Part II: Make the Shift¶
Your club now knows why the economy decides recovery, who leads what and when, and what the disaster broke in your area. What remains is to change jobs.
During relief, good action is fast, visible, and direct: hand out, shelter, feed. During recovery, good action is often indirect: it goes through a shopkeeper, a lender, an employer, a cooperative. What saved lives in week three can delay the restart in month three. A free distribution that runs too long competes with the grocer who just reopened.
This part covers the two decisions that shape all the others.
The first is a question of timing. When does your club stop thinking in terms of relief and start thinking in terms of recovery, and how does it decide? Chapter 4 gives the signals to watch, the way to set in advance the stopping criterion for each emergency activity, and what to prepare in the first weeks so the funding follows.
The second is a question of method. How do you help without damaging what is left? Chapter 5 shows, with documented cases, how generous donations harmed the very markets they meant to revive, what the international standards say, and the filter your club will apply to every project idea.
By the end of this part, your recovery file holds two more pieces: the shift decision, with the list of what the club stops and what it starts, and the "do no harm" filter.