After a natural disaster strikes, the process of disaster recovery is overwhelming. With so many moving parts and different groups of people involved in building a successful program, recovery can be more than daunting. Case managers, construction workers, project managers, program administrators, government agencies and the damaged homeowners themselves all must effectively coordinate, communicate, and work together to reach the ultimate goal of community rehabilitation.
When Superstorm Sandy ravaged my hometown of Long Island, New York in October of 2012, we had no idea what to expect in the long years of recovery that would follow. A program without precedent had to be built from the ground up and I joined that effort in its very early stages. Today, nearly four years later, recovery is ongoing and I’m honored to still be a part of that process as part of the HORNE team.
I joined HORNE in 2014 and have seen the benefit of a program that is proactive. When your organization can think proactively rather than reactively, it’s a much more positive and productive experience. When you have a workforce of empowered people that is trained in anticipatory thinking like we do at HORNE, you spend less time putting out fires because forward thinking is used to create solutions and produce results. We have developed technology that allows us to identify applicants with the most need and are able to effectively meet those needs in a forward-thinking manner. We are able to proactively coordinate with applicants regarding program requirements so that important deadlines are met. By successfully implementing various processes, procedures, and technology, we ensure that applications move along smoothly and efficiently down the disaster recovery payment pipeline, which is our ultimate goal—to help communities recover faster.
I was fortunate to be hired by an organization that sees the bigger picture and is focused on the future; one that makes it a priority to teach it’s team members how to practice anticipatory thinking.
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