Disaster Recovery Journal Fall 2025

departments, nonprofits, businesses, and communities, we just aren’t prepared. The success of disaster planning hinges on building these partnerships during blue skies. Coordination cannot begin after an incident; it requires ongoing commu nication, planning, and trust developed through meaningful collaboration. Each stakeholder brings unique experiences and resources, and only by working together in advance can we ensure an effective, timely, and equitable response when disas ters happen. Expanding the Circle: Partnerships To strengthen this shift, states should also consider building formal multi state mutual aid agreements outside of the Emergency Management Assistance Compact (EMAC). While EMAC is a critical tool for sharing resources during large-scale emergencies, its framework isn’t always flexible enough for regional or hazard-specific partnerships. Bilateral or regional agreements could allow states to more effectively coordinate responses for shared risks, streamline resource deployment, and support recovery mis sions where EMAC may not apply, as well as formalize the non-emergency functions such as training to develop standardized procedures, planning support and coordi nated regional mitigation. Equally important is bringing the pri vate sector into all phases of emergency management. Businesses, especially those in logistics, energy, communications, construction, and housing hold resources and capabilities that can fill vital gaps during a disaster the public sector cannot. Establishing partnerships with key indus tries in advance, through memorandum of understanding (MOUs), shared train ing, or integration into planning exer cises, ensures better coordination and faster recovery when it matters most. The National Business Emergency Operations Center (NBEOC) is a good place to start – or your state’s BEOC – but the collabo ration should not begin and end during emergencies. These partnerships are not a replace ment for public or private prepared ness; they’re a force multiplier. In times

Washington County, Maryland 2018 by Sara Bender

of crisis, no single entity can carry the full weight of response coordination and recovery. Together, with coordinated plan ning and shared responsibility, we can build systems that are more resilient and more responsive; regardless of how much federal support is available. Ultimately, disaster recovery can’t be the responsibility of the government alone, but government emergency man agers can and should be acting as the bridge for strong coordination. A whole community approach is essential, one that draws on the strengths of local leaders, businesses, nonprofits, faith-based orga nizations, and residents. This approach ensures planning is inclusive, recovery is equitable, and support reaches those who need it most. To build a future where communities can bounce back faster and stronger, we need to act before the next disaster …

not after. The time for rethinking emer gency management and disaster planning is now. v

Sara Bender currently serves as the direc tor of disaster risk reduction at the Maryland Department of Emergency Management (MDEM), providing oversight to the risk & recovery, communications & outreach,

public assistance, hazard mitigation, and whole commu nity integration branches. Previously, she was the public assistance officer and branch manager. During her time at MDEM, she has also served as the state coordinating officer, leading damage assessment and infrastructure recovery for three declared natural disasters, as well as the COVID-19 event. She has also served as the executive liaison for the FSK Bridge and the 2025 western Maryland flooding incidents. Prior to joining the staff of MDEM, she served in the US Air Force and continued to serve as a federal employee, also with the Air Force, until September 2016, when she transitioned to service with the State of Maryland. Bender holds an M.S. in management and public relations, and graduate certificate in human resources. She has also attended the FEMA Executive Academy and the Executive Leaders Program at the Center for Homeland Defense and Security at the Naval Postgraduate School.

26 DISASTER RECOVERY JOURNAL | FALL 2025