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Tuesday, June 17, 2025

COLUMN: Long-Term Disaster Recovery is Less Provocative Than Response, but Just as Essential

It has always been a bit of a misnomer that all disasters are local.  A more accurate designation would be that all disasters begin and end locally.  In between, in large-scale disasters, state, federal voluntary, and private sector organizations fill a substantive role.  This includes long-term recovery.  There is no textbook-defined date for when each element begins and ends there role in recovery.  Most incorporate some long-term planning early in the response phase, and rightly so.  Eventually, one-by-one, the national and state resources, public and private, withdraw.  The remaining recovery then falls to the locals.  This makes the time and focus when all resources are still collaborating, in the trenches together, that much more critical. 

Long-term recovery after a natural disaster focuses on rebuilding communities, restoring essential services, and addressing the lasting impacts of the event. This phase can last months or even years, depending on the severity of the disaster. The roles involved in long-term recovery are crucial for ensuring that communities not only recover but also build resilience to future disasters. In ideal circumstances, communities build back better and greener as well. 

In the coming weeks as the immediate response to Helene and Milton wind down, we need to also understand and act upon the urgent and imperative phase of long-term recovery.   Long-term recovery is not as provocative as the response phase.  There are no longer volunteers and donations over-flowing.  There is, however, after a difficult response and wearisome initial recovery, plenty of exhaustion, fatigue, malaise, and sometimes even apathy.  Success in long-term recovery requires that everyone works off the same plan of action with clearly defined roles, from the beginning until the end of the disaster.   A certain key to success is forming a long-term recovery group.  Here are some of the key roles in long-term recovery that should be included in their plan: 

Government Agencies 

Federal, State, and Local Governments: Governments play a critical role in coordinating recovery efforts, providing funding, and ensuring that infrastructure is rebuilt. They may offer grants, loans, and technical assistance to affected areas. Agencies like FEMA and state/local disaster management offices work closely with other sectors to ensure recovery efforts align with safety standards and regulations. 

Urban Planning and Infrastructure: Local governments lead urban planning efforts, such as rebuilding housing, roads, schools, and hospitals. They ensure that infrastructure is designed to be more resilient to future disasters. 

Zoning and Land Use: Governments also play a role in reviewing land use and zoning regulations, possibly relocating residents from high-risk areas and enforcing safer building codes. 

Non-Governmental Organizations (NGOs) and Charities 

Humanitarian Aid and Development: NGOs often provide continued assistance long after the initial response phase. They help with housing, health care, food security, and employment support. Examples include the Red Cross, local charities, and faith-based organizations. 

Community-Based Recovery: NGOs work closely with local communities to provide tailored recovery plans. They help ensure that vulnerable populations, like the elderly and low-income families, as well as other historically underserved communities, receive attention in the recovery process. 

Mental Health and Counseling Services: Emotional recovery is critical. Many NGOs provide mental health support and counseling to help individuals cope with the trauma of the disaster and its aftermath. 

Private Sector 

Businesses and Corporations: The private sector contributes to long-term recovery by rebuilding commercial activities, creating jobs, and investing in local economies. Local businesses need to be restored or re-established to enable economic recovery. 

Public-Private Partnerships: In collaboration with governments, private companies may contribute to rebuilding infrastructure, such as through contracts for road construction or energy supply. 

Insurance Companies: The insurance industry is key to recovery, as individuals and businesses rely on compensation for losses to rebuild homes, replace assets, and restart operations. 

Health and Public Services 

Restoring Healthcare: Long-term recovery includes rebuilding and strengthening healthcare systems that may have been overwhelmed or destroyed during the disaster. This includes physical infrastructure as well as addressing public health needs, such as dealing with potential disease outbreaks. 

Education: Schools need to be rebuilt, and education programs need to address the trauma students may have experienced. Temporary solutions, like makeshift schools, are often part of the early long-term recovery phase. 

Environmental Restoration and Climate Resilience 

Sustainable Land Use and Ecosystem Restoration: Restoring natural environments, such as forests, wetlands, and rivers, helps to reduce the risk of future disasters, like floods and landslides. Environmental restoration is critical to reducing vulnerability and ensuring long-term sustainability. 

Climate Resilience: Disaster recovery plans are increasingly integrating climate adaptation strategies, recognizing that climate change may increase the frequency and severity of future disasters. Rebuilding efforts focus on creating structures and systems that can withstand future climate impacts. 

Monitoring and Accountability 

Oversight and Accountability Mechanisms: Monitoring recovery funds and projects ensures that resources are being used effectively and transparently. This also includes tracking progress and adjusting recovery efforts based on community feedback. 

Data Collection and Impact Assessment: Continuous data collection and impact assessment allow agencies to measure the success of recovery efforts and to apply lessons learned to future disaster preparedness and mitigation strategies. 

Economic Recovery and Livelihoods 

Job Creation and Economic Stability: Job creation and the re-establishment of livelihoods are critical for long-term recovery. This might include workforce training programs, small business grants, and microfinance opportunities for affected individuals. 

Rebuilding Agriculture: For rural areas, agricultural recovery is essential, as disasters can destroy crops, livestock, and tools. This includes restoring the land and providing seeds, tools, and training for sustainable farming practices. 

Community Members and Local Leaders 

Local Leadership and Advocacy: Community members and local leaders are essential in advocating for their community’s needs during the recovery phase. They provide a voice for those who may be marginalized or overlooked during larger-scale recovery efforts. 

Volunteer Networks: Volunteers play a significant role in organizing community recovery initiatives, rebuilding homes, and providing emotional and social support. 

Conclusion 

Long-term recovery from a natural disaster is a complex, multifaceted process that requires coordination among governments, NGOs, the private sector, and local communities. The goal is not only to rebuild but also to create stronger, more resilient communities that are better prepared to withstand future disasters. Each role plays a part in restoring physical infrastructure, social systems, and economic stability, while also addressing the emotional and environmental impacts of the disaster. 

In the end, all disasters begin and end locally.  How well they end depends on the collaboration and communication of the whole community. 

Dan Stoneking is the Owner and Principal of Stoneking Strategic Communications ,  the Author of Cultivate Your Garden: Crisis Communications from 30,000 Feet to Three Feet , the Founder and Vice President of the Emergency Management External Affairs Association , and an Adjunct Professor in the Communications Department at West Chester University.   

Dan Stoneking
Dan Stoneking
Dan is a strategic communicator. He is a writer. His expertise is born from experience, to include his role at the Pentagon upon the attacks of 9/11; as lead spokesperson for the National Guard in Louisiana during Hurricane Katrina where he represented 54 states and territories; responding to the earthquake in Haiti where he helped establish the first-ever international joint information center; creating a coalition with the private sector to implement the first-ever National Business Emergency Operation Center; voluntarily deploying to Puerto Rico within hours of Hurricane Maria’s impact as the lead spokesperson, and much more. Presently, Dan is the Owner and Principal at Stoneking Strategic Communications, LLC as well as the Founder and Vice President of the Emergency Management External Affairs Association, and an Adjunct Professor for Public Speaking at West Chester University. Previously, Dan served as the External Affairs Director of the Federal Emergency Management Agency (FEMA) Region 3, where he led an award-earning passionate team to improve information sharing and coordination between FEMA and the American public, to include media, private sector, as well as local, state and government officials during disaster preparedness, response and recovery efforts. As Director, he led his team through countless disasters, the Papal Visit (2015), the Democratic National Convention (2016), and the response to the Jan 6, 2021, attacks on our Nation’s Capital. That position followed and built upon a career in both the corporate and government arenas focused on strategic and crisis communications, to include roles at FEMA Headquarters as Director, Private Sector and Deputy and Acting Director of Public Affairs. Graduating from the University of New Hampshire, with a Bachelor’s in Interpersonal Communications, he later returned to the same campus and earned a Master of Arts in Teaching (Secondary English). Dan is a retired Army Officer and he taught High School English for two years. He is also the author of Cultivate Your Garden: Crisis Communications from 30,000 Feet to Three Feet, 2024. Dan lives in West Chester, PA with his daughters, Ivy Grace and Chloe Lane and their puppy, Fiji Isabella.

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