2013 Flood Evacuation - Managing risk inherent in housing an aging population

1. 2013 Flood Evacuation - Managing risk inherent in housing an aging population “We knew it [the flood] was happening, but I couldn’t have gotten out by myself. Thank goodness Silvera took care of us.” – Aspen Community Resident

2. Our Vision Silvera will be the leading advocate and caring provider of affordable homes and services for seniors to live in place with dignity.

3. What we do Serving - 1,500 Calgary Seniors 16 Independent living communities 9 Supportive living communities (Provide meals, activity, support services, most have homecare)

4. Who are our seniors Average age 85 Range from 65 – 105 years old Mobility challenges, many with walkers/some motorized scooters, canes Many on oxygen, most on multiple medications, numerous with incontinence issues Memory loss, some early dementia Many with limited family supports All lower income

5. What we do Supportive Living Communities Independent Living Communities Aspen - Bow Valley Lane North East Alder Court - 20 Avenue North West Beaverdam - 66 Ave South East Austin Nixon - Elbow Drive South West Bow Valley - Bow Valley Drive North East Beaverdam Place #1, 2 - Crestwood Road SE Confederation Park - 21 Avenue North West Bow Valley Townhouses- Bow Valley Drive NE Shawnessy - Shannon Place SW Boxwood Place - 28 Avenue SW Shouldice - 19 Ave NW Chestnut Grove - 4 Street NE Spruce - Bow Valley Drive NE Dream Haven - 8 Ave NW Valleyview - 19 Ave SE Elmwood Court - 63 Street NW Westview - 45 Street SW Friendship Manor - 33 Street SW Gilchrist Manor - 56 Street NE McCann Court - 21 Ave NE Mountview Apts - 16 Avenue NE Queens Court - 47 Street SW Shouldice Manor #1, #2 - 46 Street NW Willow Park on the Bow - 11 Street NE

6. Flood hits – Silvera’s response timeline. Late afternoon in June…. Flooding in Canmore Silvera: all management meeting called to discuss “what if” , risks, notice to residents, deploy staff , watch and respond… 10 pm Evacuation called by the city – 5 Silvera buildings in Bridgeland- manage the evacuation Door knocking to all residents (tracking with note pads marking doors) Residents prepare for 3 days (meds, clothes, hygiene care needs) Notice to families/friends/emergency contact to pickup wherever possible and plan to keep resident for minimum 3 days 10 pm – 3:30 am Calls to police to determine arrival of city buses Alternate plan to evacuate - one building upper floor, backup generators for elevators, Vital Air, machines and oxygen tanks Calls to Apex pharmacy, home care to be on site Move seniors off tanks (save oxygen) to their machines wait for buses 9 pm Set up call centre in main office (not in community) Coordinate emails and calls to centre to ensure calls are dispatched (not stuck in voice mail) Immediately focus on trying to block-book hotels so we can get out of evacuation centre to stabilize and keep homecare supports in play Calling for alternate buses (in case city can’t help) Calls to staff to prepare for alternate site support – redeploy to hotels Building status (what are the unique limits of the sites – no elevator back ups, basements, etc.) Team to monitor building and prepare with back up generators and backup sump pumps

7. Flood hits – our response. 3:45 am: Buses arrive – load seniors and evacuation staff 4 am - Friday morning - Up to COP evacuation Centre Loading buses ( kneeling buses - most seniors with walkers) Staff at other communities preparing basic emergency food for residents (support for COP) Staff working on securing non-city buses to get seniors from COP to block-booked hotels List of residents planned for hotels – to notify family if continuing to pickup, homecare deployment Friday 11 am -All residents transported from evacuation Centre to block hotels Residents coordinated to hotel Communication hotel and residents to Apex Pharmacy and CBI Homecare and Vital Air Call centre completing staffing schedule – hotel and also re-staffing for plan for return to Communities/Lodges

8. Flood hits – our response. Sunday City lifts evacuation Residents on their own and those with friends/family trying to come home : lock down buildings Silvera over – rides evacuation being lifted Communication to websites /Notices on all buildings – SILVERA WILL CALL the lift for its own buildings Re- entry plan: Confirm safety of all building Ready Communities and re-develop staff models for Lodge/Communities to reopen Re-coordinate with homecare for hotel transition and plan for back to Silvera Communities Communication to families (website) when we would receive residents back Coordination of hotel pickup (staged with our own) Staff support to help leave hotel Maintain call center operation (Thursday – Tuesday 8 am – 8pm) Monday 10am - lost power Re-evacuate residents.

9. Flood hits – returning home. Tuesday – Re-launch – Welcome home (re-entry) Hotels first, Homes second Check in to each Community Coming home letters for all residents and family thanking and re- enforcing our values. Visible Silvera leadership Maintained our call centre for any ‘post return’ calls to 8pm POST FLOOD Dealing with Resident trauma Thank yous Post Flood Newsletter DOCUMENT Timeline and Debrief CELEBRATE SUCCESS

10. What went well Resident: Staff know residents both SL and IL Relationships with partners (CBI (homecare ) and pharmacy and Vital Air) Communications: One lead on communications managing it from start to finish Use of Website and social media Ability to communicate real time – versus managing calls (family went to website for status and direction for return) Preparing continuous updates and key messages to those staffing the call centre – continuity of message Keeping residents informed

11. What went well Staff - Strong Culture of caring and team: Having the Leadership/Management discuss/ready with ‘what if we are impacted” - assessing risk Staff fully engaged Clear roles - stick to their new task/role (not stepping on each other) Communicate immediately – who is in charge (and any change in command) Have a backup to key roles Remember your staff are affected too (EAP benefits) Not everyone is at the heart of the crisis – shift out Control Centre: Setting up a control/call centre (off site – out of the crisis)

12. What went well We know our residents care needs Communication with partners Our buildings (your homes) - our decision We have strong leadership which meant people knew their strengths and had the ability to mobilize Culture of trust and facing challenges as a team We had made SAFETY a priority in our organization which includes KNOWING YOUR RESIDENTS. We had invested in our IT, website and technology (websites, Blackberries for Management/key roles) Having website and ability to upload real-time information (resident and staff updates ) Being able to work virtually Group directories set up to communicate within key groups (all CRMs, All Directors)

13. What went well Post flood: Have staff track timeline and key actions/changes (control centre) Debrief as soon as possible Document processes (improvements) Revise processes and develop training to support ability to better respond Regular training ‘real response ‘ practise Acknowledge and be leader present: Thank staff – build team and ‘one’ culture Communicate to all staff throughout the emergency Communicate to the residents Communicate to families Monitor the aftermath of trauma – EAP for staff, Health and Mental Health care for residents dealing with stress Celebrate success : Thank everyone

14. What did we learn Learning as we went and in hindsight. Staff: Set maximum shifts (safety) Call centre – rotate staff as this post is extremely emotionally challenging One lead for all public communication Back up key roles: Chief in charge – Second in command Backup to building maintenance (maintenance can tend to work all hours and no one see them) Service Director , Community Managers – not all in at the same time (its not all hands on deck 24/7) Support the staff - EAP Back up to on site managers and direct service staff

15. What we learned and/or could improve Continuous improvement – based on some learnings… Knowledge of the flood/risk zones - Condition of buildings limits risks (i.e. no elevator backup) FOIP – constant updates for resident emergency contacts (reality that contacts pass/also have memory loss) Virtual access to employee information – staffing schedules Having emergency plans for multiple IL/SL sites not just single sites Crisis Communication Plan and team – re-establish roles/responsibilities/members Major Emergency toolkit at each location Manage staff overworking risks – maximum shift durations (maximums) Chain of command and roles Define core service – must haves of temporary housing (some hotels will not work for seniors) Technology to record and re-record resident locations as they shift

16. Questions you may ask yourself/organization? Can you carry on day to day business in a crisis/disaster? Do you know your residents (special needs) What do you think are your core or essential services? What do you need in place to ensure continuity of services/operation? Do you have peak service timeframes therefore peak staffing? What is our maximum tolerable outage? Where are your records? (Client records, POA, NOK, Emergency contacts, medical records, homecare files) Where are your staff records? (Contact information) Do you know your Buildings? Evacuation procedures for each building? (single building, multiple buildings) Muster points, safety equipment Back up elevator generators, sump pumps, fire suppressants, alarms, master keys, emergency lights Do your staff feel confident? Know their roles in an emergency, procedures, have they practiced Do you have ongoing training for emergency – have you fully evacuated – “go live” Do you have established partnerships? Hotel, role of other partner NGOs/housing, share staff, service support for care needs

17. Thank you