2011 has been both unique and consistent in the ferocity of oursocial and business interaction with our natural world. Global events like the Japanese tsunami and local events like theEF-5 tornadoes that tore through Joplin and Tuscaloosa, leavinghundreds dead; flooding along the Souris River in North Dakota andthe most powerful earthquake to strike the East Coast of the U.S.in more than 60 years have been difficult to ignore.

Showing he read the memo and can react to a set ofcircumstances, Mayor Michael Bloomberg ordered the New York Citysubway system closed as Hurricane Irene churned up the East Coast.This was a first in the system's more than 100-year history. MayorNutter of Philadelphia declared a state of emergency for the firsttime since 1986. Neither of them were taking any chances.

By many accounts, Hurricane Irene was not the catastrophepredicted. New York City skyscrapers were not toppled and subwaytunnels did not fill with water. However, repair and rebuildingcosts are expected to approach $10 billion. Damagefrom flooding to areas of Vermont, New Jersey and upstate New Yorkexceeds levels that haven't been seen in more than a half-century.So while it's not as bad as predicted, if it impacted you there is100 percent accuracy in the prediction.

The Internet has provided powerful images of the widespreaddestruction. The ruin rained down on picturesque towns likePrattsville, N.Y., Quechee, Vt. and Hackettstown, N.J. Email andTwitter are telling in words whatever pictures may leave out.

Reconstruction efforts are uncertain because many of theaffected parties did not have the right insurance coverage. Thosewho were insured are paying high deductibles. The uninsuredare much worse off. Many of these same people and businesses werecash strapped due to the lingering economic malaise. As a result,the boost to construction that often follows weather events will bemuted.

At a time when weather and geologic events are wreaking havoc onlife, home and commerce, we in the insurance industry are poised tomake a vitally significant difference.

Insurance and risk management are often the only bulwark thatstands between disaster and recovery. When done correctly, no otherindustry can claim this narrative as its personal story. Given theproper coverage and willpower, a municipality, a family and abusiness will have the means to rebuild. Anyone who has beenreading and listening to us over time will realize proper coverageis more of a roll of the dice than many thought fair orpossible.

We must seize these moments of stark clarity—as trees are beingpulled from streets, power lines are being restrung, businessowners are digging out and road crews are repairing ravagedmacadam—to communicate the vital place insurance can occupy ineconomic health and survival. It is a very personal story to thoseaffected. Of course we must step carefully, because we walk a fineline between fear mongering and sharing the reality as we know itin risk management and good business practices.

With the proper coverages, vigorous rebuilding efforts bringingmuch-needed jobs to local communities will move forward.Businesses, the lifeblood of local communities, will bereconstituted, employment will be maintained and family homes willbe put back together. Otherwise, lingering misery will ensue.

We are a vital part of the safety net securing the long-termvitality of businesses, families and towns throughout our nation.We must seize this moment to tell our story to people, businessesand municipalities that are uninsured, underinsured or improperlyinsured. This can be our tipping point.