2 Port Gamble S’Klallam (2021)
Tribal code
Ask Donna
What actually matters in this document.
Text
2
0
2 Port Gamble S’Klallam
0 ANNUAL REPORT
MISSION
To exercise sovereignty and ensure self-determination and
self-sufficiency through visionary leadership. We will ensure the health, welfare, and economic success of a vibrant
community through education, economic development,
preservation, and protection of the rich culture, traditions,
language, homelands, and natural resources of our Tribe.
VISION
To achieve the full potential of the
Port Gamble S’Klallam Tribal sovereign nation to be self-sufficient,
proud, strong, healthy, educated,
and respected.
PORT GAMBLE S’KLALLAM TRIBE
ORGANIZATIONAL LEADERSHIP
TRIBAL COUNCIL
CHAIRMAN
Jeromy Sullivan
VICE CHAIRMAN
Chris Tom
COUNCIL PERSON I
Renee Veregge
COUNCIL PERSON II
Donovan Ashworth
COUNCIL PERSON III
Matthew Ives
COUNCIL PERSON IV
Amber Caldera
ENTITY DIRECTORS
(for 2020)
EXECUTIVE DIRECTOR
Kelly Sullivan
CEO, Noo-Kayet
Chris Plancentia
CFO
Betty Decoteau
GENERAL MANAGER
The Point Casino
Sam Cocharo
ADMIN. DIR. OF TRIBAL
GOVERMENT
Audrey Gugel
ADMIN. DIR. OF TRIBAL
SERVICES
Kara Wright
EXECUTIVE DIRECTOR
Tribal Gaming Agency
Nic’cola Armstrong
EXECUTIVE DIRECTOR
PGS Foundation
Joan Garrow
EXECUTIVE DIRECTOR
PGS Housing Authority
Craig Dougall
Cover photo credit: Joe Price
2020 ANNUAL REPORT
TABLE OF CONTENTS
Message from the Tribal Chairman
4
Employment Stats 5
Employee Tenure Recognition 6
Port Gamble S’Klallam Lands
7
Department Reports 8
Accounting 8
Career & Education 9
Child & Family Services 10
CFS: Child Support 12
CFS: Child Welfare 12
CFS: Elders Services 13
CFS: Financial 13
CFS: Foster Care 14
CFS: Together for Children 14
CFS: Tribal Family Assistance
15
CFS: Vulnerable Adult Program
15
CFS: Youth Service 16
Chief Financial Officer
17
Court Services
17
Cultural Arts & History 18
Early Childhood Education 19
Grants 20
Health Services 21
Housing 23
Human Resources 24
Information Technology 25
Legal 25
Maintenance
27
Natural Resources
27
Noo-Kayet: Gliding Eagle & Kountry Korner
28
Noo-Kayet: High Point 28
Noo-Kayet: Point Casino & Hotel
29
Port Gamble S’Klallam Foundation
30
Planning 32
Public Safety 32
Special Projects 33
Tribal Gaming Authority 34
Utilities 34
In Memoriam 35
3
MESSAGE FROM THE TRIBAL CHAIRMAN
That briefing by Jolene and Dr. McDaniel changed everything. It became clear that everyone—our Tribe, the
state, and the country as a whole—needed to take immediate action. Soon after that meeting, we issued restrictions for gatherings and travel. Telling people that they
had to limit the number of people they gathered with
was difficult; a decision we knew would not be popular.
Our Tribe values coming together for every reason imaginable—in sadness, in celebration, or, simply, because
there’s a game on TV!
A still from one of the COVID update videos Chairman
Sullivan recorded from his home
In early 2020, we celebrated.
On a Saturday in late January, after years of frustration
and careful negotiations, we were finally able to come together for a historic day, celebrating the purchase of 937
acres of forest land and the conservation of 18.4 acres of
shoreline and tidelands.
At the event, we were joined by our partners and cohorts,
the people who had helped us come far and accomplish
much. We recognized our core team for their hard work
and dedication: Kara Horton, Roma Call, Steven Moe,
and our outside attorney, John Sledd. There’s a photo of
the five of us holding the bentwood boxes we were gifted.
We all look as happy as I know I felt.
It was a beautiful day, full of songs, good friends, and the
joy that comes at the end of a very long and satisfying
journey. Little did we know though that, very soon, all
of our worlds would change in ways no one could have
predicted…and a new journey would begin.
In early March, PGST’s Health Services Director, Jolene
Sullivan, and Medical Director Dr. Luke McDaniel gave
an update to Tribal Council on coronavirus, the virus
responsible for COVID-19. We had all heard of it, of
course; the news was starting to buzz about cruise ships
full of sick people and cities in other countries on lock
down. That was far away though; something that needed
to be taken seriously, but likely wouldn’t impact us much
at all.
2020 ANNUAL REPORT
4
Less than a week later, Governor Jay Inslee issued the
“Stay Home, Stay Safe” order, effectively shutting down
schools, non-essential businesses, and life as we all knew
it. We closed the Tribal Center, minimized operations,
and made some difficult decisions about staffing. For the
first time in its history, The Point Casino & Hotel shut
down. Gliding Eagle and High Point quickly made adjustments to stay open while keeping staff and customers
safe. Again, more tough choices, but we all assumed that
it would be just a few weeks before we could begin to go
back to “normal.”
Of course, we all know now how wishful that thinking
was!
As the understanding of COVID-19 evolved, so did how
we battled it. We began the monumental task of testing
employees every two weeks—a first among any government or organization locally. A contact tracing system
was developed so we could quarantine those infected or
exposed. Work-from-home plans were assembled and the
Tribal Center was reconfigured to allow for social distancing.
All the while, we were trying our best to respond to the
needs of our community members. Many of our elders
were sheltered at home alone. We worked to get them
meals, other necessities, and support so they wouldn’t
leave their houses and risk exposure. Many of our Tribal
families were struggling with unemployment, kids suddenly at home all the time, and diminished resources. We
set up programs to provide financial assistance, PPE, and
technology tools for students learning virtually.
When I say ‘we’, I want to make very clear who I mean.
Yes, Tribal Council and department managers helped
make all this happen, but at the center of the operation
were three very dedicated people: Jolene Sullivan, Executive
Director Kelly Sullivan, and Misty Ives, Safety & Emergency Manager. These three ladies jumped into the deep end
right from the start, making decisions and doing the work
to ensure the health and safety of staff and our community. They coordinated with every department and listened
to the concerns of Tribal members. Early on during the
closures, they established and staffed the Emergency Operations Center, which was there to answer questions, respond to immediate issues, and provide support. The EOC
stayed open throughout 2020, only closing after vaccines
were rolled out and we were able to open the Tribal Center
again.
We owe a tremendous debt of gratitude to Jolene, Kelly, and Misty. They were our guides through completely
unchartered territory. They worked every day—through
exhaustion and their own struggles—to make sure we all
stayed safe.
While 2020 was a very long and scary year, we managed
to come out of it strong and sure. Because of early action,
continued diligence, and, let’s face it, a good bit of luck, we
minimized our exposure and infections. As of this writing,
we have not lost a single Tribal or staff member to COVID.
That is something to be proud of.
Throughout this report, you will find examples of how our
departments and staff adapted and persevered throughout
2020. All of our lives went from “normal” to chaotic and
uncertain overnight. I’m incredibly proud of how everyone
pulled together to do their very best for our community in
the most challenging of times.
Port Gamble S’Klallam
EMPLOYMENT STATS
TOTAL EMPLOYEES:
299
• Male: 112 (37%)
• Female: 187 (63%)
• PGS Tribal Members:
139 (46%)
• PGS descendant: 1
(.003%)
• Other Tribal: 30 (10%)
• Non-Tribal: 129 (43%)
I raise my hands and thank everyone who did their part—
from our EOC team, department heads, and Noo-Kayet
leadership to our Elders, community members, and kids.
Staying home kept us safe.
• Non-Tribal Parents of
Enrolled PGST Members: 27 (9%)
Jeromy Sullivan
Chairman, Port Gamble S’Klallam Tribe
• Non-Tribal PGST
Community Member:
16 (5%)
5
EMPLOYEE TENURE RECOGNITION
The Port Gamble S’Klallam Tribe is grateful to have such dedicated employees. The
following individuals were recognized in 2020 for their service to the Tribe.
35 YEARS
Jaclyn Haight
25 YEARS
Robert Carpenter, Mandi S. Moon, Kerstin M. Powell,
James Price, Theodore Seachord, Marie L. Sowle
20 YEARS
Tamara Eisenhart, Elizabeth A. Kelton
15 YEARS
Raymond Bessette, Vicki Sue Brown, Robin Kaye Houtz,
Dorie Salem-Soule, Willian G. Swift
10 YEARS
Judy DeCoteau, Stacy Mills, Delbert Smith,
Adele Stokes, Natashe J. Streun, Abigail Welch
5 YEARS
Christina Barone, Dayna Benefield, Melissa Dieckmann,
Bernadine Folz, Joylina Gonzalez, Summer Hager,
Jessica Hankin, Cherie Jacobs, Amanda Purser, Jacob Sawyer,
Sarah Shaw, Elizabeth (Annie) Strandberg, Donald Sullivan
Names in LAVENDER identify tribal members.
2020 ANNUAL REPORT
6
PORT GAMBLE S’KLALLAM LANDS
RESERVATION
Converted
to Trust
June 16, 1938
Proclaimed
as Reservation
June 16, 1938
Uplands (1938 boundary)
1,229.75
Acquired
by Tribe
March 12, 1936
Tidelands (1938 boundary)
67.20
March 12, 1936
June 6, 1938
June 6, 1938
Warrior Ridge
390.28
January 6, 2005
February 29, 2012
June 22, 2016
Pope 20-trust
20.24
Sept. 26, 1989
July 31, 2014
June 22, 2016
Land Area
Acreage
TOTAL RESERVATION: 1,707.47
OFF RESERVATION TRUST LANDS
Converted
to Trust
July 15, 2014
Proclaimed
as Reservation
n/a
Heronswood
14.97
Acquired
by Tribe
July 12, 2012
Blue House
35.63
May 7, 2003
October 12, 2016
n/a
Foxglove
9.20
Nov. 21, 2016
January 3, 2018
n/a
Land Area
Acreage
TOTAL OFF RESERVATION TRUST: 59.80
OFF RESERVATION FEE LANDS
Converted
to Trust
Proclaimed
as Reservation
n/a
Pope 20-fee
20.08
Acquired
by Tribe
Sept. 26, 1989
Simonsen Property
1.07
Dec. 21, 2011
n/a
n/a
Kountry Korner
1.04
July 31, 2017
n/a
n/a
South Kountry Korner
1.34
March 6, 2020
n/a
n/a
Hansville Block
924.91
Dec. 16, 2019
n/a
n/a
Land Area
Acreage
n/a
TOTAL OFF RESERVATION FEE: 948.51
TOTAL ACREAGE TRIBAL LANDS: 2,715.78
7
DEPARTMENT REPORT:
Accounting
What impacts were there to your funding or
staff due to the pandemic?
• Department expenditures for 2020 were $70,000
below budget, which was mostly due to lower costs
related to business travel, payroll fees, and computer consulting.
• With the implementation of the REDW Compensation Plan, there was an increase in salary costs
during the last quarter of the year.
What non-pandemic-related events or accomplishments was your department involved
with during 2020?
• A new ATM machine was installed in the entrance
of the Tribal Center for use by employees and Tribal members.
• The Paymentus system was put into place to process credit card payments online and in person for
child support, water, daycare, and internet.
• All employees now receive their paychecks through
direct deposit. This saves significant time and resources compared to handling paper checks.
• Various new companies related to Tribal entities
were set up to ensure the same account segmentation as the Government, which will automate the
consolidation process for accurate financial reporting.
• Indirect Cost Proposal for 2021 was submitted to
Internal Business Center, Indirect Cost Service in
early February 2020. The proposed rate—68.59%-was approved on May 15, 2020.
What projects is your department working on
in 2021?
• Streamlining processes such as capital purchases
using Fixed Assets module and the automation of
travel advances for easy retrieval of balances.
• Consulting with Arctic IT to streamline financial
reporting, which will reduce the amount of time
running financial reports.
• Synchronizing current software tools to work well
with recently acquired grant management system,
eCivis.
• Hiring of an Asset Technician, who will be responsible for the tracking, safeguarding, and disposition
of assets.
How did your department adapt during the
pandemic?
• Through three government shutdowns and staff
limitations, our department adapted and continued
to operate at the same level as pre-pandemic.
• Essential accounting staff are now set up to telework as needed. Critical frontline employees are
the heart and soul of this department because they
keep everything going!
• The 2019 Audit was rescheduled to August 2020
due to Tribal campus closures.
One last thing…
In 2021, the Finance/Accounting
offices are being remodeled. This
will dramatically change how we
provide services and, during construction, employees will work onsite and remotely. We are working
with the Executive Team to ensure
this all happens as seamlessly as
possible.
What special projects or new programs did
your department develop during the pandemic?
• Handled a doubling of transactions, which were
a direct result of the $16 million in grant funding
PGST received related to the pandemic.
• Implementation of Mekorma processing software
(live as January 2021) for digital checks. This eliminates the need to search for an authorized signer
when we print checks.
2020 ANNUAL REPORT
8
DEPARTMENT REPORT:
Career & Education
learning options as well as kits that could be sent to
families that wished their students to learn remotely.
What non-pandemic-related events or accomplishments was your department involved with
during 2020?
• For the 2019-2020 school year, our high school students had a 98% graduation rate!
• Through grants from the North Kitsap School
District, we’ve received funds—along with Suquamish—to hire a part-time language teacher to go
into elementary schools to teach the S’Klallam and
Lushootseed languages.
• In early 2020, pre-pandemic, our Academic Coaching
Teams worked with K-12 students to sort out behavioral issues, learning challenges, and academic issues.
• Reading River is a Friday morning reading program from 8-8:40 am. The program was created to
improve reading skills and encouraged kids to get
excited about reading. Before COVID, there were 59
students participating. After pandemic restrictions,
the program was modified for online participation.
• Hosted 17 students from 6th to 12th grade for
Winter Science Camp, where the kids learned how
to scale a full-size canoe in a drawing.
• In early 2020, pre-pandemic, our Academic Coaching Teams worked with K-12 students to sort out
behavioral issues, learning challenges, and academic
issues.
What special projects or new programs did
your department develop during the pandemic?
• Managed the School Supplies Distribution, which
was modified this year to help students succeed with
remote learned. Equipment provided included one
laptop (Macbook Air) per family and an iPad for
families with three or more students K-12. Options
for desks, lighting, headphones, and traditional
school supplies were also offered.
• Worked with North Kitsap School District staff to
give students the option of completing packets of
assignments in lieu of online instruction.
• Modified the annual Graduation celebrations to include a car parade and an outdoor, masked event. We
honored 25 high school and 11 college graduates.
• Managed and coordinated “school zones” of no
more than 10 students at a time. This was offered to
kids whose parents were working full-time or were
enrolled in an Individualized Educational Plan.
What changes were there to your funding or
staffing?
• We welcomed three new staff members: Cecillia Tom
(Elementary Academic Coach), Richard Ogle (Middle School Academic Coach), and Morgan Veregge
(Receptionist).
• Contract positions filled included: Brooke Wellman
(S’Klallam Language Teacher), Eddie and Rachel
Flores (lead teachers, Elementary Summer Enrichment), and Chris Seidel (lead teacher, Middle School
Summer School).
• While consultations with the North Kitsap school
district continued throughout the pandemic, because
of school closures, communications with principals
were sparser than in past years.
• We received two grants: one we call “Successful
S’Klallam Futures”, which allowed us to fill a temporary position that is focused on gathering additional
data tools to better help those served by our department; the other grant funded a Spring and Winter
Break Science Camp.
How did your department adapt during the
pandemic?
• Our employment assistance program went to contactless visits through phone or computer interviews.
During the pandemic, we facilitated the hiring of 60
clients at the Point Casino & Hotel as well as many
other local businesses.
• Academic coaches assembled binders with contact
information for students and teachers so they could
continue their work over Zoom. They reached out to
students and their families at least twice a week.
• Toward the end of the 2019-2020 school year, many
students stopped attending online school and families wouldn’t pick up assignment packets. Staff and
coached worked hard to reach out to try and offer
options, including online tutoring.
• Our Summer School program offered safe, in-person
9
DEPARTMENT REPORT:
DEPARTMENT REPORT:
What projects is your department working on
in 2021?
• Our Academic coaches are continuing to find new
ways to reach students and their families and help
them work through part-time in-person and online
school. We use all the tools we have available to
us—text, call, email, video chat, and even Facebook
as needed!
What non-pandemic-related events or accomplishments was your department involved
with during 2020?
• PGST Youth presented for Project Venture at
Kingston Middle School.
• The Child Support Department collected $192,282
and passed through $3828 to families receiving
TANF.
• Worked with Tribal employees to develop programs
for individuals with special needs and developmental disabilities, including those related to employment and independent living.
• Finalized a contract with the Aging and Long-Term
Support Administration through DSHS to support
caregivers in our Kinship families.
Career & Education (cont.)
Child & Family Services
What unique educational challenges occurred
related to the pandemic?
• Despite the best efforts of our coaches, academic
performance suffered. For example, pre-pandemic,
the number of middle school students with a D or F
was at 31%. During COVID, this number went up
to 71%. For high school students, 58% had a D or
F before COVID restrictions; this went up to 81%.
• Attendance was also an issue during the pandemic with 89% of high school students missing 2-36
days. Some of our middle school students did not
participate in online or packet schooling at all.
How did your department adapt during the
pandemic?
• All of our CFS programs continued to operate with
modifications to how we would normally provide
services to families and the community. Zoom was
used often for staff and partner communication.
• Child welfare visits were performed virtually, and a
visitation room was created to ensure safety during
COVID.
• Walk-up windows were created to ensure program
services could continue safely.
• Elder lunches were delivered, as were groceries and
meals to other community members in need.
• The Vulnerable Adult Program increased their
caseload and services to clients. Social distancing
protocols were very difficult for the clients in this
program.
How many PGST Tribal Scholarships were
awarded?
• Winter Term (2019/2020): All 14 applicants were
awarded scholarships. Total funding: $38,548.01
• Spring Term (2020): Seven applicants, of which five
were awarded scholarships. Two were denied for not
meeting qualifications. Total funding: $11,320.01
• Summer Term (2020): All three applicants were
awarded scholarships. Total funding: $4,036.60
• Fall Term (2020): 18 applicants, of which 14
were awarded scholarships. Four were denied for
not meeting the qualifications. Total funding:
$30,993.34
2020 ANNUAL REPORT
What special projects or new programs did
your department develop during the pandemic?
• Our focus was on enhancing the health and wellness of the Tribal community. This included helping our families be prepared for emergencies.
10
What changes were there to your funding,
staffing, or programs?
• We were forced to cancel Youth Center and related
activities.
• In-person Senior Lunches were paused during
pandemic restrictions.
• Our Kinship Respite grant was extended as we
were unable to hold the required trainings due to
COVID.
• IVE reimbursement was down due to the pandemic and related restrictions.
• Grants were not significantly impacted and hard
dollar spending was down, in part due to the cancellation of the Elders Trip.
One last thing…
Although 2020 was a tough year, it
showed us how resilient we are as a
department and as a Tribe. I am grateful
and very impressed at how everyone in
every department came together for the
community, the Elders, and Tribal members. Thank you for all your hard work!
What pandemic-required changes to your
department will likely continue?
• Made changes to offices to allow for more social
distancing. This includes an outdoor meeting area.
• The Child Welfare visitation room, located in the
Food Bank, will continue to be used.
• We will continue various forms of communication
that are safe and ensure no lapse in services.
11
DEPARTMENT REPORT:
DEPARTMENT REPORT:
What non-pandemic-related events or accomplishments was your department involved with during 2020?
• For the fiscal year 2020, we collected $196,282
and passed through $3,828 to families receiving
Tribal TANF.
• For the first time, we received a match waiver of
$133,328 for our program budget.
What non-pandemic-related events or accomplishments was your department involved with
during 2020?
• We held two Independent Living Classes, focusing
on housing and budgeting, for youth over the age of
14.
CFS: Child Support
CFS: Child Welfare
How did your department adapt during the
pandemic?
• We adjusted quickly so we could continue to offer
full services and support to families and process
payments weekly.
• Court was closed for one month, early in the pandemic, but resumed over Zoom.
• A concrete sidewalk was added under an office
window providing walk-up opportunities to meet
with clients.
What unique challenges did your department
face because of the pandemic?
• With the closure of Accounting, many of our clients were confused about how to make payments.
When they did make payments online, they had
to pay an additional fee for this service.
• We lost the ability to share important information
with some clients who had no access to email or
any technology.
What projects is your department working on
in 2021?
• Complete the creation of an access database and
integrate its use by all staff. Scan all case files so
they’re available electronically and remotely.
One last thing…
We have several goals for improving services in 2021,
including having client pay more regularly and consistently, partner with other Tribal departments (e.g.
Education, Reentry, etc.) to help clients find employment, and provide staff with training and technology
tools to help them do their jobs more efficiently.
2020 ANNUAL REPORT
12
How did your department adapt during the
pandemic?
• Our department met weekly Zoom calls to make
sure we were all updated on the children in our care,
investigations, and the needs of our community’s
families. As possible we also met in-person in an
outdoor location, social distanced and masked.
• Daily services continued for children and family in
our care. We saw children monthly, in person or via
video chat, and we maintained fairly continuous
contact with families to offer support.
• There was disruption in case plans established for
our families. In-home support services were still
available where possible; Zoom or other communication where it wasn’t.
What special projects or new programs did your
department develop during the pandemic?
• We offered supplies to our families, including PPE,
family activities, and household items as needed.
• A visitation room that was established allowing parents, kids, and siblings to visit one another in a safe
environment when meeting in person was permitted.
What changes were there to your funding,
staffing, or programs?
• Due to office closures, in-person family visits were
unable to continue on a regular basis. Video conferencing was offered to maintain family/parent involvement.
One last thing…
2020 was a very difficult year for our children and
families. We maintained contact on a consistent basis,
checking in on a weekly or bi-weekly basis to ensure
their needs and concerns were addressed.
DEPARTMENT REPORT:
CFS: Financial
How did your department adapt during the
pandemic?
• The materials and tools provided for work for
home allowed our team to meet deadlines for
required federal reporting.
• We moved some of our processes to paperless due
to remote work. This allowed us to develop processes to receive Child Support monies and distribute without having to be on-site.
DEPARTMENT REPORT:
CFS: Elders Services
What special projects or new programs did
your department develop during the pandemic?
• Our team was all-hands-on-deck when the pandemic hit, helping out wherever we could, including delivering meals to Elders and distributing
assistance issued by Tribal Council to community
members.
• We set up a program to allow our K-3rd grade
students to be able to attend class in-person while
in daycare.
What non-pandemic-related events or accomplishments was your department involved with
during 2020?
• In partnership with Suquamish, we hosted a Valentine’s Day celebration at the Elders Center.
How did your department adapt during the
pandemic?
• We shifted Elder meals from in-person to deliveries,
especially to those Elders who rely on the meals. The
Point Casino provided our elders with frozen meals
during the first 8-week closure, as well as during the
short closure in December. In total, throughout the
pandemic, 12,151 meals were provided to Elders
from the Casino, our department, or other establishments.
What changes were there to your funding,
staffing, or programs?
• Because of the pandemic, we had to push back
some reporting data, but we received deadline
extensions.
• Hard dollars were underspent, which may be helpful to withstand possible financial shortfalls related
to COVID. The carry-overs will have to balanced.
What special projects or new programs did
your department develop during the pandemic?
• Calling and connecting with Elders as possible to
help ease isolation.
• Purchased tools to help connect Elders via the Internet and video software.
What pandemic-required changes to your
department will likely continue?
• Continued utilization of Zoom meetings, which
allows more flexibility.
• Looking for ways to make more processes paperless.
One last thing…
I want to say how much I admire my cooks: they arrived every day and prepared 70 meals for several weeks
at a time to serve an increased number of Elders needing meals. Several volunteers made the delivery of all
these meals possible. Even the Chairman and his wife
delivered meals and gifts to all Elder households in the
pouring rain.
One last thing…
Our CFS team showed its strength in how we take care
of our community. Everyone was always willing to help
and be on the frontlines when our people needed it.
13
DEPARTMENT REPORT:
DEPARTMENT REPORT:
What non-pandemic-related events or accomplishments was your department involved with during 2020?
• The Fostering Together support group launched
with a licensed mental health counselor.
How did your department adapt during the
pandemic?
• COVID restrictions forced TFC staff to think outside the box and identify new ways to support families. We were challenged to be creative in the way
we engage with families virtually and the methods
we use to provide families with curriculum content
and incentives. We have essentially redesigned the
way our program functions.
CFS: Foster Care
CFS: Together for Children
How did your department adapt during the
pandemic?
• We continued to support our families with food
cards, frozen meals, home supplies, basic necessities, and educational activities to our foster, relative, and Kinship families.
What special projects or new programs did your
department develop during the pandemic?
• Throughout the pandemic, various departments
were provided TFC intake packets and encouraged
to share when a referral is made so the paperwork
can be completed with a phone call with staff. Visits
become virtual and items are dropped off. In this
way, we’re able to safely streamline the referral and
intake process.
• Instead of just pausing cancelling WIC services, we
were able to move these virtually via phone, Facetime, or Zoom.
What special projects or new programs did
your department develop during the pandemic?
• Through a partnership with FPAWS, Alliance and
Coordinated Care Health, we provided virtual
training to help families cope with COVID stresses.
• Bi-weekly Zoom meetings with a mental health
counselor were made available to support our foster, relative, and Kinship parents.
• Developed a partnership to provide foster children
technology for virtual learning. We also provided
tutors to assist in the ECE for school age children.
What projects is your department working on
in 2021?
• We will continue to work towards enhancing the
health and wellness of the Tribal community by empowering parents to give their children the best possible start in life, providing early detection of developmental problems, preventing child abuse, developing
strong home-school-community partnerships, and
more.
• The TFC program provides support and referrals to
caregivers who identify the desire to focus on their
own education.
What pandemic-required changes to your
department will likely continue?
• The partnerships our department forged with outside agencies to support our families will continue
to provide additional opportunities.
One last thing…
Even during the pandemic, the Foster Care Program
was able to provide support to our families, including
in aspects that were out of the norm. A top priority
was ensuring our families had their food needs met
and children were meeting their education goals. Also,
being able to partner with a mental health therapist
and other outside agencies was very beneficial to our
families.
2020 ANNUAL REPORT
One last thing…
In our annual Program Assessment of Improvement
Measures, we excelled in all areas, which includes immunizations, breastfeeding, developmental screening,
child injury prevention, substance use screening, and
screening for basic needs, domestic violence, caregiver-child interaction, and depression.
14
DEPARTMENT REPORT:
DEPARTMENT REPORT:
CFS: Vulnerable Adult Program
How did your department adapt during the
pandemic?
• We continued family assistance, including TANF
checks, Food Bank services (porch pickup & onRez deliveries), Tribal utilities assistance, LIHEAP,
and COVID assistance.
How did your department adapt during the
pandemic?
• At the beginning of the pandemic, we saw Tribal
Elders struggling with isolation and depression. As
the year progressed, with increased access to PPE
and better understanding of how the virus spread,
we were better able to visit clients and keep vital
services in place.
CFS: Tribal Family Assistance
What changes were there to your funding,
staffing, or programs?
• During the pandemic, we were not able to offer
WA State Basic Food Assistance because, due to
contractual obligations, we were not able to access
the state systems while off the Tribal government
network. In addition, two people are required to
issue EBT cards/financial benefits and this was not
possible as two workers were not on site during the
COVID shutdown. Staff did assist clients by referring them to appropriate online access.
• Because of COVID-based grants and funding, regular grants were underspent. Some of these grants
allow carry over to the next fiscal year, some only
allow a small fraction of funds to carry over. We
will work to spend these funds on time so this does
not impact future allocations.
What special projects or new programs did your
department develop during the pandemic?
• In November, Tribal Council passed a policy allowing our program to contract with personal in-home
care providers to assist with medication management, chore services, and shopping. This is paid for
with Care Act funding.
• Developed program to contract with an in-home
care agency for nighttime care. This made it possible
for one elder to remain in his home for two weeks
before needing hospitalization (and then passing
on) due to multiple chronic illnesses.
What changes were there to your funding,
staffing, or programs?
• During the pandemic, minimal transportation was
being provided, preventative care was put on the
back burner, and medical case management was almost non-existent unless someone tested positive or
was exposed to COVID.
• Because of concerns over the virus, nurses limited
home visits to clients who had been hospitalized or
having very serious medical problems. In addition,
many Elders were scared to reach out because of
fears of contracting the virus. Our health providers did their best under the circumstances, but there
was simply not enough staff to provide services
while managing the complexities of a pandemic.
What pandemic-required changes to your department will likely continue?
• We will continue delivering food to clients as
needed.
One last thing…
At the beginning of the pandemic, as non-essential
staff were automatically put on COVID leave, this left
the Program Manager working alone for months with
increased responsibilities from grants to program administration to case work. While it worked out in the
end, we learned to really take a closer look at programs
and their needs before making broad-based department
decisions.
One last thing…
This past year has been incredibly challenging, but because of the hard work of our Tribal leaders, administrative staff, the emergency management team, and
our Health Department, PGST fared better than other
tribes and communities.
15
DEPARTMENT REPORT:
CFS: Youth Services
What non-pandemic-related events or accomplishments was your department involved with
during 2020?
• There were several ongoing programs and projects
for youth, including basketball tournaments, monthly Song & Dance, collaboration for ECEP Potlatch,
Health Relationships youth groups, townhall meetings, cultural classes, Coastal Jam PowWow, and additional regular youth programming.
How did your department adapt during the pandemic?
• Scholarships continued to be offered to youth who
still had access to extra-curricular activities.
• Staff collaborated remotely on special events and
projects.
• As we were able, we provided youth outreach and
family support to safely support the goals of our program. This included daily Zoom and activity ideas
for 6th to 12th grade students starting fall 2020.
From March to July/August 2020, all
staff, other than the Youth Manager,
were laid off. In October, a remote work
plan was created, but staff worked only
half time because of decreased
opportunities to engage with youth.
What changes were there to your funding, staffing, or programs?
Several program changes were necessary because of the
pandemic, including:
• The Youth Center was closed for most of the year.
When it was able to reopen, groups were limited to
no more than five.
• After February, many regular programs—such as
Song & Dance, in-person support groups, and cultural classes—were not possible. Recreation opportunities were limited.
• S’Klallam Royalty were not able to participate in
events after the Stan Purser Pow-Wow in February
2020.
• In-person cooking classes were discontinued and any
snacks offered had to be individually wrapped.
• Transportation services were suspended.
• Hard dollars were underspent, but all grant dollars
were spent as needed.
• From March to July/August 2020, all staff, other
than the Youth Manager, were laid off. In October, a
remote work plan was created, but staff worked only
half time because of decreased opportunities to engage with youth.
What special projects or new programs did your
department develop during the pandemic?
As many of our programs had to be put on hold, we developed many others to support youth and their families,
including:
• The creation of a North Kitsap School District lunch
site from March-August 2020.
• Distribution of kits related to prevention, culture,
weekly activities, and holidays, like Halloween.
• Tile mural project for the new Health Clinic focusing on community strengths.
• One-on-one shooting in gym for basketball.
• Collaborated with Food Bank to disburse snack bags
to K-12 students for 2020-2021 school year
• Ordered Santa letters for all Birth to 5th grade families. A small gift was sent to all 6th to 12th grade
What pandemic-required changes to your deyouth.
• Organized a virtual town hall to discuss mental health partment will likely continue?
• We will likely continue to broadcast events and preduring the time of COVID.
vention sessions so people can participate or watch
virtual.
2020 ANNUAL REPORT
16
DEPARTMENT REPORT:
DEPARTMENT REPORT:
Please note: this report was prepared by Betty DeCoteau,
prior to the hiring of Greg Trueb to take over for Betty as
she prepares for retirement.
What non-pandemic-related events or accomplishments was your department involved
with during 2020?
• Introduced the Tribal Liaison for the Department
of Corrections to Tribal Council
• Successfully completed the enhanced desk review
for our Second Chance Act grant
• Successfully sat a jury for a trial that was ultimately
resolved by a plea agreement
• In October, we won a CTAS PA#3—TCAP grant,
which funds a 1.5 FTE for the next five years.
• In April, we facilitated a county-wide virtual training in conjunction with Kitsap Strong on trauma-informed care.
• In August, we partnered with the Dept. of Justice
to facilitate a training opportunity to all tribal law
enforcement in Washington specific to Special Domestic Violence Criminal Jurisdiction.
Office of CFO
Court Services
How did your department adapt during the
pandemic?
• We were able to successfully transition to work from
home, substituting daily interactions with Zoom
meetings.
• Adaptions were necessary as quick authorizations
and immediate signatures were not possible.
• Worked more closely with the external auditor and
legal advisors to ensure proper processes.
• To continue the high standards of financial reporting, we provided finance packets and collaborated
over Zoom with Finance and Tribal Council.
• Although it was a hectic year, we got through the
2021 Budget approval process just fine!
What special projects or new programs did your
department develop during the pandemic?
• Helped apply for federal Cares Relief Act (CRA)
grant funding.
• Worked with CRA team to manage $11.5 million
in grant funds awarded to PGST and make spending decisions based on grant requirements. Initially,
these funds had to be spent by 12/30/2020, but this
was extended.
How did your department adapt during the
pandemic?
• We were able to provide service on all programs
through technology and virtual platforms during
shutdowns
What special projects or new programs did your
department develop during the pandemic?
• We provided additional Strengthening Family activities to all of our program participants to help with
the isolation many families were facing.
What pandemic-required changes to your department will likely continue?
• Zoom meetings. They allow schedule flexibility and
for multiple people/departments to meet safely and
comfortably.
• Visitors by appointment only.
What changes were there to your funding,
staffing, or programs?
• Due to the pandemic, we could not conduct criminal jury trials as we would not have been able to
ensure the safety of all involved.
One last thing…
Tribal Council is in the process of hiring a new CFO
due to my retirement in 2022. As we wind down to
the date, I am working to update processes to ensure as
smooth a transition as possible.
What pandemic-required changes to your department will likely continue?
• We will continue to provide virtual hearing as an
option. This cuts costs and ensures greater participation from litigation who sometimes are not able
to travel to the court.
17
owners can be found and/or a plan can be
developed for its future.
DEPARTMENT REPORT:
Cultural Arts & History
How did your department adapt
during the pandemic?
• Weekly Culture Builds Community
seminars continued virtually. This
is supported by a grant from Tribal
Archives Libraries and Museums for
accessing resources and expertise from
Tribal professionals to help plan and
develop a future Cultural Center for
our community.
• In-house director, staff, and Healing of
the Canoe Training Center meetings
continued virtually.
What non-pandemic-related events or accomplishments was your department involved with
during 2020?
We were able to host/facilitate several events before pandemic restrictions:
• January 6: Tribal representatives attended the swearing in ceremony of Raquel Montoya-Lewis as WA
State Supreme Court Justice.
• January 9: About 50 people attended a Song &
Dance event in the Longhouse. This was a collaboration with the Youth Department. There was an
additional event on February 8 with about 40 people
in attendance.
• January 11: S’Klallam Royalty helped at General
Council.
• January 17: In collaboration with Natural Resources,
we facilitated a Bentwood funerary box making class.
• January 25: Helped with the Land Acquisition Celebration event in the Longhouse.
• January 28: Hosted international visitors on a tour of
the Tribal campus and programs.
• February 21: We hosted the Coastal Jam in conjunction with the Stan Purser Memorial Pow-wow. About
300 people attended what would end up being our
last official public gathering before pandemic restrictions.
At the end of November, a Totem Pole was rescued from
the Hood Canal. It is stored at Heronswood until the
2020 ANNUAL REPORT
18
•
What special projects or new programs did your department develop
during the pandemic?
We were able to host Zoom meetings for Klallam Language classes, Cultural Committee, and
Grants Committee meetings.
What changes were there to your funding,
staffing, or programs?
• Due to the pandemic and the banning of social
gatherings, we were forced to cancel several community events.
• Our ATALM grant was reorganized to increase
seminar sessions in place of travel to museum/cultural center sites. Once the pandemic is over, we
hope to resume in-person travel.
• Hard dollars were underspent by 60%. Adjustments were made at mid-year and end-year.
What pandemic-required changes to your
department will likely continue?
• Klallam Language Advanced Placement classes
will continue virtually to provide easy access to all.
One last thing…
I am hopeful for in person cultural classes and gathering to resume, health restrictions pending. These
activities promote and provide spiritual, emotional,
mental and physical well-being!
DEPARTMENT REPORT:
Early Childhood Education
week sharing information on their child’s developWhat non-pandemic-related events or accomment and skills. 91% of enrolled families opted to
plishments was your department involved with
receive the message and 100% of responding families
during 2020?
stated that the messages strengthened their relation• After six months of planning, on February 12, we
ship with their child and made them more likely to
hosted a potlatch in the Longhouse. Over 150 comhelp with at-home learning and other educational acmunity members and staff participated with lots of
tivities.
positive feedback.
• Developmental learning assessment data for the
school year 2019-2020 enrolled students experience What changes were there to your funding, staffgains in several development/education abilities, in- ing, or programs?
cluding social emotional, physical, language, cogni- • Through the end of 2020, we had significantly reduced staffing because of COVID restrictions. We
tive, literacy, and math.
also had a 14% staff turnover.
•
We hired Tribal members to fill position as a ECE
How did your department adapt during the panFamily Health Advocate and Family Services Worker.
demic?
• Throughout the shutdowns, teaching and manage- • Cares Act funding allowed for office renovations to
ensure the health and safety of staff and children.
ment staff met weekly via Zoom to discuss current
issues and review family and child connections. All • Several programs had to be cancelled due to the pandemic. These included in-person classroom activities,
ECE staff continued training virtually to continue
transportation service, field trips, family meals, onprofessional development.
site training, in-person family activities, and staff trav• We offered distance learning to families, but then limel to national conferences.
ited in-person slots as we were able to safely. Approximately, 55% of preschool families and 51% of infant/ • Klallam Child Care income was 47.9% lower than
projected due to pandemic shutdowns.
toddler opted to continue distance learning.
• Able to offer up to 16 school-age children a full day of • Expenses and salary budgets were underspent by 38%
due to closure of center and related cost reductions.
services during the summer.
What special projects or new programs did your
department develop during the pandemic?
• Beginning in April, we were able to offer a weekly Parent Support Group over Zoom with a mental health
consultant and a toddler teacher.
• Distributed items to help families during the pandemic, including activity bags, food bags, PPE, and diapers/wipes/formula when a family expressed a need.
• During Fall 2020, we coordinated with the Health
Center on a two-day health screening event for all
children enrolled in the coming school year. Twenty
(out of 25 enrolled) families participated.
• Purchased and distributed IGNITE tablets to enrolled
preschool children to assure connection to learning
ability growth.
• Implemented the Ready4K system, which delivers a
text message to enrolled families up to three times a
What pandemic-required changes to your department will likely continue?
We will continue several of the programs/services introduced during the pandemic, including:
• Health screening for all enrolled children and staff
• Ready4K texting program
• Virtual learning options
• Virtual Zoom meetings for staff and partners
• Participation of Tribal mental health consultant in
weekly teaching staff dialogues via Zoom
One last thing…
We managed to develop a true partnership with the Tribal
Health Clinic through the use of a shared Family Health
Advocate. We also worked together to ensure the health
and safety of ECE staff working in an essential capacity to
provide services to enrolled families.
19
DEPARTMENT REPORT:
Grants
What non-pandemic-related events or accomplishments was your department involved with
during 2020?
• We have sought to identify training opportunities
and educational resources for both staff and Tribal
members. We have shared a few each month; some of
these have been useful in helping staff advance their
careers.
• One of our team members sits on the Olympic College Workforce Development Advisory Council so
that she can gather information and advocate for economic programs that would benefit our community.
• We have continued to work to secure funding for normal health services activities, including final funding
for the Health & Wellness Center with the goal of
reducing or eliminating the need for a Tribe-funded
loan.
• Supporting staff who work to preserve S’Klallam culture and language remains a focus of our department.
• In 2020, our team located and forwarded for consideration funding opportunities totaling more than
$100 million.
How did your department adapt during the pandemic?
• Our department continued to function normally,
albeit from home, identifying grants/funding staff
might wish to pursue, sharing those grants with staff,
and assisting staff in writing those grants they wished
to pursue.
• Group meetings with staff or departments shifted to
Zoom.
• As we didn’t have access to our shared white board,
we shifted our collaborative recordkeeping and tracking systems on-line.
• We were affected by the decreased capacity within
other department to attend to writing for grants because of the other COVID crisis-related work duties
that demanded significant time and energy.
2020 ANNUAL REPORT
20
What special projects or new programs did your
department develop during the pandemic?
• With extra time provided by remote work, we have
worked to identify opportunities to diversify the
Tribal economy and our department’s ability to support Tribal members in becoming business owners.
What pandemic-required changes to your department will likely continue?
• We will continue to keep our recordkeeping and other tracking systems online for easy access anywhere.
• The pandemic highlighted the need for strong, consistent communication. We will continue, as a priority, our weekly team meetings.
What projects is your department working on in
2021?
• Our goal is to have all our team members complete
their National Grant Management Association Certified Grant Management Specialist certification by
the end of 2021.
One last thing…
The Grants department took on the
decennial Census education and outreach. This project started in 2019,
but primarily occurred in 2020. We
were successful in helping to fund
the projects with two grants totaling
$29,300 and fully counted 100% of
our Tribal community households!
This will benefit future grant funding
over the next 10 years!
DEPARTMENT REPORT:
Health Services
What non-pandemic-related events or accom- •
plishments was your department involved with
during 2020?
• Completed several contracts to provide better services to our community. This included securing gov- •
ernment rates for hearing aids through Phonak and
working with eMedApps for NextGen IT support.
• Focused on programs that addressed mental health,
including communicating crisis support resources
for the community and facilitating monthly events •
that focus on activities to support positive habits to
aid in mental health.
How did your department adapt during the
•
pandemic?
• All regular services continued, although some services shifted to virtual sessions. This enabled us to
connect with Tribal members and patients using a
variety of platforms safely.
• A remote patient check-in system was implemented. •
21
Opened a satellite clinic to provide patients with
easier access to healthcare. This also kept our health
team distanced in case they were exposed to COVID
at one of the clinics.
Implemented several new procedures to protect patients and staff: rapid COVID testing, use of HEPA
air filters to decrease aerosols, routine temperature
taking of patients, revisions to how we turn over and
disinfect treatment rooms per CDC guidelines.
Routine dental treatment, with certain limitations to
protect patients and staff, have continued. Some services—like dentures, crowns, and bridge work—had
to be delayed. As of late 2020, all patients received
COVID rapid testing.
Mental health staff met with Salish Mental Health
Team, crisis first responders, and the PGST police
Chief Domingo Almirol to streamline our ability to
help Tribal members in crisis and better support police and mental health staff.
In late 2020, purchased two robots that utilize ul-
DEPARTMENT REPORT:
Health Services (cont.)
traviolet light to sanitize treatment rooms between
patients and common areas after hours.
What special projects or new programs did your
department develop during the pandemic?
• Set up a drive thru testing site for weekly staff testing.
• Designated one medical assistant to lead COVID-19
testing.
• Enrolled as a Medicaid Federally Qualified Health
Center with the WA Health Care Authority.
• Set up billing for telehealth and telemedicine serves,
as well as those for COVID-19 testing.
• Assigned a mental health counselor to provide support services to children, parents, and teachers, as
well as to help create a positive classroom emotional
environment.
• Facilitated community education campaign around
COVID vaccines. This included a series of videos to
help ease concerns and other materials to communicate vaccine eligibility and phases.
• Coordinated with many other Tribal departments.
Inter-departmental cooperation throughout the pandemic has been at an all-time high with many staff
members supporting our department in such a way
so medical personnel can focus on providing healthcare to our patients.
•
Construction on the new Health Center was delayed.
Will be completed late summer 2021.
What pandemic-required changes to your department will likely continue?
• Telehealth and telemedicine services (along with appropriate billing) will continue in some fashion for
all services.
• Will continue to follow COVID protocols and procedures to keep patients and staff safe.
• Our counselors are now more comfortable calling
and reaching out to clients. They will continue this
practice.
What projects is your department working on in
2021?
Our new Health Clinic is scheduled to open in late summer! We’re all very excited and are working on Grand
Opening plans!
One last thing…
Throughout 2020, we developed strong working relationships with other departments to meet the needs of
staff and the community. We implemented a variety of
telehealth options for patients while upgrading systems
and putting new procedures in place for everyone’s health
and safety. Add to this: during the pandemic, our deWhat changes were there to your funding, staff- partment completed over 12,000 COVID-19 tests on
patients and staff.
ing, or programs?
• Because of the inability to meet in person during the
pandemic, health coverage outreach and enrollment
was hampered.
• Our Equine Therapy Program was not able to occur
this year.
• Training for the newly hired dental assistant was
put on hold due to the pandemic. They received inhouse, on-the-job training instead.
• Our department received significant grant funding
related to COVID-19. There have been some difficulties related to the limited guidance on how funds
can be used and the required reporting.
• Existing grants were underspent, but offer a 25% carryover so no funds have been lost.
2020 ANNUAL REPORT
22
DEPARTMENT REPORT:
Housing
What non-pandemic-related events or accomplishments was your department involved with
during 2020?
• Completed the lengthy and complex application
process for the Warrior Ridge Tax Credit Project.
We were ultimately successful and were awarded
$6.5 million. Much of our work this year was focused on tasks to fulfill funding requirements.
• Through Kitsap Bank, our department applied for
and won $1 million in funding, which will supplement the Tax Credit funding for the construction of
Warrior Ridge.
• We applied for a second Tax Credit Housing Project
for an apartment complex at Warrior Ridge. While
results have not been announced, our project was
rated very highly. The award is expected to result in
$6.4 million in funds.
• Applied for IHBG Competitive funding for the
development of a apartment complex at Warrior
Ridge. The application—not yet awarded—was for
$5.5 million.
• Applied for funding to create a regional sports park
to be located at Warrior Ridge.
• Applied for $300,000 through ROSS Grant funding.
• Won a $100,000 grant through the state to replace
roofing on Tribal members’ homes.
• Through our construction projects, we have created construction and property management jobs for
Tribal members.
What special projects or new programs did
your department develop or implement during
the pandemic?
• We won $400,000 in pandemic-related funding
from HUD. This money was used on the construction of two homes for Elders in our community.
• Our department applied for and was awarded
$1,065,000 in funds through the Tribe’s COVID
funding to build homes for overcrowded families,
as well as additions to five existing Tribal members’
homes.
• Through Kitsap County, we were awarded $25,000
in Emergency Rental Assistance funds to help Tribe
members with rental payments during COVID.
Above: A few of the Housing projects started and/or completed during 2020.
23
DEPARTMENT REPORT:
DEPARTMENT REPORT:
•
What non-pandemic-related events or accomplishments was your department involved with
during 2020?
• Coordinated the hiring of 32 new employees in
2020, including 18 PGST members, three members from other tribes, a PGST descendant, and a
PGST community member. The remaining are not
tribally affiliated.
Human Resources
Housing (cont.)
We have applied to HUD for additional COVID
Emergency Rental Assistance. If successful, funding could be as much as an additional $200,000.
What changes were there to your funding,
staffing, or programs?
• Due to the pandemic, we were not able to offer regular maintenance or management services—such
as inspections—on Tribal member homes. Only
emergencies were attended to for most of 2020.
• We have seen a significant increase in new funds,
while successfully retaining existing funding levels.
This has diversified our funding sources. For example, HUD’s contribution to our budget was almost
90%; it is down to 30% as more non-HUD funds
entered the budget.
• With additional funding, Housing’s annual budget
increased from $2 million to over $8 million. This
will continue for at least the next three years.
How did your department adapt during the
pandemic?
• The implementation of a new payroll system in
2019 meant that much of the Tribe’s employee and
payroll documentation was already electronic. This
allowed us to continue employee status and payroll
functions with relative ease throughout the closures.
What special projects or new programs did
your department develop or implement during
the pandemic?
• Developed programs to encourage Tribal staff to
make healthy lifestyle choices, including general
self-care, drinking more water, and connecting with
others virtually as able. We also created socially distanced activities such as walking challenges.
• We stayed in close contact with staff and the Emergency Response Team in order to communicate closure, health recommendations, and more. We also
provided PPE and sanitizing supplies for employees.
• Created an employee Facebook group as another
avenue to communicate important information to
staff.
What pandemic-required changes to your department will likely continue?
• Housing staff has stayed very productive despite
not being able to be on-site. With this in mind,
we are looking at opportunities for more flexible or
modified work hours for staff.
One last thing…
We have had a VERY productive year in terms of applying for funding and receiving awards. The year 2020
could result in over $15 million in new funding, which
will be used for new projects, operating costs, and the
construction or repair of Tribal member homes.
What pandemic-required changes to your
department will likely continue?
• Our department will continue to utilize remote
functions to accommodate any future closures and
to improve efficiency.
• We are developing and launching materials in our
new Learning Management system to increase
training opportunities for our employees.
While 2020 was Housing’s most successful year in
terms of new funds, these awards create challenges
as many of these applications and/or projects require
“seed capital,” which is hindered by available cash on
hand. This places cash flow challenges on our department.
2020 ANNUAL REPORT
24
DEPARTMENT REPORT:
DEPARTMENT REPORT:
How did your department adapt during the
pandemic?
• We continued full operations throughout the pandemic. This was essential to support staff working
remotely and on-site, while maintaining current
network infrastructure.
• We began training staff through on-line classes and
webinars. This is a beginning of a new effort to
keep the IT staff up-to-date on new and necessary
technology and software.
What non-pandemic-related events or accomplishments was your department involved
with during 2020?
• The Tribe celebrated the settlement agreement with
Pope Resources acquiring over 900 acres of land
and ending years of disagreement. The Legal team
was instrumental in working alongside Natural Resources and Tribal Council to reach this agreement.
• Coordinated with Housing to access tax credits
for the development of senior housing in Warrior
Ridge, including revising the Tribe’s Forest Management Plan and reviewing bids and contracts.
• Worked closely with Noo-Kayet Development
Corporation on several issues, including assessing potential litigation against insurance for lost
gaming revenue, analyzing the Marijuana Tribal
discount concept, and reviewing Gliding Eagle
Marketplace vendor agreements.
• Participated in attorney work groups to help tribes
intervene in the federal government’s action to sell
the Sand Point Archives in Seattle, which houses
original, historical records. Ultimately, the state
and Tribe were successful in a lawsuit in 2021 to
seek an injunction against the sale.
• Ongoing coordination with Natural Resources on
a number of issues, including water rights protection, development of the Point No Point boat
launch, and monitoring the Mill site conservation
easement, among other work.
Information Technology
Legal
What special projects or new programs did
your department develop or implement during
the pandemic?
• Created solutions to allow staff to work easily both
on and off site. This included the incorporation
of remote desktop, VPN, remote file sharing, and
ordering/distribution of necessary technology, such
as laptops, tablets, and software.
• We coordinated with the Education department to
get over 200 laptops to Tribal community students
to the purposes of remote learning.
What changes were there to your funding,
staffing, or programs?
• PGST IT employee, Jesse Henley, was transitioned
to oversee Health IT as the NextGen Admin. It
is important to have someone, like Jesse, who is
trustworthy and knowledgeable in this position.
• Darius Cole was hired as a new IT trainee.
• With social distancing mandates, we were unable
to complete any community internet installs.
How did your department adapt during the
pandemic?
• We were able to complete all regular services
remotely, as well as substantial additional services
related to COVID-19.
What pandemic-required changes to your
department will likely continue?
• We will continue, in some capacity, the new procedures set up for staff around remote work. We have
found these useful even for normal work time needs.
What special projects or new programs did
your department develop or implement during
the pandemic?
• We focused on becoming familiar with the terms
and requirements of the CARES Act and supporting all of the activities of the Tribe.
• Headed up the review of contracts related to
COVID-19 for the clinic, construction of the new
One last thing…
An IT assessment by an outside consultant looked at
our staff, policies, and procedures. Their recommendations will help to improve our department to better
serve the Tribe and staff.
25
DEPARTMENT REPORT:
Legal (cont.)
Above: Steve Moe (left), from the Legal department, and Kara Horton-Wright
were a part of the group that helped finalize the Pope land deal
•
•
•
clinic, and the delivery of benefits and services that
became available to individuals and families under
the CARES Act.
Worked with Education to draft contracts for teachers to work on-site with students to increase access to
education during school closures.
Drafted or reviewed at least 10 policies to ensure
emergency services complied with federal law, analyzed federal law to determine eligibility for appropriations, and coordinated with the Executive Team
to create and define emergency services to support
the community and employees during the pandemic.
Drafted and implemented a communicable disease
code to regulate the slow of COVID or future pandemics to the extent feasible.
What changes were there to your funding, staffing, or programs?
• During pandemic restrictions, it became difficult to
prepare Wills, Power of Attorneys, and Durable Pow2020 ANNUAL REPORT
26
•
•
er of Attorneys for individuals because of the inability to meet in-person, especially for those who were
placed in out-of-home care.
Work on the SORNA (Sex Offender Registration
and Notification Act) grant was delayed during the
first few months of the pandemic. The Legal team is
tasked with learning new federal laws and helping the
Tribe design services.
Our code writer, Annie Writer, left the department.
Her replacement will begin September 2021.
What pandemic-required changes to your department will likely continue?
• Likely none, but we did learn that a majority of our
Legal team can work from home and fully function
to provide legal advice and services.
DEPARTMENT REPORT:
DEPARTMENT REPORT:
What non-pandemic-related events or accomplishments was your department involved with
during 2020?
• We undertook a landscaping project, which beautified areas in front of the Tribal Center, Career &
Education building, and Elder’s Center.
How did your department adapt during the
pandemic?
• We continued all of our critical functions, mostly remotely. Staff did a great job keeping efficient
while working from home.
• Fisheries experienced some interruptions.
What special projects or new programs did
your department develop or implement during
the pandemic?
• Once offices and public spaces began to open up,
we increased the amount of disinfecting sanitation
throughout the day to keep the community and
staff safe.
• Installed hands-free restroom fixtures, including
faucets, toilets, urinals, and soap dispensers.
• Replaced light switches with hands-free automatic
sensors.
• Installed card swipe sensors for automatic door entries.
• Coordinated the installation of sidewalks on Child
& Family Services building perimeter to allow access to staff windows for their clients.
• Ordered and managed inventory of PPE for staff use.
• Managed the ordering, delivery, and electricity
hook-up of a 24’ x 12’ wood shed to store PPE supplies.
What special projects or new programs did
your department develop or implement during
the pandemic?
• CARES Act money allowed us to fund additional
work to support our fishers.
• We implemented new protocols to help continue to
provide good customer service options for the community.
Natural Resources
Maintenance
What changes were there to your funding,
staffing, or programs?
• Due to pandemic restrictions, we were not able to
provide the same level of customer service we are
able to typically. The community was understanding though and great at dealing with fixed schedules, calling ahead, picking up items outside, etc.
• Most of our grants were open to extensions in applications and reporting as needed due to COVID.
• Hard dollars were underspent due to lowered costs
relating to restrictions to travel and other activities.
What changes were there to your funding,
staffing, or programs?
• Because of special COVID-19 projects, we went over
budget. We were able to make up some of this money
through the use of 2019 over-recovery money.
What pandemic-required changes to your department will likely continue?
• Our staff was extremely productive working from
home. This proves that this is efficient enough for
other emergencies in the future, such as weather
closures.
One last thing…
We hugely appreciate PGST’s support during the extremely challenging time. The ability to work from
home, minimal furloughs, raises for many, and the
amazing general support allowed us to keep healthy.
Jolene and the Emergency Response Team are so amazing. We also thank all the volunteers and helpers for the
testing every week!
27
DEPARTMENT REPORT:
DEPARTMENT REPORT:
What non-pandemic-related events or accomplishments was your department involved with during 2020?
• With the snowstorm on January 13, we took precautions to protect customers and staff. This included closing the administrative office and limited customer traffic for a few days. We also made
sure lot and entry ways were plowed to improve
access and ensure safety.
What non-pandemic-related events or accomplishments was your department involved with
during 2020?
• We exceeded our budgeted goals for sales in every aspect. We rewarded the entire team with a bonus.
NKDC: Gliding Eagle &
Kountry Korner
NKDC: High Point
How did your department adapt during the pandemic?
Several protocols were enacted to protect staff and customers, including hourly sanitization of the store, COVID
testing for staff, required masks or face shields; reduced
hours during the first few months of the pandemic, and
social distance markers.Throughout 2020, we kept High
Point open and operational, while managing to keep all
customers and teammates safe.
How did your department adapt during the
pandemic?
Early on, we closed the stores to complete safety renovations and for deep cleaning. During this time, we
offered call-in and drive-up ordering, which staff delivered curbside. When we did open our store, we did
several things to ensure the safety of our employees:
• Installation of plexiglass wherever needed, including in any area where staff is expected to directly
interface with customers.
• Ramped up cleaning and sanitization by 500%.
• Implemented the use of an electrostatic sprayer to
more easily and quickly disinfect surfaces.
• Supplied employees with ample PPE.
• Provided employees the option to not return to
work.
What special challenges did your business face
because of COVID?
• COVID significantly added to our workload due to
the need for consistent and ongoing sanitization.
• Masks and the Plexiglas barriers added a new level of anxiety in an industry that requires ID and where someone
wearing a mask used to warrant calling the police.
• The reduced hours—closing at 7 pm versus 10 pm—
early on affected our sales.
What special projects or new programs did your
department develop or implement during the
pandemic?
• For about two weeks early in the pandemic, we offered
curbside pick-up. This kept sales strong, but was really
difficult on the team.
• On April 4 & 5, 2020, we had to shut down for a deep
clean of the store due to an outbreak.
What changes were there to your funding,
staffing, or programs?
• We managed to get approval to raise every employees’ hourly rate.
• The pandemic hit both stores hard financially. At
GEM, gas and convenience store sales fell. Kountry Korner continued to have steady gas sales, but
the closure of the store for 75 days had a profound
impact on sales.
One last thing…
My team was amazing. Yes, we had our stressful times
and, yes, we were all exhausted. As a team, we kept each
other strong and continued to make High Point a very
successful business. I appreciate knowing that when times
are tough that so is my team. I look forward to the day we
get to go back to “normal,” serving our customers without masks and our counters surrounded in Plexiglas. The
communication is very difficult in a retail setting where
customer service is everything to us.
One last thing…
Getting the support from the surrounding communities who shopped here, instead of down the street at
the big box store, was the real highlight.
2020 ANNUAL REPORT
28
DEPARTMENT REPORT:
NKDC: The Point Casino & Hotel
How did your department adapt during the pandemic?
The Point Casino ceased operations to the public in midMarch 2020 over COVID-19 concerns. A comprehensive
reopening plan was developed to ensure the safety of our
staff and guests, including:
• Thermal cameras and procedures to perform secondary screening, if required.
• Eliminated entrance except via doors manned with a
thermal camera.
• Mandatory use of proper face covering for employees
and customers.
• Creation of a Safety Ambassador team of 20+ staff
whose full-time job it was to disinfect slot machines,
chairs, door handles, and other surfaces.
• Reduced the number of slot machines and reconfigured the Casino floor for maximum distance and
space between banks.
• Reduced the allowable capacity of guests. The current guest count is tracked by the Safety Ambassadors
manning the thermal cameras at entrances.
• Replaced the carpet in the Casino for sanitary and
cosmetic reasons.
• Eliminated live entertainment and concerts due to
gathering restrictions.
• Closed the bar and removed the chairs to eliminate
gatherings. Cocktail service was allowed to be delivered directly to a customer.
• Closed off soda dispenser temporarily. Bottled water
and soda were available from bar staff.
• Seated dining options were suspended. Take-out was
offered.
• Table games were closed due to the inability to mitigate closeness of customers and staff.
• All housekeeping cleaning was increased and generous use of strong disinfectants were applied daily.
• All team members were tested for COVID every two
weeks.
• All team members were strongly encouraged to receive
the COVID vaccination once it became available.
• Dedicated weekly meetings with management to discuss current COVID protocols and any related issues.
What special challenges did your business face
because of COVID?
The pandemic reduced the number of guests that we have
entertained and changed the way we market and the services we offer. As a company, we have altered our way of
introducing new things and have a “safety first” mindset.
What special projects or new programs did your
department develop or implement during the
pandemic?
• During the closure, we began to completely remodel
the Events Center and create a brand-new non-smoking casino with wonderful lighting, sound, and a great
variety of slot machines and table games. The customer response and feedback has been spectacular.
The new non-smoking Casino
One last thing…
Considering the breadth of the pandemic and the state
of the world around us, the property has been very successful. As we returned to an operational status, we were
glad to see some of our regular guests that came back.
We noticed quickly that the players were real players from
a quality standpoint. We have also noticed an increase
in unknown and new players that appear to be coming
mainly from our local competitor. We have had many
comments from customer stating that we are the safest
and cleanest facility. We attribute much of our success to
that fact.
29
DEPARTMENT REPORT:
Port Gamble S’Klallam Foundation
What non-pandemic-related events or accomplishments was your department involved with
during 2020?
• We started 2020 with a full slate of Heronswood programming to unveil but soon had to cancel or modify most of what was planned with pandemic restrictions. Many people were registered for one or more
of our 20 in-garden classes being offered.
• In mid-March, we held a successful Hellebore plant
sale at Heronswood.
How did your department adapt during the pandemic?
• The Foundation continued to raise funds through targeted online and mailed appeals to individuals. Grant
writing continued as well with successful results.
• Heronswood shifted from offering in-person classes
and lectures to online broadcasts, using Zoom as its
digital platform.
• By mid-July, we were able to reopen Heronswood
to the general public and resume small group tours,
with masks and social distancing strictly enforced.
We followed the tribe’s advisories related to public
gatherings, closing the garden when required to do
so.
What special projects or new programs did
your department develop or implement during
the pandemic?
• Heronswood staff continued seasonal maintenance
work and also developed exciting new garden spaces:
septic upgrades were made in two areas at Heronswood; a new visitor center/garden administration
building was installed; a hardscape of cement tiles
was laid around the Garden Shed and its downspouts
and drainage systems were upgraded; more planting
and pathways work was done in the Renaissance Garden; and the creation of a new rock garden with patio
space got underway.
• An extensive re-working of the Foundation’s accounting system was accomplished, to have it align with
the structures and protocols of the tribe’s system,
which will provide for reporting consistency across
programs and simplify consolidated reporting at the
2020 ANNUAL REPORT
30
•
tribal level.
Heronswood set up a one-way trail system through
the garden to keep visitors more socially distanced.
Hand sanitizer was put out for public use. Signage
was installed that highlighted Heronswood’s public
health requirements.
Through our PGST COVID Relief grant we were able
to:
• Create outdoor gathering spaces that allow for social
distancing.
• Install a manufactured building for use as larger office
space that allows garden staff to be socially distanced
and provides a ticketing window that separates staff
from the ticket-buying public. An upgrade to the existing septic system was part of this building project.
And, in cooperation with PG Housing Authority, an
old mobile home was removed to make room for the
new office building with asbestos abatement taking
place before the mobile home was demolished and
removed.
• Create a digital studio to be able to produce and
broadcast higher quality webinars (classes and lectures).
• Purchase a subscription to Odoo--a robust suite of
online business management software tools that includes Customer Relationship Management (CRM),
e-commerce, ticketing, billing, project management,
and inventory management—that has allowed us to
consolidate many data storage and management systems that were spread across multiple online systems.
• Laptop computers were purchased to facilitate employees working remotely.
The Foundation utilized the time it would normally be
running garden events to produce more fundraising appeals and to assist in management of the construction
projects in the Garden and support for the webinars. The
Foundation’s accountant reworked the accounting system to align it with tribal accounting upgrades
The new paved gathering area just outside the new administration facility, which replaced
an aging mobile building that had been on site for decades
What changes were there to your funding, staffing, or programs?
• Heronswood started 2020 with a full slate of planned
events, many of which had to be cancelled, including
in-garden classes, “Place of Potlatch” art exhibit, seasonal Plant Sales, the International Plant Symposium,
volunteer events, PGST family events, and seasonal
offerings, like Haunted Heronswood, S’Klallam Stories, and holiday wreath making for PGST community and staff.
• The Foundation saw a shift in funder priorities by
early spring, with many of them wanting to fund
pandemic-related urgent needs such as food banks,
renter support, technology for remote learning and
work, PPE’s and other emergency supplies, etc. Many
current funders contacted us to communicate that
they were releasing restrictions on grant agreements
and encouraging us to use funding for current greatest
needs.
• Foundation expenses were 10% less than projected.
• Heronswood’s revenue was negatively impacted due to
COVID restrictions, which forced us to cancel much
of the garden’s in-person programming and rentals.
However, Garden memberships were $18,000 higher
than projected, reflecting the generous nature of the
Garden’s supporters. Over $87,000 was transferred to
support garden operations.
• Heronswood garden expenses were 90% of anticipated.
•
•
•
A PGST COVID Relief grant funded Heronswood’s
new administrative building, digital studio equipment, outdoor meeting spaces, PPE/supplies, and
payroll protection.
Ross Bayton, PhD was hired as Heronswood’s Assistant Garden Director. He was previously contracted
as the garden’s taxonomist.
Ryoko Mosley was hired as Heronswood’s Guest Relations Coordinator.
What pandemic-required changes to your department will likely continue?
• We will continue the use of online classes and lectures,
which allows a greater number of people to attend.
• Outdoor gathering spaces at Heronswood will continue to be used for meetings, classes, and events.
• Upgrades to the Foundation’s accounting structure,
software tools, and technology will serve us into the
future.
One last thing…
After spending several years leading the revitalization of
the garden, Dan Hinkley stepped down as Heronswood’s
Garden Director in late 2020. We welcomed Patrick McMillan, PhD, as his replacement.
31
DEPARTMENT REPORT:
DEPARTMENT REPORT:
Planning
NKDC: Public Safety
How did your department adapt during the
pandemic?
• During the pandemic, officers continued to work
their usual shifts and very little changed in their daily routines, other than their limited contact with
the public.
• Due to concerns of cross-contamination, the Chief
Almirol and Deputy Chief Houtz could not operate
in the same work area. As such, Chief Almirol was
provided an office at Heronswood.
• An external window next to the Police Department
entrance was created for public interaction.
What non-pandemic-related events or accomplishments was your department involved with
during 2020?
• Construction of the Red Cedar Lane subdivision.
This included the construction of a major sewer
life station, as well as a water pump station that
will provide capacity for Red Cedar Lane and the
future neighborhood north of Kloomachin. Work
also included clearing and grading of the overall site
and 29 lots; installation of sewer, water, and storm
drainage systems; and construction of the roadway
and sidewalks.
• Construction of the new Health and Wellness Center. After a site shutdown during the early part of the
pandemic, construction work moved along rapidly.
• Permitting of the new South Boat Ramp. We expect
the Army Corps of Engineers to release the permit in
2021.
• Environmental approval and engineering for the
Transitional Housing project. An engineer has been
hired and design work is underway.
• Master planning of the Old Sewer Plant site and Blue
House property. The plans lay out the long-term vision and development strategy for the sites and address the goals of providing additional services, housing, and gathering spaces for Tribal members.
What special projects or new programs did
your department develop or implement during
the pandemic?
• As the pandemic became more of a reality, the
Police, Emergency Management, and the PGST
Health Clinic opened lines of communication to
formulate plans to activate if COVID came to the
reservation.
• Activated the Emergency Operation Center (EOC)
once the shutdown went into effect. It was decided
that the most convenient place to move members
for the EOC was to the police department. This
provided a single, controllable area that could interface with the public as needed. Office Eyre was
assigned to assist the EOC.
• The Day Shift Officer, Deputy Chief Houtz, Officer
Eyre, and Chief Almirol assisted with COVID-19
test sites.
What changes were there to your funding,
staffing, or programs?
• Support Officer Bessette was placed on COVID
Admin leave initially, but returned to work in May.
• Officer Crippen and his K9 partner, Cooper, were
certified as a team in August 2020 after Tribal
Council approved the department’s K9 policy.
• We were not able to complete the training courses
awards in the 2017 CTAS Purpose Area 1 grant because of cancellations and shutdowns. An 18-month
extension on this grant was requested.
How did your department adapt during the pandemic?
While COVID caused some delays early on with job site
shutdowns, the department’s project management work
continued unabated.
2020 ANNUAL REPORT
32
DEPARTMENT REPORT:
DEPARTMENT REPORT:
NKDC: Public Safety (cont.)
Special Projects
What non-pandemic-related events or accomplishments was your department involved with
during 2020?
• Managed the installation of streetlights along Hood
Canal Lane and on Little Boston Rd. NE.
How did your department adapt during the
pandemic?
• The Community Garden was fully functional
during the shutdowns. While it was not open for
volunteers, the community was invited to harvest
from the Garden whenever they wanted.
• The Safety Coordinator remained on-site throughout the pandemic as a part of the Emergency Operations Team and kept functions going, including
testing site purchasing and distribution of PPE to
community members and staff.
What special projects or new programs did
your department develop or implement during
the pandemic?
• We offered funeral assistance and other support
services to other departments for the COVID-19
benefits distributed to Tribal members.
• The Safety and Emergency Coordinator researched
option for and then purchased a new 40’trailer to
serve as a Mobile Command Center. Emergency
communications equipment was installed to the
trailer on-site.
• Purchased large event tent and heaters for funerals
and drive-thru staff events.
• A grant allowed the purchase of a large freezer to
store COVID-19 vaccines.
•
What changes were there to your funding,
staffing, or programs?
• A new Events Coordinator was hired at the end of
February.
• All in-person events had to be cancelled.
• Our department received $718,933 in CARES Act
Funds under the BIA AFA.
Two PGST officers attended the BIA Police Academy and graduated in January 2021.
What pandemic-required changes to your department will likely continue?
•
We will likely continue protocols related to
social distancing as this safeguards our officers.
33
DEPARTMENT REPORT:
Tribal Gaming Authority
What non-pandemic-related events or accomplishments was your department involved with
during 2020?
• Initiated a new software—Merydyan Pryme—to digitize our NIGA, WSGC, and PGST TGA Audits and
Checklists.
• Adoption of the Flir Surveillance System used in the
Hotel. This allows TGA’s Surveillance Technician to
reset and repair cameras in house.
•
How did your department adapt during the pandemic?
• For the first time in its history, The Point Casino
closed its doors starting at 2 am on March 18, 2020.
It reopened on June 1, 2020.
• While the Casino was shut down, we maintained
24/7 surveillance observing a 3-day/12-hour schedule to minimize risk of exposure by staff.
• When the Casino reopened, it maintained limited
hours of operation. It also cut down machines from
700 to 275, and eliminated table games to allow for
social distancing.
• TGA staff have operated on a hybrid schedule with
administrative staff working remotely as possible. After the opening of the Casino, agents and observers
shifted to a 4-day/10-hour schedule.
One last thing…
In 2020, all Tribal Gaming Agents were able to complete National Indian Gaming Commission’s Level I
training online. The Agent Supervisor and the Regulatory Systems Agent completed higher level training. In
2021, all agents will complete the higher level training.
What special projects or new programs did your
department develop or implement during the
pandemic?
• Remodeling of the Casino’s Event Center, which has
allowed an increase in the number of player machines
and an increase in the limited hours of table games.
• Ensured compliance of surveillance coverage during
the remodel of the entire gaming floor.
What changes were there to your funding,
staffing, or programs?
• There were some unexpected expenses and some areas were overspent, but these were mostly centered
around R&M of equipment, vehicles, and tools.
What changes were there to your funding, staffing, or programs?
• Utilizing CARES Act funds, we were able to purchase additional packages of the Pryme Software Suite to allow for
digitized, touchless, paperless report writing, and non-compliance reports for communicating with the Operations
Compliance Manager and Security Department.
2020 ANNUAL REPORT
34
Because of several unexpected resignations, other
staff were promoted or given internal transfers. This
has all, overall, been positive for our department.
What pandemic-required changes to your department will likely continue?
• Remote work plans for staff with school-aged children.
• Trainings and meetings via Zoom will continue as
needed.
DEPARTMENT REPORT:
Utilities
How did your department adapt during the
pandemic?
• We were able to provide the same services performed before COVID.
• Routine wastewater checks were limited until the
department acquired appropriate PPE.
What pandemic-required changes to your department will likely continue?
• We expect to continue protocols around higher
levels of protective work wear utilized and the
sanitization of equipment after exposure to public
wastewater.
One last thing…
During the summer of 2020, we were able to attend
online certification prep. This helps employees pass
upcoming certification exams.
In Memoriam
Take a moment to remember the Tribal and Community
member we lost in 2020.
They are missed.
Lori Fisher
Shawnene Simmons
Ted Moran
Becky Charles
Gary Lawrence Jr.
Luella Abrahamson
Eleanor Corless
Sharon Charles
Raymond Wan
Ed Charles
Dawn Jones
Port Gamble S’Klallam Tribe
31912 Little Boston Rd. NE
Kingston, Washington 98346
(360) 297-2646
This is a copy of a public record, reproduced as it was published. It is not legal advice, and it may not be the version a court would rely on. Check the official source before you cite it.