 In the aftermath , there was no pre @-@ existing method of dealing with a storm of such magnitude , and most local governments failed to respond immediately due to lack of coordination . As a result , agencies spent much time in dealing with the logistics of the aftermath . There were few food supplies that were pre @-@ positioned . The Malagasy government worked with the United Nations to create a committee , which met weekly and addressed various facets of the recovery . Malagasy officials deployed members of the military to help storm victims , although damaged roads initially hampered relief efforts . Due to crop damage , the price of rice increased by 300 % in the country , and there were food shortages in Antananarivo , along with fuel shortages elsewhere . In Toamasina , industrial activity was expected to take six months to resume production . Médecins Sans Frontières helped assure the cleanliness of shelters in Antananarivo , while CARE delivered food to residents in Brickaville . There were health issues related to the widespread flooding , prompting the government to distribute medical supplies for 60 @,@ 000 people . Shortly after Geralda struck , the Malagasy government requested international assistance . The United Nations Department of Human Services provided an emergency $ 30 @,@ 000 relief grant , and UNICEF later provided about $ 2 @.@ 3 million in assistance . The European Union provided about $ 560 @,@ 000 worth of medicine and relief . The French government sent $ 5 million worth of supplies via airplane from Réunion , including food and medicine . Eight other countries sent assistance in the form of money or relief items . 
