Yakima Regional ER was clearly not staffed to deal with the patients that came from the simulated accident. If this was "due to the drill" then Regional will need to reevaluate their preparedness capabilities. Because this was not a good test of the systems. Who Is Responsible: Planned Completion Date: Action Taken: ❑ Completed Ref erence—ID#: 11 Venue: Yakima Memorial ER Exercise Objective: 4. Mass Casualty Response Exercise the communities ability to respond to, triage, transport, and treat multiple victims from an aircraft accident. Including the care of responding family members. Evaluation Guide: 19 Triage and Pre - Hospital Treatment Start Date: Issue Or Problem Actor clearly with mental health issues were placed on a medical hold and not seen or referred. No mental health services were delivered. Recommendation: Initiate plan, policy, and training changes to insure mental health patients receive proper services in response to a major MCI incident. Who Is Responsible: Planned Completion Date: Action Taken: ❑ Completed Reference —ID #: 21 Exercise Objective: 4. Mass Casualty Response Exercise the communities ability to respond to, triage, transport, and treat multiple victims from an aircraft accident. Including the care of responding family members. Evaluation Guide: 19 Triage and Pre - Hospital Treatment Start Date: 9 /21/2009 Issue Or Problem Memorial Hospital was the Trauma Center for the day and thus Medical Control for the Yakima Valley. The person working as Medical Control was unsure of their role in directing patient transport to other facilities . Upon checking EMS protocols there is little or no guidance provided for MCI events. Recommendation: Develop policies for Medical Control which provides specific direction of their responsibilities in directing patient transport to different facilities. Train individuals who will operate as medical control in the new policies. Who Is Responsible: Candace Hamilton Planned Completion Date: Action Taken: 9 -29 -09 Candace advises she already has a sub - committee working on the issue from the Trauma Council. ❑ Completed Reference —ID #: 8 Venue: Incident Command Post For Official Use Only Page 6of10 Appendix D Improvement Plan By Venue Exercise Objective: 3. Communications. Assess the ability to establish and maintain multi - disciplinary /jurisdictional • communications network during a response to a terrorist incident. Evaluation Guide: 01 Communications Start Date: Issue Or Problem Law enforcement and Fire separately assigned a primary dedicated frequency for the incident command Recommendation: This issue was discussed earlier but bears repeating. — This issue is an inherent problem with two command posts and incident commanders managing the event. Yes they have different functions • but neither seemed to know what the other was doing. Having two commanders will be addressed later. Recommend a communications plan be developed identifying frequencies and protocols for the ICS planning section to develop an incident communications plan for the event. The communications plan, part of the IAP, could be developed pre -event for quick application during an event when there is so little time. Who Is Responsible: Fire, Police, & Communication Systems Planned Completion Date: Management Action Taken: ❑ Completed Ref erence 1 Exercise Objective: 1. incident Command System (ICS)/Unified Command. Evaluate the local decision - making process, the capability to implement the ICS in response to a terrorist incident. Examine the communities' ability to employ various ICS functions. "'Evaluation Guide: 02 On Site Incident Management Start Date: Issue Or Problem No written IAP was developed. Documentation was in the form of notes by the IC. Recommendation: For an incident of this size, in addition to Command and Operations activate additional General Staff positions Planning, Logistics, and Finance Admin to facilitate the development of an IAP for current and future operational periods and to assist with the massive number of tasks needed to manage a large event. Without these positions the IC is left to do each task by him/her self and what ends up happening most tasks do not get done creating a ripple effect of missteps of misinformation throughout the response systems. Who Is Responsible: Planned Completion Date: Action Taken: ❑ Completed Reference — ID #: 7 Exercise Objective: 3. Communications. Assess the ability to establish and maintain multi - disciplinary/jurisdictional communications network during a response to a terrorist incident. • Evaluation Guide: 01 Communications Start Date: Issue Or Problem Offsite agencies and organizations were not aware of the situation or needs at the airport. Once requested and activated the Operational Area EOC did not receive any information from the ICP. During the event 911/Dispatch was not aware of the situation not receiving any • updates as well. For Official Use Only Page 7 of 10 Appendix D Improvement Plan By Venue Recommendation: Where this is a communications issue, for the most part, it has nothing to do with equipment. The lack of a Planning Section in the ICP where the incident situation is developed was not established. • Recommend where an incident exceeds, or is anticipated to exceed, 40 responders a Planning. Section be established to provide the situational awareness to other ICS sections and outside stakeholders. Where the Operational Area EOC is requested the Incident Commander should request a liaison to assist him/her in receiving , gathering and pioviding iiifoiuiatiuu to /from the OAEOC and - ethers. Who Is Responsible: Planned Completion Date: Action Taken: ❑ Completed Reference —ID #: 6 Exercise Objective: 1. incident Command System (ICS)/Unified Command. Evaluate the local decision - making process, the capability to implement the ICS in response to a terrorist incident. Examine the communities' ability to employ various ICS functions. Evaluation Guide: 02 On Site Incident Management Start Date: Issue Or Problem Fire and police set up separate command posts for their operations with very little communication and/or interactivity. Recommendation: Both Law Enforcement and Fire Service need to understand their roles in a major event like this one. Recommendation; Fire Service be the incident command agency during the initial stages of life saving and patient care. Law enforcement would be a support organization as a group or branch in the Operations Section to provide scene security and perform preliminary investigative roles. • Once the life saving and patient care issues are resolved incident command would transition to a law enforcement mission of security and investigation. There needs to be an understanding on a commercial airline accident or terrorist event either the NTSB or the FBI would be the investigative agency involved and may assume incident command, particularly in a terrorist event, very soon after the life saving mission. has ended. In addition to identifying who is in command for what the ICS system needs to be further developed to include the three General Staff positions not filled in this exercise. Planning to create the IAP to maintain situational awareness for those in a need to know, develop the lAP for future operational periods, and transition of incident command as the situation changes. Logistics to support responders and locate needed personnel, equipment, or other resources. Finance /Admin to document expenditures of personnel and equipment. This section would also arrange for payment for resources ordered by logistics Who Is Responsible: Planned Completion Date: Action Taken: • ❑ Completed Reference —ID #: 5 Exercise Objective: 3. Communications. Assess the ability to establish and maintain multi - disciplinary/jurisdictional • communications network during a response to a terrorist incident. Evaluation Guide: 01 Communications Start Date: Issue Or Problem Lack of information gathering and dissemination to stakeholders in the event. • For Official Use Only Page 8 of 10 Appendix D Improvement Plan By Venue r ecommendation: Where this is a communications issue for the most part has nothing to do with equipment. The lack of a Planning Section in the ICP where the incident situation is developed was not established. Recommend where an incident exceeds, or is anticipated to exceed, 40 responders a Planning Section be established to provide the situational awareness to other ICS sections and outside stakeholders. Who Is Responsible: Planned Completion Date: Action Taken: ❑ Completed Reference —ID #: 2 7 Venue: City of Yakima Public Safety Communications Exercise Objective: 3. Communications. Assess the ability to establish and maintain multi- disciplinary/jurisdictional communications network during a response to a terrorist incident. Evaluation Guide: 01 Communications Start Date: Issue Or Problem Fire Dispatch's initial notification came at 11:23. They advised by phone that there was a Hazardous Materials spill on the runway and that the EOC was asked to activate. Recommendation: Initiate plan, policy, and training changes to insure proper notification of Emergency Management for major incidents in the Yakima Valley. Not sure where the Hazardous Materials issue came from? 0 Who Is Responsible: Wayne Wantland Planned Completion Date: Action Taken: 9 -28 -09 initial changes have been made with OEM staff being added to the notification messaging system. ❑ Completed Reference — ID #: 23 Exercise Objective: 3. Communications. Assess the ability to establish and maintain multi- disciplinary/jurisdictional communications network during a response to a terrorist incident. Evaluation Guide: 01 Communications Start Date: 9 /19/2009 Issue Or Problem Notifications of government and non - governments organizations. The Operational Area EOC was not notified per policy. Command and media were not paged. ARC was not activated at all. They self activated to support the exercise. Recommendation: Recommend; Change the policy pertaining to the Operational Area EOC to insure they are notified of major events. Page the appropriate command and media personnel as if the situation was real. How will we know if the system works or not unless we use it? If the ARC is in the plan to stand up a Family Support Center they must be requested. Change notification system to reflect their call - out. Who Is Responsible: Wayne Wantland Planned Completion Date: Action Taken: 9 -28 -09 OEM staff have been added to the City of Yakima Public Safety Communications text messaging system. • ❑ Completed Reference —ID #: 4 For Official Use Only Page 9 of 10 Appendix D Improvement Plan By Venue Exercise Objective: 3. Communications. Assess the ability to establish and maintain multi- disciplinary /jurisdictional communications network during a response to a terrorist incident. Evaluation Guide: 01 Communications Start Date: Issue Or Problem Law enforcement and fire commanders set up in different locations. Designated separate frequencies and ordered similar items at different times from dispatch. Recommendation: This issue is an inherent problem with two command posts and incident commanders managing the event. Yes they have different functions but neither seemed to know what the other was doing. Having two commanders will be addressed later. Recommend a communications plan be developed identifying frequencies and protocols for the ICS planning section to develop an incident communications plan for the event. The communications plan, part of the IAP, could be developed pre -event for quick application during an event when there is so little time. Who Is Responsible: Fire, Police, & Communication Systems Planned Completion Date: Management Action Taken: ❑ Completed Ref erence—ID#: 3 • • • For Official Use Only Page 10 of 10