In businesses, and government buildings, took the

In modern dynamic and challenging world of 21st
century, the competences of public service management include wide range of
responsibilities. As natural disasters should no
longer be viewed as extraordinary events, the role of local public
management significantly increased. 
Exceptional organization skills and personal abilities are required for
efficient recovery storm aftermath. However, project managers in public sector
face team management challenges such as: the inability to clearly link
performance and reward, compensation systems that are biased towards longevity,
the inability to select project team members based on their expertise.

            Hurricane
Mathew was one of the most destructive in the recent years. According to the
North Carolina Department of Public Safety “Hurricane Matthew delivered 350
millimeters of rain over the course of just 24 hours in North Carolina alone.
It caused $1.5 billion in flood damage to 100,000 houses, businesses, and
government buildings, took the lives of 28 North Carolinians, forced more than
4,000 people to evacuate, and slammed into 50 counties across the state”.
Discussed in this paper the Hurricane Matthew relief program by the Carolina
Center for Public Services (CCPS) show an excellent example of cooperation
between public management and community. The CCPS operated with major help of
scholar specialists and volunteers of the University of North Carolina in
Chapel Hill. According to Beatty, Rhonda (2017) “More than sixteen teams are
working on storm-related projects on topics such as public services, buy-out
programs and coastal resilience”. Inexhaustible energy of UNC’s students under
effective management and highly qualified project leaders became a key
prerequisite for a success of the program.

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            The
hurricane Matthew relief program consist of two major groups of recovery
activities, which can be defined as direct services and methodological
recommendations of financial and administrative help, which were implicated by
local authorities in cities and towns of the state. The first category includes
house assistance and adoption, food-raising and psychological support. Proposed
administrative measures provoke particular research interest as effective way
of disaster consequences control.

After first days of the storm passed the priority of assistance focused on the
extremely low income, elderly or disabled. The
public services group included data handling support of applications for those
who also have need in recovery resources. The sufferers were offered to fill in
a detailed online questionnaire on the organization’s website, developed by
UNC’s students of the Public Researches faculty. On the one, this measure significantly
simplified bureaucratic procedure for those who unable to meet the needs
through alternative means, on the other hand facilitated efficiency in
assessment of local recovery funds.

Financial recovery instruments studies include different
emergency loan types.

Working capital loans to help small businesses,
small agricultural cooperatives and most private, non-profit organizations of
all sizes meet their ordinary and necessary financial obligations that cannot
be met as a direct result of the disaster. If your loan application is
approved, you may be eligible for additional funds to cover the cost of
improvements that will protect your property against future damage.
Examples of improvements include retaining walls, seawalls, sump pumps, etc.

Another studied issue considered taxes local
authority offers reconsideration of tax obligations by community in the term of
ten years. The main purpose of such approach not only operating recovery of
small and medium-sized business, but also attraction rising of capital asset
investments. Financial assistance is generally made available to individuals
whose employment or self-employment has been lost or interrupted as a direct
result of a major disaster and who are not eligible for regular unemployment
insurance benefits. To decrease unemployment rate the UNC’s campuses opened
additional facilities workplaces for those who lost their jobs because of the
hurricane. 

The CCPS reached great results with
Adopt-a-Home program, which helped get families back
into their homes. Organizational partners are needed for volunteering labor and
providing donations to purchase furniture, appliances and home furnishings.
Despite the fact that the relived on handy volunteering labor, it took record
quick time to restore destroyed houses. Coastal Resilience Center of Excellence
(CRC) researchers and students across several North Carolina universities lead
three long-term efforts in response to Hurricane Matthew. CRC
director Dr. Gavin Smith leads the Hurricane Matthew Disaster Recovery and
Resilience Initiative (HMDRRI). Funding of more than $900,000 for the HMDRRI is
provided through three entities: The N.C. Policy Collaboratory at the
University of North Carolina at Chapel Hill; the State of North Carolina
through disaster-recovery legislation; and the Department of Homeland
Security’s Science and Technology’s Office of University Programs.