ASHEVILLE, N.C. (828newsNOW) — In late September 2024, rain pounded the mountains of Western North Carolina as Tropical Storm Helene approached, turning familiar creeks into roaring rivers and sending flash floods rushing through Asheville’s streets. Inside the city’s emergency operations center, Assistant Fire Chief Jeremy Knighton and his team of first responders were already at their stations, tracking the storm’s every move, coordinating resources and preparing for the chaos they knew was coming.
For Knighton, who also serves as Asheville’s chief of emergency management, the storm was a test not only of the city’s plans and infrastructure but of human endurance.
“We activated our plan before the storm even hit,” he said. “By the time Helene made landfall, we were running rescues, clearing debris and responding to power outages.”
The city’s mountainous terrain added another layer of complexity. Fire stations and emergency crews were separated by ridges and valleys, roads were washed out and dozens of tributaries swelled into sudden torrents. Yet, through meticulous planning, years of investment in infrastructure and a culture of decentralized decision-making, Asheville’s first responders were able to navigate the storm’s challenges, saving hundreds of residents and maintaining essential services.
From the EOC, Knighton could watch as the storm tested every assumption, every protocol and every contingency.
“There were incidents within incidents,” he said. “The complexity was off the charts. And still, our people in the field made the right calls, time and time again. That’s what saved lives.”
Even after the water receded, the work continued. Rescue operations, hazardous materials responses and neighborhood check-ins stretched over days, and the city began planning improvements for the next storm almost immediately. For Knighton, the storm was a reminder that preparedness isn’t just a plan on paper — it’s the people, the community and the commitment to act.
Preparedness and early activation
Knighton, who also serves as Asheville’s chief of emergency management, said the city began activating its storm response plan on Sept. 24, before Helene even made landfall. The plan included a strategic leadership group, an incident commander and the city’s emergency operations center.
“We activated our plan using a complexity analysis tool at 2 p.m. on the 24th,” Knighton said. “That helped us determine next steps for the city. By the next day, Sept. 25, we were opening the EOC, coordinating resources and producing situation reports.”
Resources brought in included high-water vehicles and search and rescue teams. The city also coordinated boat rescues and debris removal teams as the storm caused widespread flooding and power outages.
Balancing family and duty
Knighton described the personal challenges faced by first responders during the storm. He spent roughly 48 hours away from his family while managing operations at the EOC.
“My wife is a saint, and my kids have grown up around this,” he said. “We had food and preparedness measures in place at home, but my family and I all went into response mode.”
Other emergency personnel faced similar pressures. Knighton said the city worked to rotate staff and bring in firefighters from other cities to maintain services while allowing personnel to check on their families.
Terrain and response challenges
Helene presented unique challenges for Asheville’s mountainous topography. Knighton noted that fire stations are often separated by ridges and valleys, complicating access.
“Our resilience as a city begins with commitment,” he said. “The positioning of our fire stations, investment in infrastructure and the planning done over years allowed us to respond effectively.”
The city’s preparedness extended beyond personnel. Knighton credited prior upgrades to the North Fork Reservoir and radio communications systems for ensuring continuity during the storm.
Response scale and lessons learned
During Helene, Asheville’s fire department conducted more than 250 rescues, deployed saw teams to clear debris, assisted with evacuations and managed hazardous materials incidents. Knighton said the storm’s complexity far exceeded prior planning assumptions, creating “incidents within incidents” that tested even experienced responders.
He emphasized the importance of trust and decentralized decision-making.
“We pushed decision-making to the lowest supervisory level, which saved lives,” he said. “Our people in the field had the authority to act based on what they were seeing.”
Looking back, Knighton said the city will continue refining its response plans through after-action reviews and exercises. He also credited community members for their role in checking on neighbors and assisting the vulnerable.
“The planning, the rescues and the recovery are critical, but grassroots preparedness made a huge difference,” Knighton said. “Our commitment doesn’t stop with one storm, and neither should anyone else’s.”