meeting the expectations of communities
DESCRIPTION
Presentation delivered at the Year of Humanitarian Engineering Workshop in Brisbane, 27 September 2011. Presented by Steve PascoeTRANSCRIPT
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• 29 people died in Strathewen valley • 80 out of 100 houses were destroyed • All community infrastructure destroyed
• Community owned hall • Primary School • Fire station • Cricket shed
• Roads blocked, bridges damaged • No power for 2 weeks, land line and mobile
services disabled • Natural environment devastated (initially) • Range of losses – pets and stock, history,
relationships, security, sense of place, …… • Community dispersed • Significant change in community dynamics
Community Impacts
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• a fortunate life • adrenalin – fair and foul • never underestimate the value of a clean pair of
undies • learning to be helped •perspectives on material aid
• overwhelming and life changing experience • recovery is very long term
Some personal learnings
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Immediate needs in the built environment
• Hazards and make-safe • Food and water • Safety and security • Emergency accommodation • Access to properties • Communication - mobile phone and internet • Community infrastructure – e.g meeting spaces • Power, gas • Recovery management infrastructure
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Short to medium term needs in the built environment
• Transport and access • Food and material distribution infrastructure • Drainage/sewage • Temporary accommodation • Reinstate or workaround? • Continue ‘make-safe’ • Retail/commercial facilities • Supply chains • Accessing resources
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Long term needs in the built environment
• Don’t just rebuild what was there before • Identify opportunities to ‘build back better’
• Upgrade infrastructure • New facilities/services • Sustainable and resilient
• Community infrastructure • Government administration infrastructure • Long term recovery infrastructure
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Working with Emergency Impacted Communities
Normal people in abnormal circumstances not disabled probably disoriented almost certainly overwhelmed
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Working with emergency affected communities
• Emergency impacted people do not become panicked, aimless or stupid. Indeed they become more focused and more innovative
• Emergency managers who work with affected people, rather than around them, will have far greater success (and an easier life)
• Community knowledge and expertise is priceless and is readily available to those who take the time to ask
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Allow/facilitate communities to re-establish
• Enable access and egress – no lock downs
• Get people back home as soon as possible • Clear information on what to do next • A bit of help with essential needs (but no junk!) • Assistance negotiating relief/recovery systems
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Recognise, develop and support community based systems
• Identify existing community structures • Facilitate legitimate and effective community
representation - Avoid the ‘loud, angry people’ - Community leaders will emerge
• Utilise local systems for relief and support • Initiate/support community based communication
systems • Supporting rather than controlling • Recognise that consultation is a ‘long conversation’ • Ensure inclusive approaches • Realistic, community based time lines
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Managing/controlling bureaucracy and politics
• Make long term commitments rather than short term promises (“we will rebuild what you had”)
• Recognise the range of loss • Collect information once • Establish effective coordination • Establish genuine partnerships • Accept that recovery is long term
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The ‘take home’ messages • Recovery is about people • Think of what humans need, not what is easiest,
most practical, or looks best on paper • Engage with communities (get help if you need) • Community recovery is very long term - allow for
this
Remember that you are part of community - there is no ‘them’
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