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Remediation and recovery are normally treated as operating budgets while reconstruction budgets are just about always are 100% capital in nature. The budgetary and other responses to any disaster or emergencies should be the best effort by any government as it involves the welfare and safety of the people living in the country.
An important aspect of the emergency management when government fails is response from public and helps considerably when all budgetary planning and actions do not work. "Hurricane Katrina revealed poverty and desperation -- but also the natural generosity and kindness of Americans who have never been willing to let others suffer needlessly. It also revealed the inherent weakness of centralization and, alarmingly, it revealed also an administration eager to justify the assumption of new, and potentially abusive, powers. The real lessons of Katrina are that acts of power, exercised in top-down fashion by the federal government, are not the way to go" (Yates, 2005).
References
Smith, J. (2006). Budgeting for Disasters: Part I. Overview of the Problem Budgeting...
The Public Manager. 35(1): 11+.
Cohen, D., Cuellar, M. & Weingast, B. (2006). Crisis Bureaucracy: Homeland Security and the Political Design of Legal Mandates. Stanford Law Review. 59(3): 673+.
Emergency Management; Bush, Congress Should Look at Structure and Funding. Sarasota Herald Tribune. September 7, 2005: A12.
Yates, S. (2005). Expanding Federal Power: The Real Lessons of Hurricane Katrina New Government Programs Mean Expanded Federal Powers and Increased Dependence on Government. The New American. 21(23): 12+.
Depoorter, B. (2006). Horizontal Political Externalities: The Supply and Demand of Disaster Management. Duke Law Journal. 56(1):101+.
Hurricane Katrina 'A National Failure'. The Birmingham Post. February 14, 2006: 9.
Behreandt, D. (2005). Katrina Exposes Fatal Flaws; Hurricane Katrina Did More Than Destroy the Gulf Coast. It Laid…
References
Smith, J. (2006). Budgeting for Disasters: Part I. Overview of the Problem Budgeting Philosophies and Practices Can Be Applied to Different Disaster Response Challenges: Planning, Prevention, Preparedness, Mitigation, Response, Recovery, Remediation, and Reconstruction. The Public Manager. 35(1): 11+.
Cohen, D., Cuellar, M. & Weingast, B. (2006). Crisis Bureaucracy: Homeland Security and the Political Design of Legal Mandates. Stanford Law Review. 59(3): 673+.
Emergency Management; Bush, Congress Should Look at Structure and Funding. Sarasota Herald Tribune. September 7, 2005: A12.
Yates, S. (2005). Expanding Federal Power: The Real Lessons of Hurricane Katrina New Government Programs Mean Expanded Federal Powers and Increased Dependence on Government. The New American. 21(23): 12+.
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A representative from each agency will also be requested to present a module as part of the educational program. The programs will then be presented to the management bodies of the school and business chosen. With particularly large businesses and schools, it is advisable to implement the training separately for each department or grade; this is to be determined according to the given situation. With the appropriate permission from the
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