Natural Disasters Report 2015

8/17/2019 Natural Disasters Report 2015

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NATURAL DISASTERS REPORT2015


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We would like to thank all those that participated in these discussionsand those that took endless hours to spend with us as we explored

the parameters of human rights in natural disaster within the HighRiver context. Special thank you to Samaritan’s Purse, Alberta HealthServices, Hearts and Minds, World Renew, Hull Services, HeritageInn, and Municipal Affairs for bringing your perspectives forward andproviding us guidance and input as we went along this journey.

THINKING...

FOR A CHANGE+

Thak Yu.


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Executive Summary ...................................................................................................01

Lessons Learned and Recommendations Moving Forward ....................................... 04

Priority Recommendations for Alberta ................................................................ 051 | Build a Network of Advocates .................................................................05

2 | Build a Safe Space for Remedy of Disputes and Concerns ......................063 | Support the Recovery of Key Documents ................................................ 07

4 | Multisectoral Collaboration and Communication.....................................07

5 | Caps Placed on Hotel Fees in the Immediate Response.......................... 08

6 | Encourage Donor Support to Local Community Agencies ......................09

7 | Special Attention to Disenfranchised and Marginalized .......................... 09

Additional Lessons Learned ................................................................................ 10

8 | Address the Roots Before the Crisis Hits ................................................. 10

9 | When Responding, Think Long Term ....................................................... 1110 | Empower Voice ...................................................................................... 11

11 | Prioritize the Health and Well-Being of Children & Youth...................... 12

12 | Foster Trust and Transparency Among Stakeholders ............................. 13

13 |Training and Preparation for First Responders ....................................... 13

14 | Engage in First Response Triage ............................................................ 14

15 | Ensure Supports and Self-care for First and Secondary Responders ..... 15

16 | Empower Secondary Actors to Support Secondary Trauma .................. 15

17 | Critical Communication is Essential ....................................................... 15

18 | Promote Financial Security and Reduce Stress,Especially in Relation to Government Funding ...................................... 17

19 | Develop Comprehensive Disaster Management Plans ..........................18

Stages of Recovery .................................................................................................... 20

Framework for Dialogue ........................................................................................... 30

Human Rights Protections in High River ...................................................................32

Call To Action ............................................................................................................ 38

TABLE OF CONTENTS

NATURAL DISASTERS REPORT2015

AUTHORS Renee Vaugeois &Tatiana Wugalter

NATURAL DISASTERS REPORT 2015 | TABLE OF CONTENTS


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In light of the recent adoption of the Sendai Framework for Disaster and Risk Reduction 2015-2030 at the UN World Conference in Sendai, Japan, the John Humphrey Centre for Peace and HumanRights and Thinking... for a Change, are delighted to present this report to the people of Alberta.

The Sendai Framework addresses the critical need to respond to disaster risk reduction througha people-centred lens and address the issues surrounding poverty in order to build longer termsustainable resilience in communities. While this makes incredible strides over the Hyogo FrameworAgreement to embed human rights as a framework in responding to disaster, the challenge isupon us to now make a commitment of putting people first and begin to operationalize the SendaiFramework in our institutions and communities.

For over a year, the John Humphrey Centre, with the support of Thinking... for a Change, has spenttime learning about and exploring the 2013 floods in Southern Alberta to gain an understandingof the protection and provision of human rights and participation of marginalized communities indisaster response and recovery. Our aim was to assess and identify the common protections that allpeople deserve in the event of natural disaster and determine the gaps in Alberta in fulfilling theseprotections.

To strengthen our understanding of the many complex impacts of natural disasters, we focused ourtime in High River, a town which was hit particularly hard by the devastating Southern Alberta floodsThe experience in High River was unprecedented in terms of the scale, impact and cost of the floodAll stakeholders involved were under incredible strain to respond to the mass scale of the disasterand did so in incredible ways. The community of High River was exemplary in their response. Thereare however always lessons to be learned in these events and we hope to provide some concreteideas of what Albertans and Canadians need to be considering in our future responses to disaster.

The information we have gathered was taken from diverse community members from a variety ofbackgrounds and is summarized below. This summary provides an overview of the range of perspectives we heard in High River and we have sought to present them in the best way possible; high-lighting the challenges that were raised by the diverse voices engaged. The John Humphrey Centreunderstands that some may disagree with the perspectives brought forward but we have sought tomaintain the authenticity of voice and foster constructive discussion. We believe that in all voices,there are lessons to be learned, and that all voices deserve to be heard.

We would like to thank all those that participated in these discussions and those that took endlesshours to spend with us as we explored the parameters of human rights in natural disaster within the

PROTECTING HUMAN RIGHTS

IN

NATURAL DISASTERS:

CONSIDERATIONS FOR ALBERTA

NATURAL DISASTERS REPORT 2015 | INTRODUCTION


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High River context. Special thank you to Samaritan’s Purse, Alberta Health Services, Hearts andMinds, World Renew, Hull Services, Heritage Inn, and Municipal Affairs for bringing your perspec-tives forward and providing us guidance and input as we went along this journey. The process wasnot easy but we hope what we present below can create a strengthened discussion within Alberta,and Canada, about how we can embrace the principles of the Sendai Framework collaborativelyand in trust.

THE LARGER CONTEXT OF DISASTER IN CANADAAccording to the Canadian Disaster Database, as of 2015 there have been 472 meteorological-hydrological and geological disasters in Canada since the institutionalization of the Charter of Rightand Freedoms in 1982. These disasters vary widely in regards to social, economic and environmentaimpact with the “worst” disasters being the 2013 Southern Alberta floods, 2011 Slave Lake Fire,1998 Quebec, Ontario and New Brunswick Icestorms, 1997 Manitoba Red River Flood, and 1996Quebec Saguenay Flood. The frequency of disasters and the costs of disaster are increasing and it issomething that we as a country need to grapple with in a constructive manner.

Emergency management in Canada is a shared responsibility between all levels of federal, provinciaand territorial (FPT) government. Emergency management legislation exists at all levels of govern-ment, outlining the complementary roles and responsibilities for each jurisdiction. Over the pastseveral years, there has been a shift both nationally and internationally from disaster response torisk reduction, prevention and mitigation. Mitigation efforts now form the foundation of disaster/emergency management at the FPT government level in Canada. While this is an important aspectof disaster management, it shifts focus away from ensuring that, when disasters do occur, the long-term emotional, mental, financial and social impacts are considered and rights-based approaches arimplemented to ensure that the comprehensive human rights of those affected are protected. Thereis a tendency to focus on infrastructure mitigation approaches at the expense of human capital andresiliency.1

INTERNATIONAL STANDARDS FOR DISASTER MANAGEMENTMany international disaster management standards and initiatives are focused on developingcountries, where political and financial systems often do not have a strong capacity to effectivelymitigate or respond to disasters. However, there are a number of documents which outline mitiga-tion measures and human rights protections that can be implemented universally, including HumanRights and Natural Disasters: Operational Guidelines and Field Manual on Human Rights Protectionin Situations of Natural Disaster.2 This document, created by the Inter-Agency Standing Committeeof the United Nations Office for the Coordination of Humanitarian Affairs and the Brookings-BernProject on Internal Displacement, stresses the importance of upholding human rights in the event ofnatural disasters and provides practical and comprehensive guidelines on how stakeholders may doso in a number of critical areas. The document was used by the John Humphrey Centre to create a

community assessment survey for High River and was used as a guiding tool to frame our discussionin the project.

As noted previously, there is been a major shift at the international level towards disaster riskreduction and mitigation. The Hyogo Framework for Action resulted from the 2005 World DisasterReduction Conference and was endorsed by the UN General Assembly. It placed emphasis onproactive risk mitigation rather than reactive disaster management in order to reduce vulnerabilitiesand build resilient communities and countries. The overarching aim of this approach is to prevent

1 More information on natural disasters in Canada and disaster legislation can be found in the John Humphrey Centre’sSummary of Findings on Natural Disasters. Contact us at [email protected] to request a copy.

2 http://www.brookings.edu/~/media/research/files/reports/2008/5/spring-natural-disasters/spring_natural_disasters.pdf

NATURAL DISASTERS REPORT 2015 | INTRODUCTION

mailto:[email protected]://www.brookings.edu/~/media/research/files/reports/2008/5/spring-natural-disasters/spring_natural_disasters.pdfhttp://www.brookings.edu/~/media/research/files/reports/2008/5/spring-natural-disasters/spring_natural_disasters.pdfmailto:[email protected]


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nvesting in prevention

a

Princess Margriet of the Netherlands

“Ufualy, i i byd u w v vy dia ha mih cu mwh i h wld. Bu

w a d mhi avia huma uffi, hl l a ik i uh a way ha hy a

ad f fuu dia.. Thi ag al ha a iiv ff : by ivi i vi, w

a du h xdiu my aid ad ui by a fa f bwe fiv ad .”


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LESSONS LEARNED AND RECOMMENDATIONSMOVING FORWARD

The John Humphrey Centre spent time with a core team of individuals consistently meeting todiscuss the progress of recovery but also to identify key lessons that could be learned from the HighRiver Flood. This community excelled in many ways in responding to the flood but like any disaster,there are always lessons to be taken away and opportunities for growth. While this is not an exhaustive list, we believe that these recommendations should be seriously considered at the provinciallevel, as well as national, in our efforts towards disaster risk reduction.

SNAPSHOT OF RECOMMENDATIONS

Priority Recommendations for Alberta

1 | Build a Network of Advocates2 | Build a Safe Space for Remedy of Disputes and Concerns3 | Support the Recovery of Key Documents4 | Multisectoral Collaboration and Communication

5 | Caps Placed on Hotel Fees in the Immediate Response6 | Encourage Donor Support to Local Community Agencies7 | Special Attention to Disenfranchised and Marginalized

Additional Lessons Learned

8 | Address the Roots Before the Crisis Hits9 | When Responding, Think Long Term10 | Empower Voice11 | Prioritize the Health and Well-Being of Children & Youth12 | Foster Trust and Transparency Among Stakeholders

13 | Training and Preparation for First Responders14 | Engage in First Response Triage15 | Ensure Supports and Self-care for First and Secondary Responders16 | Empower Secondary Actors to Support Secondary Trauma17 |Critical Communication is Essential18 | Promote Financial Security and Reduce Stress,

Especially in Relation to Government Funding19 | Develop Comprehensive Disaster Management Plans

NATURAL DISASTERS REPORT 2015 | LESSONS LEARNED AND RECOMMENDATIONS MOVING FORWARD

disasters from occurring, and if this is not feasible, to heavily reduce the detrimental impact theymay have in order to protect lives, infrastructure and economies. With the adoption of the SendaiFramework , the international community is heading in the right direction. It is up to us at the locallevel to shift our approach.


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PRIORITY RECOMMENDATIONS

FOR ALBERTA

RECOMMENDATION ONE:BUILD A NETWORK OF ADVOCATES

In the event of disaster, it is essential to have a network of advocates available to support and towalk alongside disaster victims for processes such as rebuilding, contracts, accessing DRP etc. Thiswill ensure that marginalized communities are supported and to reduce stress on individuals andfeelings of isolation.

People must be on the ground going out to people immediately after a disaster. This can serve atwo fold function, to connect people appropriately to where they need to go thus fostering moreeffective communication, but also to support them if they are facing major barriers, for example, interms of social supports, insurance help, navigation support, funding, and building contracts. Thisteam is part of the initial immediate education that needs to happen in a community but can alsoserve as a pulse to determine and identify community needs immediately. With an effective feedbacmechanism into the larger recovery efforts, this will result in the prevention of a lot of barriers forpeople.

There is a need to ensure that business ethics are applied in response and recovery. Elements toconsider include:

• Provide readily accessible checklists and infographics which outline what to do if your home

has been damaged and how to find a reputable and affordable contractor;

• Support the creation of an association of government approved contractors and builders;

• Support the creation of a committed watchdog team which can monitor quality control, review

contracts prior to signing and be available for guidance. These individuals can also assist with

ticketing, licensing permits and inspections immediately post-disaster; and,

Allow advocates to support community members in the rebuilding process.



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RECOMMENDATION TWO:BUILD A SAFE SPACE FOR REMEDY OF

DISPUTES AND CONCERNS

It is essential that community members, if they feel they are facing unnecessary barriers, are being

discriminated against, are being treated wrongfully by a private actor or the public service, have aplace to go to remedy their concerns in a constructive manner.

In terms of contractors and builders, a process of inspection and support to rebuilds for individuals(with an emphasis on seniors and women) is needed to avoid unnecessary overpayments and lossesThere also needs to be clear information provided to people immediately in the disaster to under-stand what they need to know and think about as homeowners. Education in advance could alsobe a good mitigation strategy to equip people with the understanding of what to do when disasterstrikes and what their rights are as consumers.

In the event of conflict or concerns by community members, there should be a remediation space se

up to address and respond to complaints as quickly as possible. This ultimately builds greater trustfor the community, reduces stress among community members as well as staff people of the publicservice and private agencies, and will support longer term cost effectiveness in responses. It wasstressed in High River that there needs to be some way for people on ground to provide input intogaps and a need for a direct line to government so that the gaps can be addressed immediately andappropriately.


“I h v f fli by mmuiy mmb, h huld b a mdiai a u add ad d mlai a quikly a sibl.”


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RECOMMENDATION THREE:SUPPORT THE RECOVERY OF KEY DOCUMENTS

Government agencies should set up in the community for a period of time to enable people torecover their government documents and identification such as passports, health cards, driver’slicenses. If there is a large immigrant/refugee/temporary foreign worker population from one


“Gu wh a maializd ad vulabl i dia a likly b vly affd ad

fuh maializd.”

PHOTO CREDIT | Sergei Zolkin https://www.unsplash.com

country, it should be encouragedthat the embassy/consulate visit thecommunity to provide these docu-ments as well.

RECOMMENDATION FOUR:MULTISECTORAL COLLABORATION AND COMMUNICATION

To ensure long-term recovery, collaboration and communication between the number of sectorsaffected by the disaster, build a multi-sectoral hub, based on a culture of care, which includes, but isnot limited to, the following persons:

• Aboriginal liaison

• Immigration/cultural broker

• Communications specialist

• Federal and Provincial Disaster Relief Program Administrators (e.g. DRP administrator)

• Fund developer/connector

• Alberta Health Services staff focused on mental health

• Alberta Health Services staff focused on environmental protection

• Contractor/tradesperson

• External/neutral dialogue facilitator

• Municipal representative

Establishing clear lines of communication, lines of authority and respect for one another will resultin financially effective approaches that meet the needs of those most marginalized in the community(homeless, age, disability). Having one point person in charge for quick decisions is essential andthere has to be agreement from day one who is in charge or in the lead.

https://www.flickr.com/photos/albertasolgen/9208531021https://www.flickr.com/photos/albertasolgen/9208531021


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A longer term recovery committee that is multidisciplinary – different levels of government,NGOS, academia, community individuals – should be set up and connected to this recovery group tdevelop, implement and monitor a respective strategy that meets the long term needs ofthe community.

“Havi i i ha f quik dii i sial ad h ha b aem fm day wh i i ha i h lad.”

RECOMMENDATION FIVE:CAPS PLACED ON HOTEL FEES IN THE IMMEDIATE RESPONSE

At the time of response, a demand for caps and empathy among hotels and accommodations tosupport evacuation should be demanded by local and provincial authorities. In High River, thecosts of hotel rooms in surrounding areas immediately increased as a result of the flood. Attimes like these, hotels and accommodations should be encouraged to be more supportive and

cap their fees or even offer a reduction.


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RECOMMENDATION SIX:ENCOURAGE DONOR SUPPORT TO

LOCAL COMMUNITY AGENCIES

In the event of disaster, the natural tendency is to push people to donate to large external agencies

to respond to the crisis and support recovery. This includes for example the Red Cross. All levels ofgovernment and the media should make efforts to encourage good will towards local agencies whoface increasing strain in disaster and are the ones who not only know the community and hold thetrust of the community; they are the agencies that are there supporting immediate needs with oftenalready strained financial resources.

RECOMMENDATION SEVEN:SPECIAL ATTENTION TO DISENFRANCHISED

AND MARGINALIZED

In preparing for natural disaster, municipalities and emergency responders need to develop clearevacuation strategies and outreach to agencies working with those that are homeless, live withdisability, and those that are seniors; particularly with an emphasis on those living in poverty.We have noticed that in discussions around natural disaster response and recovery, the focus seemsto centre on property owners and there may be oversight in the unique needs that these groupsface. These groups do not necessarily have the capacity to evacuate on their own. In High River wesaw great response to those that were seniors and living with disability.

Those that are homeless face a very unique situation in terms of evacuation and response. In meet-ings with the City of Calgary, the floods of 2013 were a turning point for the worse in terms ofpoverty and that things have never recovered. We need to remember that in recovery, not everyonehas the privilege of insurance to cover off the property they lost. Those that are most affected arethose that are the most marginalized and disenfranchised. Their losses are hard to measure.We would like to stress that all disaster recovery and response needs to centre these groups asa priority.



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ADDITIONAL LESSONS LEARNED

RECOMMENDATION EIGHT:ADDRESS THE ROOTS BEFORE THE CRISIS HITS

In the event of a natural disaster, those who are marginalized in a community or who are of lowersocio-economic status are those that can suffer the greatest. Prior to the flood, High River was inneed of more affordable housing and the flood accentuated this problem. The community needsincreased access to affordable housing to help those of lower economic status be able to recoverrather than leave the community. This speaks to the need for communities to make social supportsand housing a priority without regard to natural disaster.

A more resilient community is one in which the necessary support systems exist prior to a disasterand in which all individuals have their basic needs met. A key goal in all disaster recovery or mitiga-tion planning should be to ensure that at minimum there is same or greater level of affordable and

subsidized housing available for all demographic needs following a disaster. As highlighted in theSendai Framework, “more dedicated action needs to be focused on tackling underlying disaster riskdrivers, such as the consequences of poverty and inequality” and this needs to happen through apeople-centred preventative approach. (Articles 6-7)

In the event of an emergency, conditions and policies should be made that put a cap onincreases to rent and basic goods. The increases of rental costs in High River resulted in a deepen-ing of the challenge of housing everyone in the community as well as influenced the departure ofmany residents, including seniors, who had made High River their home for many years. Housing is acritical issue that if there were a strong base of affordable accommodations, many of the challengesof meeting basic needs after a flood could have been mitigated.

In High River, when Saddlebrook (the temporary housing space) was closed and low income indi-viduals were moved to Cold Trail, housing was heavily subsidized for a short period and then withinmonths, residents were expected to pay the full rate. This group was not stably housed pre-floodand many are on income supports such as AISH. They don’t know what they are going to do and theroots of these issues exist pre-flood. There is a need for life skills among individuals. If resourceswere channeled into these community needs prior to the flood, it would alleviate the pressures postflood. The flood in High River brought to attention issues around social service supports.

There is a need for advocacy and income planning for those most vulnerable in advance, during andpost-disaster. It would also be prudent for communities to set up slush funds or savings for in theevent of a disaster. We need to think beyond property owners in natural disaster and think of those

that are renters and who are struggling with housing.


PHOTO CREDIT | Gov’t of Alberta https://www.flickr.com/photos/governmentofalberta/10177150326

“I h v f a my, dii ad lii huld b mad ha u a a ia ad bai od.”

https://www.flickr.com/photos/governmentofalberta/10177150326https://www.flickr.com/photos/governmentofalberta/10177150326


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RECOMMENDATION NINE:WHEN RESPONDING, THINK LONG TERM

Response and recovery efforts must prioritize strategies and processes which promote commu-nity independence and self-sufficiency. Due to an overwhelming focus on securing basic needs,recovery programs are often initiated which do not take into consideration the long term financialand emotional capacity of disaster victims. This leads to dependency and a difficult transition fromgovernment and non-profit support to community self-sufficiency. The promotion of communityindependence and self-sufficiency must be embedded in all disaster response and recovery effortsand programs. Recovery efforts need to be planned for up to five years to enable the appropriateresources and support to the community. Specific strategies could include:

• Hiring three staff for five years under the Disaster Recovery Program instead of six staff for

one year, allowing staff to build deeper relationships with community members and engage in

long-term recovery/community development efforts;

• Prioritizing fund development for all disaster response and recovery stakeholders through the

use of a fund development officer who provides stakeholders information about, and accessto, funding sources and supports them in this process. This will ensure continued support and

sustainability for their programs, services or efforts; and,

• Encouraging consistent self-evaluation and strategic transition planning to ensure the work of

all stakeholders remains relevant and effective.

RECOMMENDATION TEN:EMPOWER VOICE

An overarching priority of a rights based approach to natural disaster response and recovery is theneed to foster voice among disaster victims; to allow them an opportunity to voice their concerns,perspectives, experiences and ideas for positive recovery. The key to empowering the voice ofvictims is truly valuing their perspectives and implementing their ideas, granting them ownership anacting “with” rather than “for” them. Government agencies, non-profit organizations and communit

members must work as equal partners in the recovery phase. Victims must be treated with dignityand respect through the fostering of genuine relationships based on understanding, trust and theknowledge that, having experienced the disaster first-hand, they are in an ideal position to influencepositive recovery strategies. The use of participatory approaches to community decision making inrecovery should be applied.

Groups who are marginalized and vulnerable prior to disasters are likely to be severely affected andfurther marginalized. They must not be left behind and should be included in all aspects and levelsof disaster management including mitigation/prevention, response and recovery. Vulnerable or


“Rvy ff ed b land f u fiv ya abl h apia u ad up h mmuiy”


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marginalized groups could include seniors, persons living with disabilities, low-income individuals orfamilies, single parent families, newcomers, non-English speakers, and indigenous peoples.

In order to empower voice and build trust, it is essential that government agencies make it a primarprinciple to engage with local service agencies to address the needs of the community. These agen-cies have first hand experience and relationships in the community that can foster a quicker supportfor individuals in the community. External agencies are not easily trusted and are starting relation-

ships from scratch. There should be a transfer of trust in response efforts. Also a monthly meetingfor community members to come out and speak up would be a healthy form of engagement toensure community needs are being met. Placing listening as a fundamental principle for recoverywas stressed in High River as something that needed to improve.

RECOMMENDATION ELEVEN:PRIORITIZE THE HEALTH AND WELLBEING OF

CHILDREN AND YOUTH Children and youth, while resilient, can often suffer long term trauma in disaster that need to beconsidered in developing a response. Some key elements to consider in relation to children andyouth include:

• Comprehensive emergency plans must be developed by education institutions;

• Strong mental health supports should exist in all schools at all times. These must be

strengthened during times of disaster;

• Alberta Education and local school boards must loosen expectations regarding curriculum

targets, grade standards, school schedules and budgets to account for the financial, emotionaand psychological recovery of students, teachers, school administration, and in some cases,

school infrastructure;


“S mal halh up huld xi i a hol a a im. Th mu b hd dui im f dia.”

PHOTO CREDIT | Ryan L.C. Quan Own work, http://www.flickr.com/photos/ryan_quan/9147836698/. Licensedunder CC BY-SA 3.0 via Commons - https://commons.wikimedia.org/wiki/File:East_Village_Calgary_Flood_2013.jpg#/media/File:East_Village_Calgary_Flood_2013.jpg

http://www.flickr.com/photos/ryan_quan/9147836698/http://www.flickr.com/photos/ryan_quan/9147836698/


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• Extended allowances for external substitute teachers are necessary to promote the self-care

of teachers and school administration who have been affected by the disaster themselves or

are experiencing secondary trauma; and,

• Provide children and youth with safe spaces to voice their concerns, engage in positive

initiatives within the community and be involved in decisions which affect them.

• Utilize and embed the UN Convention on the Rights of the Child as a framework for allplanning and response.

Over our time on the project, the conversations often came around to how we can educate childrenand youth to be prepared for disaster. There is a need to build and deliver an educational programfor children and youth; something that the John Humphrey Centre for Peace and Human Rightswould be in a good position to do as an education organization.

RECOMMENDATION TWELVE:FOSTER TRUST AND TRANSPARENCY AMONG STAKEHOLDERS

In the event of disaster, stress can cause and accentuate challenges in relationships between thevarious responders including community agencies, law enforcement and all levels of government. Inpreparing for disaster, clear lines of responsibility, authority and communication should be in placeand a team of stakeholders brought together at least every year to review processes. It is essentialas well in this process that stakeholders are transparent when it comes to commitments, moneyallocations, resources and capacities.

RECOMMENDATION THIRTEEN:PRE-SERVICE TRAINING FOR ALLRESPONDERS

One of the critical needs in disaster response is to ensure there are a level of competencies andqualities within all first responders. Dignity, privacy and compassion must be priorities for firstresponders during immediate disaster response.

Volunteer first responders often arrive at disaster scenes with high energy and adrenaline, failingto be cognizant of the trauma, grief and stress that victims are experiencing. This can lead toeven higher levels of anxiety and trauma, as well as stripping victims of their privacy and dignity.Additionally, dignity and privacy must be maintained by media who are eager for coverage but maybe doing more harm to victims than good.



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Communities as well as the provincial government should build a “ready to go” volunteer teamof responders that have specific protocols to follow on site. They should have processes in placewhereby they debrief daily and participate in information sessions at the beginning of their shiftsto keep them up to date on information and changes. In disaster, things change by the minute andvolunteers need to go into the field with the most up to date and accurate information. This requirea strong network of communication in disaster which requires preparation in advance. These firstvolunteer responders should be prepped in advance by alerting them to what they need to be

aware of in terms of insurance to support victims but also to ensure they are not taking unnecessaryactions such as throwing out valuable belongings and protecting property as much as possible. Keyelements for volunteer training plans include prepping them on what’s needed, what’s appropriate,who is doing what, the safety of the resident, and safety of volunteers.

It was clear in the High River case as well that the DRP staff were ill-prepared and equipped todeal with the scale of the disaster as well as in an understanding of how to support the trauma andmental health needs of clients. While this is not their key role, they need to be prepared to deal witthe stress and how to treat victims with respect and dignity.

Training with law enforcement is also another area that should be developed. Law enforcement

officials need to be engaged to learn trauma informed practises, respect of private property as wellas consider embedding a community policing approach.

Communities can consider creating a checklist for the various responders which challenge them toconsider the needs of the vulnerable groups in the community.

RECOMMENDATION FOURTEEN:

ENGAGE IN FIRST RESPONSE TRIAGE

As a best practise, in the event of disaster, the front line responders need to embed an immediatetriaging approach for people affected by the disaster and ensure they get the appropriate supportthey need to move into recovery. This involves a necessary communication flow between those onthe ground and those making decisions. This approach ensures that the psychosocial elements ofdisaster and not having a home are supported.

A triaging approach would enable responders to recognize people with mental health issues andinvisible disabilities who may need extra support right from the start. These individuals are notnecessarily best supported in temporary housing and the approach should not be just about getting

‘heads in beds’. Communities should respond with professionals to recognize high needs, stress andcultural boundaries to ensure all victims are supported with dignity. High needs individuals can beplaced in stressful situations which further accentuates their challenges.



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RECOMMENDATION FIFTEEN:ENSURE SUPPORTS AND SELF-CARE FORFIRST AND SECONDARY RESPONDERS

Those that respond to disaster are often so passionate and committed to addressing the needs of

the communities that they often forget about themselves. One or two years post disaster, theseresponders can suffer incredible strain and stress from neglecting their own self care. In disasterplanning, response and recovery, it is essential that all agencies involved build a plan for caring fortheir staff and ensuring they have their mental, emotional, spiritual, and physical needs met.

RECOMMENDATION SIXTEEN:EMPOWER SECONDARY ACTORS TO SUPPORT

SECONDARY TRAUMA

In the event of disaster in a community, secondary actors can often find themselves playing asupportive role in recovery without the necessary supports or capacities to do so. Support shouldbe provided to business owners and employers in dealing with secondary trauma as communitymembers may come and rely on them for a safe place to talk or share their challenges. Schools andschool boards need to provide increased mental health supports to staff and students and needto be prepared for this additional stress. Faith Centres can also play a large role in supporting thecommunity and need to be prepared to support in the best way possible. These actors often have todeal with people’s stories and trauma despite not being trained to do so. This is an opportunity for

capacity building in the community and can involve pharmacists as well.

RECOMMENDATION SEVENTEEN:CRITICAL COMMUNICATION IS ESSENTIAL

When communicating in disaster, there are a number of key elements to consider. These include:

•

Direct people to supports and relaying information about evacuation locations, medicationsand healthcare, cleaning out homes etc through simple language and infographics;

• Ensure individuals/families with limited English skills and/or limited access to technology and

social media are not excluded from communication plans and procedures;

• Ensure that the media does not re-traumatize victims, invade their privacy or

spread misinformation;



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uman-centred

ik duiDr. Babatunde Osotimehin, Executive DirectorUnited Nations’ Population Fund

A w lok ahad, h vid dmad f h lbal mmuiy a m mhiv mmim a huma-d ada f dia ik dui -

a ada wh u i h ili f idividual ad hi mmuii.


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• Ensure communication plans are created and followed by schools and educational

institutions, especially where children/youth may be separated from their teachers,

school administrators and/or parents;

• Develop a “call-in” system where calls from concerned community members could be

answered by informed volunteers; and,

• Meet people where they are: utilize local congregation points, such as local coffee shops andgrocery stores, as communication hubs.

RECOMMENDATION EIGHTEEN:PROMOTE FINANCIAL SECURITY AND REDUCE STRESS,ESPECIALLY IN RELATION TO GOVERNMENT FUNDING

The Disaster Recovery Program was a major source of stress in High River and a number of lessonscan be drawn with an eye to promoting financial security and reducing stress on victims. The DRPshould consider the following:

• To address the rules changing and policy inconsistency, DRP should consider having a base

program for all that rolls out immediately and then this will allow time to respond to the need

on a case by case basis;

• Appropriate training for front-line DRP staff with an emphasis on maintaining dignity, privacy

and empathy. There should be staff authorized to make decisions on individual files;Policies

and programs must be consistent and well-communicated;


PHOTO CREDIT (Above) |Licensed under CC BY-SA 3.0 via Wikipedia - https://en.wikipedia.org/wiki/File:Okotoks_-_June_23,_2013_-_Local_campground_playground_after_flood-02.JPG#/media/File:Okotoks_-_June_23,_2013_-_Local_campground_playground_after_flood-02.JPG

PHOTO CREDIT (Left) | Canadian Press


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• Efforts should be taken to listen to the needs of community members and engage in

collaborative decision making which provides victims with empowerment and ownership;

• Allow DRP funds to be disbursed quicker through the use of advances with clearly

communicated expectations and accountability mechanisms;

• Ensure DRP staff are provided with mental health support and practice self-care, as they too

often take the blame for policies which they have no control over;

• The government should set up on an online tracking system for claims so people can verify

that information is received and know the status of their claim. It would take pressure off the

local DRP representatives and give people the peace of mind; and,

• DRP language is very complicated and is often too hard for someone who just experienced a

disaster, or someone with limited English skills, to understand.

RECOMMENDATION NINETEEN:DEVELOP COMPREHENSIVE DISASTER MANAGEMENT PLANS

Detailed pre-disaster plans throughout the community are necessary to mitigate the physical,emotional and financial impacts of natural disasters. Stakeholders should have thorough knowledgeof their plans, should ensure they are kept up-to-date and relevant, and should re-train staff on aregular basis (approximately every 2-3 years). These plans should be collaborative and integratedacross the community with school plans and hospital plans connected to the municipal plan.

The following are key aspects which should be considered in each stakeholders’disaster management plan:

MUNICIPALITIES

Multiple integrated alert system; communications strategy; trained first responders and serviceproviders; evacuation strategy; coordination and possible agreements with nearby communi-ties; agreements with the Province of Alberta (framework for response, key agencies, and lines ofcommunication and authority); fund development plan; community outreach team; potential mockdisaster every 2 to 3 years.

PROVINCIAL AND FEDERAL GOVERNMENTSStandards for contractors and builders and remedial processes for community members in the eventof problems with contractors and builders; establishment of clear lines of authority; communicationliaison procedures; partnership agreements with municipalities; plans for supporting the educationsystem and being flexible with curriculum and timetables; ensuring basic needs; hiring additionalstaff with the necessary skills, competencies and values; clear policy and procedures on what will becovered in disaster, what will not and how to claim. An effective education strategy for these policieand procedures should also be established.



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MEDIA

A clear strategy to respond in disaster with a focus onwhat flood victims should do and where they can getinformation. Attention to languages would also behelpful. Media should have a good relationship andagreement with municipal partners to ensure they are able

to effectively communicate and broadcast not just thedevastation of the flood to a broader audience, but whatpeople can do as victims and what people can do to helpsupport flood victims and the community in a meaningfulway. Inappropriate donations, such as wedding and promdresses, were a major challenge in High River and thisshould be part of an outreach strategy for media as well.

INTERNAL COMMUNITY AGENCIES

Office relocation; self-evaluation tool; fund developmentplan; partnership agreements with other agencies and

municipalities that clearly outline roles and responsibilities,how they will work together and lines of authority.

FAITH AGENCIES

How to provide psychological first aid; pre-made arrange-ments with other centres to bring in “substitute” clergy;arrangements for secondary meeting/congregation spaceswith other community buildings; be prepared to supportthe spiritual and mental impact of the disaster for monthsand years afterward; know when support is needed thatthe faith can’t offer.


POTENTIAL

ACTION ITEM:

One other key elementwhich came out of discus-sions in High River was theneed to think about funddevelopment and mobiliza-tion planning post disaster.It was suggested thathaving a fund developmentperson identified within the

municipality to play this rolewith community agencieswould be a valuable assetfollowing disaster andwould assist in reducingtensions around competingfor funding.

SCHOOLS

Evacuation plan with a safe meeting/reuniting point and roles/responsibilities for teachers andschool staff; communication system between school and parents; handy roll call and emergencycontact lists that are not on the computer; first aid kits and emergency food; pre-identified build-ing in the community that could be used as classrooms if needed; funding allocations for substituteteachers (up to 2 years post-disaster); scheduled debriefs; support to trauma in children and youthfollowing the disaster.


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CONTRACTORS | BUILDERS | TRADES

PRE-DISASTER • Government approved checklist to give to homeowners about what toexpect from a ‘reputable’ contractor.

• Establish a quality control monitor that can be on hand when a disasterhappens to assist with consumer protection and identify inappropriatebusiness practises (e.g. Mike Holmes).

• Professional association establish standards for operation in anatural disaster.

• Quality control monitor is dispatched to area to monitor and supportconsumers. They check contracts, are available to community membersfor questions, and give guidance and counsel.

• Municipality identify someone to focus specifically on ticketing, licensing,permits and inspections. Could tie to the quality control monitor.

• Ensure people have access to enough contractors or builders to getestimates on their work.

• Builders and contractors should have a warranty provision fortheir work.

• in the case of a flood, ongoing monitoring and follow up onmould testing.

IMMEDIATE

3 MONTHS -1 YEAR

1 - 3 YEARS

NATURAL DISASTERS REPORT 2015 | STAGES OF RECOVERY

PHOTO CREDIT | Stephanie N. JonesLicensed under CC BY-SA 3.0 via Wikipedia - https://

en.wikipedia.org/wiki/File:Okotoks_-_June_23,_2013_-_Local_campground_playground_after_flood-02.JPG#/media/File:Okotoks_-_June_23,_2013_-_Local_camp-

ground_playground_after_flood-02.JPG

STAGES OF RECOVERY: CONSIDERATIONS FOR...

STAGES OF RECOVERY

The following tables provide some “food for thought” for different stakeholders in the communityand what they should be considering at the various stages of planning, response and recovery.


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.

LAW ENFORCEMENT


PRE-DISASTER • Training in trauma response (trauma informed practise) which shouldinclude psychological and first aid preparation.

• Ensure there is a connected and positive community relationship.Embed a community policing approach.

• Balanced policy between safety and security particularly as it relates toprivate property.

• Hold the responsibility for safety for persons and property. Must ensure ahumanistic approach and quick action to remedy inappropriate responses.

• Ensure at this point that there is a monitoring of compassion fatigueamong law enforcement as they are busy and at front lines. Recognizeand support vicarious trauma of first responders.

• Increase staff.

• Cooperate with nearby enforcement.

• Be alert to risk of opportunistic predators - drug dealers, theft,organized crime and desperation of citizens.

• Take responsibility for any property damage done during first responseand expedite a response and support; claims through police should beexpedited rather than caught up in bureaucratic process.

• Apologize and reconcile for any conduct that negatively impactedthe community.

• Review and adjust work and stabilize plans.

• Community rebuild - recognize that increased authority during disaster/trauma can fracture trust.

• Training refresher needs to be built into ongoing cycle.

• Be more prepared with new knowledge and awareness.

IMMEDIATE

3 MONTHS -1 YEAR

1 - 3 YEARS

3 - 5 YEARS

5 - 7 YEARS

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COMMUNITY AGENCIES (INTERNAL/LOCAL)

PRE-DISASTER • Develop a disaster preparedness plan: what do we do when the office isgone? Develop a Plan B for office and communications.

• Have a self-evaluation tool developed.

• Build mutual partnership agreements with other agencies in thecommunity and the municipality.

• There has to be a willingness to collaborate with outside agencies as well(not a competition) for funding.

• Accreditation on emergency plan - good practises: understanding thatpeople will look to them to do psycho-social piece; preparing for funddevelopment impact; what you will encounter/what to expect and how itcan impact work; self care.

• Know your limits; ask for help when needed.

• Inform incoming response - share wisdom, share cultural awareness,connect with community influencers.

• Team work and collaboration.

• Act as a conduit of information for responders and government to clients.

• Build a timeline of expectations.

• Ask questions; talk; communicate; need both pre and post flood groups atthe table.

• Identify gaps quickly; seek resolutions that are sustainable.

• Transition and rebuild.

• Reassessment: re-evaluating mandate and resources; who you are haschanged - disaster reforms things; are we still relevant? priorities change.

• This is the let down period - funding being pulled for example; it isimportant to manage expectations.

IMMEDIATE

3 MONTHS -1 YEAR

1 - 3 YEARS



PHOTO CREDIT (both) | Public Domain Pictures http://www.publicdomainpictures.net/


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FAITH AGENCIES

PRE-DISASTER • Basic needs distribution plan.

• Disaster training (e.g. Psychological First Aid).

• Connect to other faiths (of course voluntarily).

• Ensure a plan to support faith leaders in disaster so they do not burn out.

• Interfaith agency meetings to spend time discussing role and how tomobilize. They have a responsibility for the existential piece.

• Provide temporary housing - Assess what are their resources, how theyare connected to the municipality, consider partnership agreements.

• Distribution of basic needs.

• Spiritual care/support for victims.

• Be prepared to move outside the walls of the church/temple/synagogueand meet people where they are at.

• Act as a safe place for questions.

• Have support faith leaders brought in.

• Build a timeline of expectations.

• Ask questions; talk; communicate; need both pre and post flood groups atthe table.

• identify gaps quickly; seek resolutions that are sustainable.

• Transition and rebuild.

• Reassessment: re-evaluating mandate and resources; who you are haschanged - disaster reforms things; are we still relevant? Priorities change.

• This is the let down period - funding being pulled for example; it isimportant to manage expectations.

IMMEDIATE

3 MONTHS -1 YEAR

1 - 3 YEARS



P H

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SCHOOLS

PRE-DISASTER • Evacuation plan.

• Safe meeting point/reuniting point.

• Communication system between school (children) and parents - must beable to prepare for cell lines down.

•

Transportation away from danger point.• Roles and responsibilities well defined for staff.

• Kit supplies, food in case stranded.

• Broad emergency plan where communication is the priority and teacherswith children (who stays with the ship? who does what?).

• Lists of children with key information should be up to date, off computer,ready to grab and go. Up to date emergency contact information.

• Identify other buildings in the community which could be used in eventof disaster.

• Alternate buildings designated and ready to accommodate

temporary classrooms.• Professionals to work with the children at their levels

(fears, memories, sounds); immediate responsibility and priorityand a very targeted approach.

• Schools up and running as fast as possible.

• Pool of substitute teachers; extended allowance for them to be away tofix their homes/take care of their own families. Funds should be allocatedby provincial and federal governments to allow for this support.

• Scheduled debriefs.

• Professionals to work with the children at their levels(fears, memories, sounds).

• Pool of substitute teachers and extended allowance to support them to fixtheir own homes and take care of families.

• Professionals to work with the children at their levels(fears, memories, sounds).

IMMEDIATE

3 MONTHS -1 YEAR

1 - 3 YEARS


PHOTO CREDIT | Public Domain Pictures http://www.publicdomainpictures.net/


W mu i u h udd ha fi u day. Ad w hav u ha fuu ai wi hav ay h i f u idii. I i a mat f - iv ibiliy, iv ai ad iv acuabiliy.” Mr Tadateru Konoe, PresidentInternational Federation of Red Cross and RedCrescent Societies

“


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HOMEOWNERS

PRE-DISASTER • Be prepared: stay kit, go kit, what would you grab?

• Safety plan for family.

• Know your insurance policy.

• Realistic expectations in case of crisis.

• Illegal basement suites - know the consequences• Content insurance in place.

• Know your contractor: right licensing; questions to ask contractor.

• Speak/reach out: self advocate or ask someone to assist you.

• Know your contractor: right licensing; questions to ask contractor.

• Speak/reach out - self advocate or ask someone to assist you.

• Self advocate.

• Self advocate.

IMMEDIATE

3 MONTHS -1 YEAR

1 - 3 YEARS

3 - 5 YEARS


PHOTO CREDIT | KEVIN PHILLIPS @ PUBLIC DOMAIN PICTURES http://www.publicdomainpictures.net/



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MEDIA

BUSINESSES AFFECTED

PRE-DISASTER

PRE-DISASTER

• Training about re-traumatizing people is necessary.

• Pre-templated disaster plan re: messaging (who, what, when, how).

•Know your insurance coverage.

• Ask: is your presence necessary? Harm vs. good.

• Directing people to supports (consistent messaging); clear and easy tounderstand communication.

• Consider language diversity.

• Considerate of your viewers/listeners.

• Aware of your power.

• Assess safety and liability issues.

• Messaging about “normalizing” experiences in the recovery process.

• Once business is up and running, training as a secondary support in thecommunity. Dealing with trauma and acting as a community bridge.

• Messaging about “normalizing” experiences in the recovery process.

Media can play a valuable role in ensuring people do not feel alone in thecommunity and that there are shared challenges. By sharing the stories,we can normalize the experience and foster broader community supportsand engagement.

IMMEDIATE

IMMEDIATE

3 MONTHS -1 YEAR

3 MONTHS -1 YEAR

1 - 3 YEARS




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MUNICIPALITIES

PRE-DISASTER • Have a detailed disaster plan in place: alert systems (multiple, integratedsystem that works regardless of potential barriers - i.e. no power, loudnoises, systems overloaded or down, language barriers).

• Think long term in plan.

• Demographics on hand to inform reaction.

• Keep plan relevant and keep people trained.

• Build a communications strategy and emergency lines.

• Set up a long term recovery group that is interdisciplinaryand intersectoral.

• Run town through mock disaster every 2-3 years.

• Have a trained team in place ready to respond with ongoingprofessional development.

• Agreement in place with province: framework for response for keyagencies and established lines of authority.

• Act as main central hub.

• Continuous, immediate stream of information.

• Specific debriefing and prepping schedules that are consistent.

• Community outreach team on foot getting out to educate and support.

• Long term recovery team active.


• Review and training cycle every year.

• Run through checklist - do we still have…

• Consistent and specific debriefing and prepping schedules.

• Fund development officer working with agencies to connect agencies

and resources.


• Review and training cycle every year.

• Run through checklist - do we still have…

• Consistent and specific debriefing and prepping schedules.

• Fund development officer working with agencies to connect agenciesand resources.

• Housing - lobby and work with government to restore affordablehousing units.

IMMEDIATE

3 MONTHS -1 YEAR

1 - 3 YEARS




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W iz ha ili m fm idividual

ad mmuii, ad w ed wk wih hm i h f ni wih hi w w ad aki whi f hi liv. Rdui ik ad vulabilii i a ha mu b wd, ld ad arid u by h l hmlv bi abu lai ha i hi mmuii.”Mr Tadateru Konoe, PresidentInternational Federation of Red Cross and Red Crescent Societies

“

EXTERNAL AGENCIES

PRE-DISASTER • Respect for internal agencies (foster agreements).

• ‘Mindset’ of coming into community to ‘learn and serve’.

• Meet people where they are at.

• Basic needs outweigh your agenda, don’t have an agenda.

• Come in with openness.

• Be clear on what you have to offer.

• Appropriate support offered.

• Teach advocacy.

• ‘Responsible to’ versus ‘responsible for’.

• Empower resident.


• Transition planning to leave area.


IMMEDIATE

3 MONTHS -1 YEAR

1 - 3 YEARS




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GOVERNMENT (PROVINCIAL & FEDERAL)

PRE-DISASTER • Disaster plan - promote accountability and quick response.

• Staffing - hire right staff and train and prepare them. Develop authorityand training in empathy - key skills include psychosocial, social work,human services, trades and structural advice.

• Creation of standards - clear lines of authority; communication/liaisonprocedures; messaging; limits and regulations around housing (i.e. freezeon rental increases).

• Partnership agreements with municipalities.

• Basic recovery package clearly articulated.

• Create and support education.

• Buyer beware education on contracts and building.

• Bring in neutral facilitator to connect agencies (internal and external) andtake lead on pulling together. Ask the right questions and establish who isan influence in the town.

• Listen; understand who is closest to the issue.

• Plan for a 5-7 year recovery.

• Create a recovery team/structure for regular connect/feedback/adjustment/communication. Allocate resources to this team and ensure acollaborative framework is put in place. This team should include:Aboriginal liaison, immigration/cultural broker, education, mental health,environmental protection, DRP administration, building trades, facilitator,fund developer/connector.

• Policy should be to hire locally.

• Recognize immediate needs and put funds here.

• Establish a volunteer and donations central command coordination.

• Volunteer preparation - work to have an immediate “how to” for cleaningthat is going to all volunteers and responders in home. Require training

and debrief for volunteers.

• Simple communications infographics.

• Specific allocation of resources to substitute teachers.

• Bring efficiency into procedures (recovery team and volunteer central).

• Mindful collaboration and allocation of federal money.

• Recognize that there will be problems with contractors. Need to prepareto have a remedial space for bad work (e.g. mould in home two years

later) or conflicts with professionals.

IMMEDIATE

3 MONTHS -1 YEAR

1 - 3 YEARS




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PROTECTION OF LIFE, SECURITY, & PHYSICAL,MENTAL AND MORAL INTEGRITY

• How often have public meetings been held?

• What methods of communications were used to invite residents topublic meetings? (was it all written? was it in English only?)

• What networks did you reach out to?

• What mechanisms for public transparency and accountability were put in place?

• Did you feel the evacuation process was effective?

• How far in advance were warnings?

• Was this adequate? (if not, how could it have improved)

• Is anyone in the community currently living in conditions where their health or safety may becompromised or at risk?

• Were there identified permanent space set up whereby the community could come in to dealwith insurance companies, home builders or the Disaster Relief Program?

• What mechanisms existed for people who were having problems dealing with their insurancecompany, home builder or Disaster Relief Program?

• Were families able to stay together while living in temporary housing?• How was the location of the temporary houses determined?

• How accessible were food and health services to those in temporary shelters?

• Who provided humanitarian assistance in the immediate response?

• Is there still a need for humanitarian assistance?

• What measures were taken to ensure access to clean water for victims?

• What food was provided for victims during the immediate response?

• What expenses did community members have to cover during the emergency?

• Where do people currently get their food?• Were victims able to access medical resources and medications during and following

the disaster?

• Were those living with disabilities able to access medications or medical support aids(wheelchairs, walkers etc)?

• What kind of trauma care and counselling support was provided to victims?

• Was there any unique support for those dealing with addictions such as alcohol or drugs?

• Were there any needed health education initiatives were implemented during and followingthe disaster to help spread disease?

FRAMEWORK FOR DIALOGUE

In order to guide our conversations with the High River community through a human rights lens, theJohn Humphrey Centre created a series of questions adapted from the Human Rights and NaturalDisasters: Operational Guidelines and Field Manual on Human RIghts Protection in Situations ofNatural Disaster, Brookings-Bern Project on Internal Displacement, 2008. It is these questions that

helped guide our conversation and bring forward the issues presented in this report.

HOUSING:

PROVISION OF GOODS AND SERVICES

NATURAL DISASTERS REPORT 2015 | FRAMEWORK FOR DIALOGUE


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PROTECTION OF ECONOMIC, SOCIAL, AND CULTURAL RIGHTS

PROTECTION OF OTHER CIVIL AND POLITICAL RIGHTS

• Has an audit been conducted of the damage and losses of the educational sector?

• What damage was done to buildings/facilities?

• Are existing buildings/facilities safe? Do they need repairs/reconstruction?

• How were teachers, administration and school staff impacted?

• How were students impacted?

• What supports have been implemented to assist in coping with this impact? Ex. psycho-socialsupport programs, disaster prevention programs

• Do children who have disabilities, as well as those who may otherwise be marginalized, have fullaccess to school?

• Have you had many complaints or concerns expressed by victims during the recovery process?

• How did you resolve these?

• Was there an official mechanism for which people could voice their complaints or concerns?

• Has there been damage to cultural and religious centres?

• Have these been repaired?

• Were there any special mechanisms put in place for the replacement of government documents?

• Were there any education campaigns to make people aware of how to replacegovernment documents?

• How did the flood impact employment in the community?

• Which sectors where most affected?

• Did businesses or employers offer any additional trauma or support to employees?

• Where there long periods of unemployment following the flood?

• Are there certain groups that have been particularly impacted?

• Did any type of violence or unlawfulness occur such as looting or vandalism?

• Were people made aware of what would happen to their possessions and property?

EMPLOYMENT:

EDUCATION:

PROPERTY & POSSESSIONS

NATURAL DISASTERS REPORT 2015 | FRAMEWORK FOR DIALOGUE


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HUMAN RIGHTS PROTECTIONS IN HIGH RIVER

Over the course of eighteen months, the John Humphrey Centre spent time in High River engagingin community conversations on disaster response and recovery. The dialogue was fascinating andrevealed the passion and commitment that all members we spoke to had for their community. Belowis a highlight of key take aways that we heard.

HOUSINGMany homes in High River experienced sewage back-up with up to five or six feet of sewage in theirbasements. According to the Town assessment, 52% of homes were affected. In some neighbor-hoods, this sewage sat in homes for up to 12 days.

Many individuals and families were still experiencing health and safety hazards in their living arrangements. Mold and poor air quality were still present and some families after well over a year continueto live in trailers or garages, rather than in their homes.

Many seniors were forced to move from the community.

A lack of subsidized housing priorto the flood contributed to a serioushousing shortage, with many peoplebeing forced to relocate and costs ofaccommodations sky-rocketing.

Initial health and safety inspectionswere often superficial and did not testfor air quality or mold, contributing to

health problems after homeowners had moved back in.

There were concerns expressed that the private sector company hired by the Government of Albertto assist in clean-up often caused additional problems by allowing unqualified people to clean-uphomes who did not have a thorough understanding of remediation guidelines and insurance qualifi-cations. They would often strip away too much of the home, deeming it uninsurable.

Many homeowners have struggled with efforts to rebuild or repair their affected homes. There hasbeen a range of financial exploitation and fear-mongering regarding the rebuilding of homes, particularly towards seniors. People were told that they must get repairs done within a certain amount oftime or they wouldn’t get insurance and many have been vastly overcharged for unqualified or poorquality repairs. Several unqualified people who had never done homebuilding or trades work weresuddenly claiming to be experts and those who have never had repairs done did not know how to

avoid this, nor are there remedy procedures in place for people to be able to seek redress.

Saddlebrook, the temporary housing created specifically in the aftermath of the flood, was locatedseven kilometers outside of the town in a wide open field. Saddlebrook allowed some individu-als to have a high quality of life that they had not experienced previously, however concern wasexpressed that the facilities were located too far from essential goods and services (disrupting theirdaily routines and forcing them to incur additional transportation costs), exacerbated mental healthissues, negatively impacted their privacy and increased their feelings of isolation.

NATURAL DISASTERS REPORT 2015 | HUMAN RIGHTS PROTECTIONS IN HIGH RIVER

PHOTO CREDIT | Resolute Licensed under CC BY-SA 3.0 via Commons - https://commons.wikimedia.org/wiki/File:High_River_damaged_Tracks_cropped.jpg#/media/File:High_River_damaged_Tracks_cropped.jpg


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Service providers talked about doing an analysis of the ‘costs of distrust’ in housing. They stressedthat the amount of money spent on policing misuse or overuse, which would likely be caught downthe road, was not efficient and not based on trusting the client. Trust is an essential element forvoice but the timelines and pressures make it hard to hear them.

Health care was strained with doctor’s offices and the hospital being affected by the flood.Prescriptions were lost in the flood and medications needed to be shipped in. Individuals usingwalkers, canes, wheelchairs etc often had to wait for extended amounts of time for replacements.

There was a second wave of assistance required with more middle class residents, who did notseek assistance previously, asking for it over the winter months when they had expended all theirresources and credit. People had tried to weather it out on their own and drained all their resourcesin doing so. Still into 2015, agencies were having first time clients come in needing support.

PROPERTY AND POSSESSIONS

In an effort to prevent the looting of guns from evacuated homes, police searched many houses inHigh River, however without homeowners’ knowledge. Many homes faced significant damage dueto doors being kicked down and homeowners felt violated. This negatively impacted trust betweencommunity members and the RCMP and the community questioned why doors needed to be kickedin when in fact many were left open.

Volunteers assisting with clean-up often threw out important family objects which could have beencleaned and restored. There was a lack of understanding of what could be salvaged and a tendencyto discard.

PROVISION OF GOODS AND SERVICESSeveral internal and external non-profit organizationsworked collaboratively to run the emergency operationscentre and engage in immediate clean-up.It was expressed by some that there seemed to be a lackof clarity and communication about where resources wereavailable right after evacuation. Those who were responsi-ble for communications in the disaster made valiant effortsand did a great job overall however we did hear from somethat they felt they lacked information. This is understand-able given the situation but something to consider in futurepreparations for disaster.

There was continued access to water thanks to communitymembers although boiling was required before consump-tion or use; pre-paid credit cards were given out to assistthose who had evacuated to buy clothes and food.

Citizens were unsure of air quality. Although air qualitymeasures were posted online they were difficult to readand understand.


POTENTIAL

ACTION ITEM:

In preparing for disaster,build in donation manage-ment and supports aroundmobility aids. Make this apriority in building a plan to

ensure mobility for citizensis an immediate need thatcan be met with prepara-tion.


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hitting hardest

e c o n o m i e s

vul

Han Seung-soo,Special Envoy of the UN Secretary-General for Disaster Risk Reduction and Water

“Iai iqualiy ma ha dia ik i ad i l im huhld, rii ad mi, hiti had h o ad m

vulabl ha i la abl . “


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Insurance does not cover overland flooding. A large number of people had to prove that their homewas ruined by sewage which posed a major challenge as many did not know to take pictures of theihomes during the immediate disaster. There was no clear place to seek help if residents did notunderstand their insurance policy.

DISASTER RELIEF PROGRAMAlberta’s Disaster Relief Program (DRP) is a federalcost-sharing process in which eligible residents, smallbusinesses, agricultural producers and municipalities canreceive recovery funding for uninsurable damage andlosses. At the time of the High River flood, DRP had fourstaff for 10,000 flood affected Albertans. It became thegreatest challenge for community members in their recov-ery efforts.

The purpose of the DRP was not communicated well to thepublic. Its intention is to meet needs, not return homes totheir original state. Consistently we heard that the rulesfrom DRP were changing and there was not consistency inDRP support. There has also been concern that the alloca-tion of DRP funds will be made public, potentially affectingthe privacy rights and social cohesion of High River resi-dents.

DRP paperwork was lengthy and complicated. Documentswere often lost, with people having to re-submit themmultiple times. Almost two years following the flood, DRP

still had not made its final decision on how much moneywill be allocated and to whom. A number of claims werebeing held up due to missing receipts of minimal value byclaimants.

DRP staff were underqualified and not authorized to makedecisions. This created frustrations on both ends anddelayed the DRP process even further. It also resulted ina lot of stress and anxiety for DRP staff resulting in signifi-cant turnovers and thus, lack of consistent support andapproaches.

DRP has since shifted to a case management model, offer-ing one-on-one support to individuals and families, whichhas been more effective.

POTENTIAL

ACTION ITEM:

The Disaster Relief Programhas set up an incredibly inte-grated online Community

Emergency ManagementProgram for municipalitiesto prepare for emergencies.This capacity for onlinesupport and assessmentsshould be translated into anonline integrated platformfor claimants to assess theirdamages, get informationon what they need to doand what information theyneed to collect, as well as tofile and monitor their claims.This could be a valuableresource tool for citizensand could take pressure offfront line staff.

“A h im f h Hih Riv flod, DRP had fu aff f10,000 flod affd Alba. I bam h a ha f mmuiy mmb i hi vy ff.”



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PROTECTION OF OTHER CIVIL ANDPOLITICAL RIGHTS

There has been a lack of remedial spaces for communitymembers to voice concerns. In many instances, they feelthat they have been stripped of dignity and privacy, havingto retell their stories to multiple agencies in crowded

offices in order to gain financial support. Some residentsexpressed that they did not feel that their perspectiveswere considered in decision making processes.

There was concern about government transparency.Policies were unclear and not effectively communicated.The government was not clear on their policies and did notadequately communicate their policy changes. Residentsand those involved in recovery were incredibly frustrated.

Information on how to replace lost or damaged documents was limited. This has severely impacted

the immigrant population who sometimes did not understand the application forms. The Filipinocommunity has been particularly affected, as they must travel to embassies in Vancouver andToronto to renew their documents and have a lack of resources to do so.

COMMUNICATIONAt the time of the disaster, there were not plans or tools to communicate for an emergency. Cellphone towers jammed which caused confusion and stress. There is now a system to communicatewithout cell phones as well as an early warning siren and alert system.

Concrete information in simple wording or infographics was needed to inform people on responseand recovery efforts. The media showed pictures of the flood but did not provide concrete or helpfuinformation to those who were experiencing it.

Some expressed a concern about accessing information in a language other than English despite kedocuments being translated and available at recovery centres.

Local media and social media were heavily used, with the mayor posting weekly YouTube videosand the town councillors being highly active on their personal Facebook pages. This posed a chal-lenge for residents who lost computers and for immigrants or seniors who may not be technologi-cally literate, English speaking or active on social media. There were consistent meetings in thetown to convey information and efforts by the community, however we did still hear that people

felt that they did not have the information they needed. This helps to inform future preparednessapproaches.

“C h w jammd whih aud fui ad . Th i a ym mmuia wihu h a w a a aly wai i ad al ym.”


PHOTO CREDIT | Alberta Solicitor General https://www.flickr.com/photos/albertasolgen/9208531021

https://www.flickr.com/photos/albertasolgen/9208531021https://www.flickr.com/photos/albertasolgen/9208531021


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PROTECTION OF LIFE, SECURITY AND POLITICAL,MENTAL AND MORAL INTEGRITY

It was expressed that marginalized communities (newcomers, seniors and those with disabilities)were often the last to receive information on evacuation registries and temporary housing.

The domestic violence shelter has seen an increase in people accessing its services; financial stress

and mental health issues have contributed to marital strains and health issues.

EDUCATIONSchools evacuation procedures were stressful and disorganized due to lack of information andpreparedness.

There has been an increase in teacherstaking leaves of absence a year postflood. Many teachers were affectedand had to deal with their own trauma,

as well as the trauma of their students.

Children experienced extensivetrauma and continue to exhibit behav-iour issues. Drug use has increased inhigh schools and behaviour problemswere coming out once school startedin September following the flood.

Holy Spirit Catholic School wasaffected and suffered damage. They

had to have classes at a communitycentre, then to portables and returned

to their building in March 2015. The Hearts and Minds Program has been integrated in all schools toaddress the mental health needs and trauma faced by children and youth. Alberta Health Servicesalso put Family Therapists in place.

EMPLOYMENTMany businesses were affected; many business owners did not know that they qualified for DRP intime and thus missed their opportunity to apply for funding.

Small businesses in High River formerly thrived off of town member’s disposable income which manypeople no longer have. These businesses, as well as the local economy, are suffering.

Many people are stuck in “limbo” not knowing how much DRP support they will receive and thus noknowing what the future holds financially.

Some businesses provided mental health support.

Many near retirees have lost all financial savings and are forced to re-enter the job market, withlimited marketable skills due to their age.


PHOTO CREDIT | Stephanie N. Jones Licensed under CC BY-SA 3.0 via Wikipedia - https://en.wikipedia.org/wiki/File:Okotoks_-_June_23,_2013_-_Local_camground_playground_after_flood-02.JPG


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CALL TO ACTION

There has to be a broader and a more people-centred preventive approach to disaster risk.Disaster risk reduction practices need to be multi-hazard and multisectoral, inclusive andaccessible in order to be efficient and effective. While recognizing their leading, regulatoryand coordination role, Governments should engage with relevant stakeholders, including

women, children and youth, persons with disabilities, poor people, migrants, indigenouspeoples, volunteers, the community of practitioners and older persons in the design andimplementation of policies, plans and standards. There is a need for the public and privatesectors and civil society organizations, as well as academia and scientific and researchinstitutions, to work more closely together and to create opportunities for collaboration, a

Natural Disasters Report 2015

Documents

Transcript of Natural Disasters Report 2015