The role of Neighbourhood Houses in disaster management

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Presentation transcript:

The role of Neighbourhood Houses in disaster management A presentation to the Committee of Management

Impacts of disasters on the local community 2015 Wye River – Jamieson Track fire The December 2015 Wye River bushfire has had a profound impact on the local community. The State Government’s incident review report highlights the importance of the planning and management of arrangements that ensure the safety of communities during an incident. The immediate response to ensure community safety included: Communications Evacuations Community meetings Planning for safety of vulnerable community members Arranging relief centres Local government and DHHS manage and coordinate recovery services. These are ongoing by the Colac Otway Shire through ‘WyeSep Connect’. A community group recovery survey found access to courses on emergency management and community noticeboards are amongst the priorities for the recovering community. https://knowledge.aidr.org.au/media/2149/reviewoftheinitialresponsetothe2015wyeriverjamiesontrackfire-1.pdf

Where do Neighbourhood Houses fit in? Given the increasing regularity and severity of natural disasters, developing Australia’s capacity to withstand and recover from them is critical. The National Strategy for Disaster Resilience states that “community organisations are at the forefront of strengthening disaster resilience in Australia as it is to them that Australians often turn for support or advice”. Neighbourhood Houses are an example of such an organisation. NHs are informal, non-threatening and nurturing environments NHs are connected to their local communities – including isolated and vulnerable members NHs can connect people to services

Unique capacities and capabilities Neighbourhood houses: Provide and distribute information on services available to the community Provide interaction, support and contact for transitioning population Have a trusting relationship with the community and understand needs Provide a safe and comfortable space Facilitate relationship building through meetings and activities Have recurrent funding ensuring continuity Are flexible and responsive

These are all important factors of community resilience. Building and growing these services by ensuring NHs are prepared and able to respond to natural disasters will enable continued community support, especially for vulnerable members.

Community Engagement Model for Emergency Management The National Strategy for Disaster Resilience emphasises community engagement and the importance of understanding the diversity, needs, strengths and vulnerabilities within communities. Neighbourhood Houses engage with and understand the communities where they are located – this local knowledge is extremely valuable in emergency preparation, response and recovery.

Disaster Management Cycle

Strengthening our role in preparation Education of community The CFA provides community awareness, education and safety programs and well as education resources Red Cross REDiPlan session DEPI Fire Learning Network Program Incorporate into other training e.g. basic computer skills (fire safety) SES Fact Sheets Take part in council emergency management training Reach out and link to other agencies Such as: CFA, SES, Red Cross, Local Council Foster cross-membership and volunteering Formalise role through EMP – as a link between community and State level ‘command and control’ emergency services

Strengthening our role in response and recovery Provide access to building - create a MOU between the NH, other NHs, and the building owner (usually local government) Communication of critical information Information to emergency services about community needs Information on services to community Be aware of issues such as family violence after a disaster and post traumatic stress disorder Support and listening Share experiences between NHs

How to achieve? Build and strengthen relationships between Neighbourhood house networks and emergency service organisations/ agencies/ council

Example Buchan Neighbourhood House (BNH) Alpine Fires 2003 During two months of summer fires BNH became a ‘nerve centre’ for this isolated area and played a pivotal role in the recovery process BNH coordinated and acted as a clearing house for donations and assistance from a variety of sources Partnered with the local Bush Nursing Centre Collect and tagged appliances damaged by the ash-polluted water supply, these families received compensation from the local water authority Has since been building an accessible resource library on fire issues and prevention for the community Has played a similar role in natural disasters since including drought and flood https://www.nhvic.org.au/documents/item/559

Example Lorne Community House (LCH) Great Ocean Road Fires 2015 In the aftermath of the Christmas Day fires that hit Wye River and Separation Creek, LCH became a safe haven, providing the community and extended community with emotional support LCH opened the day after the fires despite Christmas period closure, putting additional programs in place Effects of the fire were widespread and lasting, with community members continuing to utilise the LCH in the following 18 months as they resettled Formal disaster management organisations (DHHS, Red Cross and local foundations) received additional funding for emergency response, however, no funds were made available for the LCH LCH experienced internal issues with under-reporting of time spent on the fire, with an increase in hours each week for the first term A key learning is recognising the unpredictability of many different variables in planning for natural disasters https://www.nhvic.org.au/documents/item/559

Proposed next steps Committee of Management Approve approach for our role before, during and after a disaster to define what we will and will not do at these stages Formally review and approve disaster management plan ‘Don’t Panic’ annually. Network Consider disaster vulnerabilities in each area and create a community education plan – share resources Meet with relevant council staff member to discuss a cohesive approach to emergency preparedness

Questions?