By Pete Baston
When you have been impacted by a disaster of any kind you are frightened, scared, often very angry and the last thing you need is to fill out forms and answer numerous questions from strangers clamoring to HELP you. So why is it that the majority of our disaster assistance and recovery programs at all levels fail to understand that emotional issues can seldom be resolved by analytical processes?
At a hazards mitigation conference I once attended, one subject kept coming up (albeit often in side conversations): how can we do better with natural hazards preparedness and mitigation? At all levels of government and private industry, the fact that billions of dollars are being spent annually often with very little result is becoming a major concern. That the largest risk companies now estimate that the cost of hazards damage is starting to become incalculable is scaring even the wealthiest countries. The big elephant in the room was the fundamental question of whether it is even possible to understand a subject with massive emotional dynamics through analytical means.
Should this be approached in a very different way? Any victim of a disaster in which their world has imploded in 5 minutes is naturally frightened, upset, and scared. To introduce a program of any kind, no matter how well-intentioned, that does not explicitly recognize this adds additional trauma, leading to complex issues lasting for years.
Two of the presenters at the conference made a huge impact: elders from the Chitimacha Tribe of Louisiana; and Sallie Clark, a Commissioner for El Paso County, Colorado. Their messages were different, but interconnected. In sum, they both stressed the importance of knowing your community and reacting in both a human and efficient systems way, or as Sallie stated so eloquently “Yes, indeed we need to be efficient in our response to a disaster — but let’s not forget that sometimes they just need a hug.”
The Chitimacha (Sitimaxa, “people of the many waters”) are famous because when the FEMA team got to their reservation three weeks after hurricane Katrina, they had already taken care of most of the damage. Communication in the tribe took place mostly by word of mouth, with CB radio assistance. Within 24 hours after the storm had passed, all 1,100 members of the tribe had been contacted by a tribal council team and all needs, both physical and emotional, were being attended to. Rebuilding had started, and in many cases was complete. A major focus of the tribal council was on emotional support, and this ran consistently throughout everything they were doing.
Sallie was doing something similar after the 2012 Waldo Canyon fire devastated her Colorado Springs community. That wildfire was one of the most destructive in Colorado history. It took two lives, destroyed 347 homes, forced tens of thousands to evacuate, and insurance claims topped $450M. Sallie’s response: identify everyone impacted, ensure they have a case officer attending their needs both physical and emotional, and simply make sure they have a shoulder to cry on. She personally drove to evacuation shelters and made sure this was being done and gave anyone a hug who needed it. A truly shining example of “WE CARE!”