Charleston Metro Chamber President Kevin Sheilley kicked off the Disaster Resilience Forum—part of a national series hosted with the Chamber Foundation and Allstate— with a stark reminder to local leaders that “it’s not if, but when the next storm arrives.”
“We know here in Charleston that disasters are coming,” said Sheilley. Leaders from across sectors gathered to turn research into action before the next disaster.
The discussion was guided by new data from The Preparedness Payoff: Charleston, South Carolina, which finds that in the Charleston region, every $1 invested in resilience and preparedness reduces economic costs by more than $16.
Read the Charleston Report
Why Preparedness Pays Off in Charleston
The growing threat of coastal flooding in the Charleston region makes planning for resilience a necessity. The report finds that if investment in storm/flooding preparedness were to fall by $1 million over 10 years (or $100,000 annually), the economic toll on the Charleston region increases after a disaster strikes. For example:
-
3,700
Jobs lost due to limited investment in preparedness.
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$640M
Decline in GDP due to limited investment in preparedness.
“Charleston Can’t Run Underwater”
Flooding—driven by sea level rise, tides, storm surge, groundwater, and extreme rainfall—was front and center in discussions.
Kaylan Koszela, Director of Resilience, City of Charleston City, highlighted the Charleston Water Plan, a 25-year roadmap for managing flooding risk and helping the city “adapt and truly live with water.”
- “Water knows no boundaries. Regional coordination—city, county, Council of Governments, and the state—is essential.” — Kaylan Koszela, City of Charleston
- “Don’t allow stagnation. Demand that elected leaders keep moving. Seas are rising; Charleston is a statewide economic engine, and it can’t run underwater.” — South Carolina State Senator Ed Sutton
Collaboration Isn’t Optional
Speakers stressed that no single sector can shoulder the risk. Insurance data, city planning, nonprofit networks, and businesses must work together.
“This is a public–private challenge. The private sector, including insurers, has valuable data about severe weather events and rebuilding costs,” said Elliot Stultz, SVP and Deputy General Counsel, Corporate Law, Allstate. “When appropriately shared with the public sector, that information can help communities and individuals be better prepared and more resilient.”
Nonprofits and business associations are also in the mix as hubs and resource distributors. They can provide training, surveys, and fast grants after a disaster. Speakers emphasized how small businesses can show up in a big way.
- “Small businesses are often the first responders, providing meals, cleanup, and support. Healthy, prepared businesses accelerate community recovery.” — Jacquie Berger, Lowcountry Local First
- “We use our platform of hundreds of thousands of fans to educate on preparedness every June and to reinforce evacuation and safety plans.” — Ben Abzug, Charleston RiverDogs
Attendees were able to share their insights via polling and commentary during the forum, which echoed the need for funding and faster recovery processes.
- Participants chose governance & cross-sector leadership as the biggest hurdle in the next 2-3 years (43%), identified it as Charleston’s most pressing challenge (31%), and ranked it No. 1 for planning importance.
- Participants said infrastructure & pre‑disaster mitigation was the top funding priority for the next 12 months. The single greatest driver of long‑term value was infrastructure/stormwater (62%).
- Available funding ranked as the No. 1 factor determining whether investments happen and the top enabler overall.
Addressing funding challenges, South Carolina Senator Ed Sutton said: “SCDOT owns the largest set of stormwater assets but lacks an active program. Tying the gas tax to inflation and consolidating overlapping taxing authorities can help us fund and deliver resilience infrastructure.”
What’s Next
Charleston has built a strong foundation with planning tools like the Water Plan, a dedicated resilience office, and an engaged network across business and society. Now the focus is on sustained investment, policy modernization, and fast, practical steps that keep households, employers, and critical infrastructure ready for the next high‑water day.
“Efficiency, urgency, and accountability matter. We know what to do; now we have to move.” — Michael Seekings, City of Charleston Council
Read and watch coverage of the Charleston Disaster Resilience Forum from local television stations LIVE 5 and ABC News 4.
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About the author
Lindsay Burton
Lindsay (Cates) Burton is a director on the communications team. She leads strategic communications for member marketing partnerships and small business advocacy programs. She previously worked as a writer and editor at U.S. News and World Report.
