Disaster Preparedness Must Evolve

David Canavan
Jul 25
3 min read

Updated: Aug 4

Why and How to Strengthen the Homelessness Response System

By David Canavan | July 2025 | Presented at the National Alliance to End Homelessness Conference

When disaster strikes—whether in the form of hurricanes, wildfires, pandemics, or extreme weather—it doesn’t just test emergency systems; it reveals where they can be strengthened. One of the most overlooked populations in disaster preparedness and response is people experiencing homelessness. These individuals are not only more vulnerable to harm, but often excluded from plans designed to mitigate that harm.

This year, at the 2025 National Alliance to End Homelessness conference, I shared this message and offered a series of solutions that jurisdictions can implement to ensure more effective disaster preparedness strategies.

Why People Experiencing Unsheltered Homelessness Are More Severely Impacted in a Disaster

People without stable housing face disaster in uniquely severe ways. The challenges they encounter include:

● Lack of financial resources to support recovery

● Increased vulnerability to community health threats

● Loss of identification documents, complicating access to aid

● Response personnel who are unsure how to support their unique or complex needs

Traditional congregate shelters used in disaster response are often chaotic environments with rigid rules and a lack of privacy that can strain individual resilience. Meanwhile, non-congregate shelters (like hotels) may isolate individuals further, especially if placed far from familiar services or transit. Without necessary resources and well designed systemic support, unhoused populations are at greater risk for increased harm during disaster response periods.

Two Core Goals for Strengthening Your Disaster Response

To reduce harms and improve the quality of disaster response for vulnerable populations, homeless response systems should focus on two essential goals:

Skill Development: Clarify the expectations of each role within projects, align on how training and resources will be delivered and set expectations along the way. Sample scenario planning could include questions such as:
1. Agency Executives: Can your agency make payroll if grant reimbursements are delayed?
2. Site Managers: Do you know how to operate without power, email, or outside help for 72 hours?
3. Frontline Staff: Are frontline staff prepared for extended shifts? Do they have the medications and support they need?
4. Residents/Clients: Do residents know how to stay informed or safe when hospitals and public transit are offline?
Partnership Development: Establish trusted relationships with local emergency response officials to align systems and goals before disaster strikes. During an emergency, there is no bandwidth to build these relationships. Homeless response systems should:
1. Identify and connect with key emergency response contacts (e.g. first captains, emergency managers, elected officials).
2. Understand the roles and capabilities of the disaster response system at a local level.
3. Clearly define and communicate how skilled homelessness response practitioners can support our colleagues in disaster response.

Be Aware: Cultural Competence and Compassion Matter

Beyond logistics, effective disaster response depends on demonstrating shared values and cultural awareness. Staff who share language or common experiences with survivors can play a pivotal role in helping them feel safe and seen. While values within a community may not always align, there is usually a consensus on the shared goal of reducing suffering and fielding the most effective response possible.

Final Thoughts

People experiencing homelessness deserve protection, dignity, and inclusion in all aspects of public planning—including disaster preparedness. In addition to creating increased risk of harm for vulnerable populations, a lack of preparedness can also strain response personnel capacity and systems ill-equipped to deal with their unique needs. By investing in skill-building, forging cross-sector relationships, and leading with compassion, we can ensure no one is left behind when crisis strikes.

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