What Can Philanthropy Learn from Nonprofits’ Leadership on Hurricane Helene Recovery?

Nonprofits work both in and for their communities; their teams were significantly affected by Hurricane Helene. Many staff and volunteers experienced trauma, mourning losses and going without power or water at home while still showing up to meet urgent demands and help people in their communities rebuild. In fact, organizations reported staff capacity as the greatest obstacle to their recovery efforts, with half of survey respondents describing that issues such as burnout are hindering the recovery process. As a nonprofit executive director in Transylvania County put it:

Foundations led the way in providing immediate support: 63 percent of nonprofits reported receiving disaster assistance from a foundation, while fewer than 10 percent received aid from FEMA or state or local government. The quick infusion of funds helped nonprofits keep their doors open when communities needed them most.

Yet, months later, many organizations were stretched thin navigating staff burnout, capacity challenges, and funding shortages. More than half of responding organizations need more funding and more than a third needed mental health support for staff. Even organizations that suffered no physical damage from the storm still faced major financial and operational strain — further evidence that long-term recovery requires deep, multiyear commitments.

We must create and strengthen partnerships to build resilience. Nonprofits, government, funders, and community members are all collaborators.

Nearly 60 percent of responding nonprofits created new partnerships as a result of Hurricane Helene. Some forged new relationships with the local government to help coordinate and distribute aid. Others secured new partners to help them get or store emergency supplies. One Transylvania County nonprofit leader attended local meetings to build ties with elected officials, noting:

Philanthropies can and should support efforts that connect nonprofits with local businesses, public agencies and regional coalitions. Supporting convenings, training, and even informal discussions between these organizations can help nonprofits raise awareness about their work, navigate funding streams, attract new capital and coordinate disaster planning.

I believe these efforts have never been more important given the unprecedented federal policy shifts we have seen over the last year. These changes and proposals — including pauses and cuts to federal grants, new rules for grant eligibility, the elimination of DEI programs and shifts in immigration policies — affect how organizations operate and the communities they serve. These cuts impacted more than half of survey respondents; 54 percent made at least one change to their operations, programs, or staffing.

A clear strength of philanthropy is that we can bring staying power to an issue and provide long-term support that is not constrained by an election cycle or economic downturn. That said, our resources cannot fill every gap created by public funding cuts. Partnerships and collaboration across sectors are absolutely essential for the long-term. 

Investing today to build stronger communities will help us stand up to the next storm. This requires taking a broad view and addressing the barriers that keep people from thriving.

Nonprofits across Western North Carolina saw firsthand that this disaster did not impact all communities equally. People living in poverty, in our most rural areas, and without stable housing were hardest hit and in greatest need of resources to recover.

With that in mind, they are taking a broader view of the relationship between disaster recovery and advancing equity in the region. Nonprofit leaders remain committed to serving everyone effectively, but identify clear needs to do so: increased funding, stronger peer and mental health supports, and sustained investments in organizational resilience. A nonprofit leader in Burke County shared:

It’s important for philanthropy to help nonprofits meet these needs by giving organizations the flexibility to map their path as they see fit. Organizations continue to need both programmatic and general operating support. But survey respondents were clear about their need for other supports that we as funders haven’t always supplied. A few examples include resources to improve their fundraising skills, networking with and learning more from peers, addressing staff wellness, and telling the story of their work to decision-makers.

As I drive through the communities of Western North Carolina today, I see the strength, perseverance and hope that I’ve always known exists here in our mountain home. Main streets are coming back, houses are being rebuilt, neighbors are gathering again. It’s heartening.

There’s no quick fix to disasters. The organizations we partner with deserve and will need long-term support to continue their leadership roles in our communities.

With disasters happening with greater frequency and intensity across our country, we must hear, elevate, and apply the lessons we learn from nonprofits to our funding strategies. When we do, we’ll promote the growth and unity we need to ensure cities, towns, and rural places thrive for generations to come.

Dr. Susan Mims is president and CEO of Dogwood Health Trust.