Lynda Zambrano is on the advisory board for the Domestic Preparedness Journal. Lynda is the executive director of the Northwest Tribal Emergency Management Council and the National Tribal Emergency Management Council, and has been inducted into the International Association of Women in Emergency Management’s Hall of Fame. She sat down with Journal Editor Catherine Feinman to share her story.
Cathy:
I am here with Lynda Zambrano, the director of the National Tribal Emergency Management Council, and we are doing an advisor spotlight to highlight what she’s done to further the emergency preparedness profession and what advice she has for other people in the field.
Lynda, what inspired you to join the Domestic Preparedness board?
Lynda:
When I first heard about the board, I was very excited that we had a new venue to share and distribute information to people. I was inspired to join the board when I learned about the caliber of some of the other advisors who would be sitting on the board and the work we would have the opportunity to do. I knew that anytime we could encourage people to submit articles and share the important work they were doing with the rest of the country, it would benefit many. Any small part I could play in helping to review those articles, provide feedback, and assist authors in making their work more digestible felt like a great opportunity to share my skills. Everything about this project has been inspiring to me from the beginning. I’ve been very blessed and humbled to be a part of it, and I’m very grateful for the time I’ve had to work on all we’ve achieved together, as an advisory board member.
Cathy:
You have done so much to prepare and launch initiatives. Can you share a bit about your background, including some current initiatives you’re working on and how they connect to emergency preparedness?
Lynda:
I’ve been working in the emergency management field for close to 35 years. I started with the Snohomish Sheriff’s Department in the block program, where I worked for 15 years. As part of the program, we took on crime prevention, and we needed something to keep volunteers motivated. We introduced Community Emergency Response Team training, which usually falls under emergency management, not law enforcement. That was something we could bring to the community level, which was very exciting because it’s where the program belongs.
While running the block program, I started working for the Tulalip Tribes, initially in the health clinic for five years, before transferring to the police department for the next five years. At the police department, I helped create our first office of emergency management. From there, we were one of the first Tribes in the nation to start drafting, writing, and receiving grants such as the Tribal Homeland Security Grant, the State Emergency Management Performance Grant, and many CDC grants. Other Tribes were interested in our approach, so one day, my Tribal chief of police handed me a set of car keys and asked me to drive to the other seven Tribes in our region to encourage them not only to attend our next Homeland Security meeting but to understand why it was so important for them to be there.
I often say that my proudest moment in the last 35 years was attending a Region 1 Homeland Security meeting, surrounded by seven uniformed chiefs of police. We showed unity and mutual support by attending together. In 2008, our group decided it was essential to incorporate and become a 501(c)3 nonprofit. Our Tribes understood that we were doing this work free of charge, and in 2010, FEMA recognized our efforts. They asked about the possibility of creating a national organization to support Tribes across the country. That year, our board of directors voted to expand our work and engage all 574 Tribes through our website, Facebook, Zoom calls, online training, and annual conferences.
That brings us to today, at our 21st annual National Tribal Emergency Management Conference, where we are sharing many current projects and initiatives, including our newest endeavor a National Tribal Emergency Management Council Innovation Center. This think tank will allow people to develop ideas they’ve long wanted to grow but didn’t know how to approach. We’ll have a 1-800 number for Tribes to call, seeking grants or assistance with writing and reviewing grants.
We’re also covering each of the 15 emergency support functions established under the National Response Framework, with subject matter experts assigned to each function. This means anyone can call and request assistance with any emergency support function, and we’ll have someone ready to answer or find the information needed. Our Innovation Center is one of the most exciting things we’re working on for the next 12 months. Additionally, we plan to establish a university, journal, printing house, and library. One of our degree offerings will be a master’s in research, allowing students to access valuable elder collections of information never released publicly, housed in the library we’re creating. Big things are coming in the next few years.
Cathy:
There’s no shortage of projects over those past 35 years! What have you found to be the biggest challenges and opportunities?
Lynda:
The biggest challenges have been funding. When the Department of Homeland Security funding was allocated, it was divided among the states. FEMA is state-centric, so the funds went to states, which then distributed them to counties. Since counties hadn’t worked with Tribes before, they didn’t know how to get the funds to the Tribes. For example, in Region 1 in Washington, all eight Tribes received meeting invitations, but none had emergency managers then, so those invitations went unanswered. Consequently, all the counties sent their emergency managers, while the Tribes received nothing.
When I attended that first Homeland Security meeting, I brought the budget details back to the chief of police, explaining that we could accomplish so much more with just $200,000 of the $5 million allocated. We could hire part-time staff, draft emergency management plans for all eight Tribes, and help them meet mandatory document requirements. Without anyone at the table speaking on behalf of the Tribes, the chief gave me car keys and told me I would attend every future meeting, help create an office of emergency management for the Tribes, and assist any other interested Tribes in doing the same.
I was so proud to attend that meeting with the seven chiefs of police, showing unity and belief in our mission. Ironically, the counties were nervous because, according to the charter bylaws, we had equal voting rights. Although we had the majority, we weren’t there to take the full $5 million but to create a more level playing field, allowing us to build our emergency management offices and share resources. With 574 Tribes across the U.S., I saw these as potential security gaps, and if we’re serious about protecting our nation, it’s essential to address Tribal needs and engage them fully. This was the start of the Northwest and eventually the National Tribal Emergency Management Council (NTMC).
The greatest opportunities in emergency preparedness today come through NTMC. Not only have we helped set up emergency management programs nationwide, but we’ve also brought valuable skills, resources, and grant money. We’ve written hundreds of millions of dollars’ worth of grants that went directly to Tribes, helping them build their preparedness infrastructure.
Cathy:
Throughout all those experiences, is there one key takeaway about preparing for an emergency or disaster that you’d like to share with readers?
Lynda:
There are so many it’s hard to narrow down! Key takeaways for readers about staying prepared: Share the link to the Domestic Preparedness Journal and stay engaged with it. The Journal does a fantastic job of sharing our work and that of similar organizations. By staying connected, you’ll be far more prepared than you otherwise could be, so stay engaged with the Domestic Preparedness Journal, and you’ll be much better off in the end.
Cathy:
With the next generation coming into the field, what advice do you have for them?
Lynda:
For Tribal emergency managers, I suggest starting with the National Tribal Management Council. We can guide them on federal organizations, resource acquisition, program development, and training. I highly recommend close collaboration with FEMA, the Department of Homeland Security, and Health and Human Services. People often forget that our largest disasters require us to work closely with the CDC. Our Innovation Center will also be available to support anyone entering the field, providing all the information we can share. However, as for sharing funding opportunities and grants, those are earmarked for our Tribal members and organization affiliates.
Cathy:
One more question. I’ve seen you engage people across disciplines and jurisdictions. How do you inspire and maintain enthusiasm, bringing together Tribes and non-Tribes alike?
Lynda:
I strive to keep it real. Emergency management should be like brushing our teeth daily—a natural part of life, not an extra chore. For example, my son visits me in the hospital daily. He’s someone who doesn’t see emergency management as an obligation; it’s part of how he lives. When he comes in, he wipes down the mattress before they change the bedding, then cleans the bedframe. It’s not something he’s checking off a list; it’s just part of life. People’s lives are already so full, so if we can integrate emergency management as something natural rather than another item on their to-do list, more people will engage.
Using real-life experiences and learning about others’ lives helps us find shared experiences. This common ground makes it easier to inspire people, regardless of who they are or where they come from. Returning to the question, keeping it real has been the key to inspiring so many.
Cathy:
Do you have any final thoughts you’d like to share?
Lynda:
I want to thank the Domestic Preparedness Journal and everyone involved, from the advisors to the top leadership. Cathy, I especially thank you for your years of support for the Journal, which has grown to be a far more significant asset than we ever imagined. With the future library, Tribal member scientist journal, and Tribal Innovation Center, we see the Domestic Preparedness Journal as a resource we can direct people to. I’m very grateful for that.
Cathy:
We can’t thank you enough for everything you’ve done for us and the inspiration you’ve provided.
Advisory Board Spotlight: Keeping It Real With Lynda Zambrano
Lynda Zambrano is on the advisory board for the Domestic Preparedness Journal. Lynda is the executive director of the Northwest Tribal Emergency Management Council and the National Tribal Emergency Management Council, and has been inducted into the International Association of Women in Emergency Management’s Hall of Fame. She sat down with Journal Editor Catherine Feinman to share her story.
Cathy:
I am here with Lynda Zambrano, the director of the National Tribal Emergency Management Council, and we are doing an advisor spotlight to highlight what she’s done to further the emergency preparedness profession and what advice she has for other people in the field.
Lynda, what inspired you to join the Domestic Preparedness board?
Lynda:
When I first heard about the board, I was very excited that we had a new venue to share and distribute information to people. I was inspired to join the board when I learned about the caliber of some of the other advisors who would be sitting on the board and the work we would have the opportunity to do. I knew that anytime we could encourage people to submit articles and share the important work they were doing with the rest of the country, it would benefit many. Any small part I could play in helping to review those articles, provide feedback, and assist authors in making their work more digestible felt like a great opportunity to share my skills. Everything about this project has been inspiring to me from the beginning. I’ve been very blessed and humbled to be a part of it, and I’m very grateful for the time I’ve had to work on all we’ve achieved together, as an advisory board member.
Cathy:
You have done so much to prepare and launch initiatives. Can you share a bit about your background, including some current initiatives you’re working on and how they connect to emergency preparedness?
Lynda:
I’ve been working in the emergency management field for close to 35 years. I started with the Snohomish Sheriff’s Department in the block program, where I worked for 15 years. As part of the program, we took on crime prevention, and we needed something to keep volunteers motivated. We introduced Community Emergency Response Team training, which usually falls under emergency management, not law enforcement. That was something we could bring to the community level, which was very exciting because it’s where the program belongs.
While running the block program, I started working for the Tulalip Tribes, initially in the health clinic for five years, before transferring to the police department for the next five years. At the police department, I helped create our first office of emergency management. From there, we were one of the first Tribes in the nation to start drafting, writing, and receiving grants such as the Tribal Homeland Security Grant, the State Emergency Management Performance Grant, and many CDC grants. Other Tribes were interested in our approach, so one day, my Tribal chief of police handed me a set of car keys and asked me to drive to the other seven Tribes in our region to encourage them not only to attend our next Homeland Security meeting but to understand why it was so important for them to be there.
I often say that my proudest moment in the last 35 years was attending a Region 1 Homeland Security meeting, surrounded by seven uniformed chiefs of police. We showed unity and mutual support by attending together. In 2008, our group decided it was essential to incorporate and become a 501(c)3 nonprofit. Our Tribes understood that we were doing this work free of charge, and in 2010, FEMA recognized our efforts. They asked about the possibility of creating a national organization to support Tribes across the country. That year, our board of directors voted to expand our work and engage all 574 Tribes through our website, Facebook, Zoom calls, online training, and annual conferences.
That brings us to today, at our 21st annual National Tribal Emergency Management Conference, where we are sharing many current projects and initiatives, including our newest endeavor a National Tribal Emergency Management Council Innovation Center. This think tank will allow people to develop ideas they’ve long wanted to grow but didn’t know how to approach. We’ll have a 1-800 number for Tribes to call, seeking grants or assistance with writing and reviewing grants.
We’re also covering each of the 15 emergency support functions established under the National Response Framework, with subject matter experts assigned to each function. This means anyone can call and request assistance with any emergency support function, and we’ll have someone ready to answer or find the information needed. Our Innovation Center is one of the most exciting things we’re working on for the next 12 months. Additionally, we plan to establish a university, journal, printing house, and library. One of our degree offerings will be a master’s in research, allowing students to access valuable elder collections of information never released publicly, housed in the library we’re creating. Big things are coming in the next few years.
Cathy:
There’s no shortage of projects over those past 35 years! What have you found to be the biggest challenges and opportunities?
Lynda:
The biggest challenges have been funding. When the Department of Homeland Security funding was allocated, it was divided among the states. FEMA is state-centric, so the funds went to states, which then distributed them to counties. Since counties hadn’t worked with Tribes before, they didn’t know how to get the funds to the Tribes. For example, in Region 1 in Washington, all eight Tribes received meeting invitations, but none had emergency managers then, so those invitations went unanswered. Consequently, all the counties sent their emergency managers, while the Tribes received nothing.
When I attended that first Homeland Security meeting, I brought the budget details back to the chief of police, explaining that we could accomplish so much more with just $200,000 of the $5 million allocated. We could hire part-time staff, draft emergency management plans for all eight Tribes, and help them meet mandatory document requirements. Without anyone at the table speaking on behalf of the Tribes, the chief gave me car keys and told me I would attend every future meeting, help create an office of emergency management for the Tribes, and assist any other interested Tribes in doing the same.
I was so proud to attend that meeting with the seven chiefs of police, showing unity and belief in our mission. Ironically, the counties were nervous because, according to the charter bylaws, we had equal voting rights. Although we had the majority, we weren’t there to take the full $5 million but to create a more level playing field, allowing us to build our emergency management offices and share resources. With 574 Tribes across the U.S., I saw these as potential security gaps, and if we’re serious about protecting our nation, it’s essential to address Tribal needs and engage them fully. This was the start of the Northwest and eventually the National Tribal Emergency Management Council (NTMC).
The greatest opportunities in emergency preparedness today come through NTMC. Not only have we helped set up emergency management programs nationwide, but we’ve also brought valuable skills, resources, and grant money. We’ve written hundreds of millions of dollars’ worth of grants that went directly to Tribes, helping them build their preparedness infrastructure.
Cathy:
Throughout all those experiences, is there one key takeaway about preparing for an emergency or disaster that you’d like to share with readers?
Lynda:
There are so many it’s hard to narrow down! Key takeaways for readers about staying prepared: Share the link to the Domestic Preparedness Journal and stay engaged with it. The Journal does a fantastic job of sharing our work and that of similar organizations. By staying connected, you’ll be far more prepared than you otherwise could be, so stay engaged with the Domestic Preparedness Journal, and you’ll be much better off in the end.
Cathy:
With the next generation coming into the field, what advice do you have for them?
Lynda:
For Tribal emergency managers, I suggest starting with the National Tribal Management Council. We can guide them on federal organizations, resource acquisition, program development, and training. I highly recommend close collaboration with FEMA, the Department of Homeland Security, and Health and Human Services. People often forget that our largest disasters require us to work closely with the CDC. Our Innovation Center will also be available to support anyone entering the field, providing all the information we can share. However, as for sharing funding opportunities and grants, those are earmarked for our Tribal members and organization affiliates.
Cathy:
One more question. I’ve seen you engage people across disciplines and jurisdictions. How do you inspire and maintain enthusiasm, bringing together Tribes and non-Tribes alike?
Lynda:
I strive to keep it real. Emergency management should be like brushing our teeth daily—a natural part of life, not an extra chore. For example, my son visits me in the hospital daily. He’s someone who doesn’t see emergency management as an obligation; it’s part of how he lives. When he comes in, he wipes down the mattress before they change the bedding, then cleans the bedframe. It’s not something he’s checking off a list; it’s just part of life. People’s lives are already so full, so if we can integrate emergency management as something natural rather than another item on their to-do list, more people will engage.
Using real-life experiences and learning about others’ lives helps us find shared experiences. This common ground makes it easier to inspire people, regardless of who they are or where they come from. Returning to the question, keeping it real has been the key to inspiring so many.
Cathy:
Do you have any final thoughts you’d like to share?
Lynda:
I want to thank the Domestic Preparedness Journal and everyone involved, from the advisors to the top leadership. Cathy, I especially thank you for your years of support for the Journal, which has grown to be a far more significant asset than we ever imagined. With the future library, Tribal member scientist journal, and Tribal Innovation Center, we see the Domestic Preparedness Journal as a resource we can direct people to. I’m very grateful for that.
Cathy:
We can’t thank you enough for everything you’ve done for us and the inspiration you’ve provided.
Lynda Zambrano
Lynda Zambrano currently serves as executive director of the Northwest Tribal Emergency Management Council and the National Tribal Emergency Management Council (NTEMC). She is an adjunct professor at Pierce College, Centers of Excellence for Homeland Security, authoring and teaching the Grants Writing and Management curriculum. She began her career in law enforcement 20 years ago, working with federal, state, local, and tribal governments. She has served as health director for several Tribal Nations, which provided a unique perspective to bring together different disciplines to work together in emergency management. She has an extensive background in finance, contracts management, and audit compliance. She is a grants writer, assisting with securing more than 100 grants and tens of millions of dollars for Tribal Nations in Washington state and across the country. She has received recognition for her work in Indian Country from the Federal Emergency Management Agency, U.S. Department of Homeland Security, and U.S. Bureau of Indian Affairs. She was inducted into the International Association of Women in Emergency Management’s Hall of Fame. She helped co-found the Fresh Food Coalition and oversees food and supplies distribution in 35 states to over three million people.
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