On the evening of September 21, Hugo's epicenter smashed ashore precisely into Charleston. Hugo, a Category IV hurricane, is now considered this country's most costly natural disaster. Yet, largely as a result of effective contingency planning and proactive measures taken by public safety officials, fewer than 60 fatalities were left in the wake of the storm. Further, the successful implementation of predetermined reactionary plans contributed significantly to the success of the post-Hugo recovery phase. In the early stages of response and recovery, it was clear that professional skills, untiring dedication, and innovative techniques were sufficient to meet public safety needs. Most of the problems encountered had been anticipated and effective contingency plans were in place. It was after some semblance of routine had been restored that unexpected problems began to manifest themselves. Employee compensation became an issue: how to compensate those who did not or could not report for work; how to compensate those who worked during the crisis itself; how to compensate for the destruction of personal equipment while working during the crisis; and so forth. The mental health of public safety professionals, as well as of the general public, was also of concern. Finally, the endurance of contingency plans was a concern, since many of these plans are limited in scope and fail to provide for long-term requirements and associated problems. Considerations for on-going contingency planning are briefly discussed.