Severe weather wreaked havoc across the U.S. last year. Hurricanes Beryl in Texas, Francine in Louisiana, and Kristy in California brought relentless winds and rain, and Category 4 Hurricane Helene produced catastrophic winds, rain, storm surge, and flooding across several Southeast states. Hurricane Milton followed closing behind hitting Florida a second time.
Helene caused nearly 4 million power outages and economic damage estimated to be as high as $200 billion, according to power management company Eaton. As home builders continue repairing and replacing what was lost during these storms, the new year has brought another rocky start as wildfires ravage California causing significant devastation.
“After disasters, housing recovery and rebuilding is a long multi-year process. Long after the initial response to many of these disasters is over, it is local builders, remodelers, tradespeople, and suppliers that are tasked with supporting the rebuilding of impacted homes and by extension, the lives of those homeowners,” says Jonathan Falk, director of disaster operations at the National Association of Home Builders.
“The length of rebuilding projects in their own local communities with the possibility of multiple events compounding can be daunting and emotionally straining.”
Below, Falk talks about his experience with last year’s disasters and ways home builders can prepare this year
How was it to lead disaster operations last year?
Leading disaster operations last year was incredibly demanding. With the National Oceanic and Atmospheric Administration recording 24 billion-dollar disasters, including the back-to-back impacts of hurricanes Helene and Milton, 2024 was an unprecedented year for natural disasters across the United States. Through the cascading events, the NAHB Disaster Team has had to stay agile, deploy new resources, and work closely with partners at all levels to meet the needs of impacted builders and communities.
Despite these hurdles, it’s been fulfilling to witness the resilience of affected communities and the unwavering commitment of builders working together to provide critical support and recovery efforts. In the aftermath of these disasters, members of the residential building industry from across the country reached out looking for ways to volunteer, provide donated supplies, or hold fundraisers to support response efforts.
What do you think builders learned in the aftermath of last year’s extreme weather events, especially in areas not normally prone to hurricanes and flooding?
A common adage in disaster planning is, “the question is not if, but when.” Unfortunately, this adage rang true for many areas across the country last year, especially considering the massive scale of impacts from Hurricane Helene. Many builders and companies that we have worked with in response to these events have expressed that they never thought these disasters and damages could occur in their own towns and communities.
The key understanding for many of these organizations has been that no area is immune to extreme weather. Regardless of where they are located, they must be prepared for the worst-case scenario. In the case of local builders and contractors, not only should they be prepared to weather the storm but also be able to respond to a possible surge of need for their particular specialty.
How do you think the 2024 storms will change builders’ way of thinking toward resiliency moving forward?
For builders and those in the residential construction industry, last year’s storms highlight the focus toward ensuring business resiliency and conducting continuity of operations planning. By placing the emphasis on protecting their operations, supply chains, and workforce from disruptions, they may be able to more quickly recover and continue serving clients in the aftermath of disasters.
How can builders better prepare for the next hurricane season and other extreme weather?
Throughout last year, the consensus we have heard from many builders and organizations involved in home building, especially in areas that do not traditionally experience these types of disasters, has been, “How can we be prepared for when this happens again?”
The answer lies in building a strong culture of preparedness throughout your business or operations, year-round. By integrating constant preparedness and mitigation measures throughout your organization, you can transform disaster readiness from a yearly checklist into a core function, that can leave you prepared, no matter the disaster.
Here are a few recommended strategies for building a culture of preparedness:
- Review any current emergency action, continuity of operations, or disaster recovery plans. Update and edit existing plans to account for any changes in organizational structure, personnel, location or asset-based specifics.
- Set aside dedicated time to engage your employees, subcontractors, and suppliers in a discussion regarding your disaster preparedness and safety plans. Ensure all those on the jobsite understand the plans, know where they can be found, and how they are implemented in the event of a disaster.
- Solicit feedback. Make sure all stakeholders feel empowered at all levels of the organization to share insights, ask questions, discuss potential risks, and offer suggestions.
- Train on any plans or processes. Consistent training throughout the year on your disaster plans will promote familiarity with the procedures listed and help to identify any areas of opportunity for further measures.
- Reach out proactively to those within your local network before the imminent threat of a disaster to discuss potential synergies, strengthen local capacities, or provide needed information and resources.
How can builders go a step further in natural disaster preparedness recovery?
As part of preparing for and recovering from natural disasters, it’s vital to prioritize emotional and mental resilience. Builders and contractors must often bear the emotional burden of the recovery process, witnessing firsthand the devastation and the struggles of affected homeowners. To support them, your planning should also incorporate available mental health resources and a strong internal communications plan to ensure those workers can navigate the possible emotional challenges of extended recovery efforts.
