This document is a bill being proposed in the North Carolina General Assembly to provide disaster recovery funding and assistance following Hurricane Matthew and wildfires in 2016. It finds that these disasters caused massive damage, flooding, infrastructure destruction, business impacts, and loss of life. It appropriates $200 million total from state funds for housing assistance, temporary shelter, and resilient redevelopment planning to help address critical needs not fully met by existing federal disaster relief programs. The funds would aid those in counties impacted by the declared disasters.
Resolution du Senat des Etats Unis sur HaitiStanley Lucas
United States Senate: Recognizing the third anniversary of the tragic earthquake in Haiti on January 12, 2010, honoring those who lost their lives in that earthquake, and expressing continued solidarity with the people of Haiti.
New deal wikipedia, the free encyclopediaGordon Kraft
The New Deal was a series of economic programs enacted in the United States between 1933 and 1936 in response to the Great Depression. The programs focused on relief for the unemployed and poor, recovery of the economy to normal levels, and reform of the financial system to prevent another depression. Some key programs included the Social Security system, the SEC, the FDIC, and public works projects like the Tennessee Valley Authority. The New Deal helped establish the Democratic party as the majority party in the U.S. for decades.
Emergency Disaster Management Final ExamStacey Troup
FEMA's response to Hurricane Katrina in 2005 was widely criticized as an "epic failure". The document outlines FEMA's slow response, with the agency not arriving to provide aid until 3 days after the hurricane hit. This delayed response led to widespread devastation, with over 900 deaths and massive property damage. The document argues that FEMA and the President could have acted sooner by deploying the military ahead of the storm to help with evacuations and rescue efforts. A faster response may have minimized loss of life and damage from the hurricane.
Extraordinary Conditions a Statutory Analysis of Haiti's Qualification for TPSStanleylucas
Since the U.S. government designated Haiti for Temporary Protected Status (TPS) in January 2010 after one of the world’s worst natural disas- ters, the country has undergone two additional catastrophies: the outbreak of cholera, intro- duced into Haiti’s waterways through reckless sanitation at a United Nations military base, and Hurricane Matthew, the strongest hurricane to hit Haiti in more than half a century. The Department of Homeland Security (DHS) designates countries for TPS in cases of ongoing armed conflict, natu- ral disaster, or other extraordinary and temporary conditions that prevent the nationals of those countries who have emigrated from safely return- ing to their home country. The DHS redesignated Haiti for TPS in 2011, emphasizing the gravity of the damage that the earthquake had caused and the severity of one of the world’s worst cholera outbreaks. TPS has been extended for Haiti four times since redesignation.1
Core Logic® 2011 Natural Hazard Risk Summary And AnalysisWilco de Haan
2011 was a record-breaking year for natural disasters in the US. It was the most expensive and deadliest hurricane season since 2008, with hurricanes Irene and Lee causing $8 billion and $1 billion in damage respectively. The 2011 tornado season saw 1,559 tornadoes, the third most active since 1980, resulting in 552 deaths, more than the previous ten years combined. Flooding from various storms caused over $10 billion in losses across the country.
This bill modifies provisions related to the jurisdiction of political subdivisions over federally managed land located within or adjacent to the political subdivision. It defines key terms and authorizes the chief executive officer of a political subdivision or county sheriff to exercise jurisdiction over a national monument or recreation area that is wholly or partially located within the political subdivision. It also outlines steps the attorney general must take if legal action is filed against the chief executive officer, sheriff, or their employees regarding actions taken to address threats to public health, safety or welfare from federal land management.
The document discusses various types of natural disasters like earthquakes, fires, tornadoes, floods, and hurricanes. It emphasizes the importance of problem solving and trying to survive disasters. Key points include that India experiences many natural disasters, unplanned urbanization and climate change increase risks, and disasters overwhelm local response capacity. The document outlines steps for disaster preparedness, mitigation, management, and building state responsibility to help affected people.
Resolution du Senat des Etats Unis sur HaitiStanley Lucas
United States Senate: Recognizing the third anniversary of the tragic earthquake in Haiti on January 12, 2010, honoring those who lost their lives in that earthquake, and expressing continued solidarity with the people of Haiti.
New deal wikipedia, the free encyclopediaGordon Kraft
The New Deal was a series of economic programs enacted in the United States between 1933 and 1936 in response to the Great Depression. The programs focused on relief for the unemployed and poor, recovery of the economy to normal levels, and reform of the financial system to prevent another depression. Some key programs included the Social Security system, the SEC, the FDIC, and public works projects like the Tennessee Valley Authority. The New Deal helped establish the Democratic party as the majority party in the U.S. for decades.
Emergency Disaster Management Final ExamStacey Troup
FEMA's response to Hurricane Katrina in 2005 was widely criticized as an "epic failure". The document outlines FEMA's slow response, with the agency not arriving to provide aid until 3 days after the hurricane hit. This delayed response led to widespread devastation, with over 900 deaths and massive property damage. The document argues that FEMA and the President could have acted sooner by deploying the military ahead of the storm to help with evacuations and rescue efforts. A faster response may have minimized loss of life and damage from the hurricane.
Extraordinary Conditions a Statutory Analysis of Haiti's Qualification for TPSStanleylucas
Since the U.S. government designated Haiti for Temporary Protected Status (TPS) in January 2010 after one of the world’s worst natural disas- ters, the country has undergone two additional catastrophies: the outbreak of cholera, intro- duced into Haiti’s waterways through reckless sanitation at a United Nations military base, and Hurricane Matthew, the strongest hurricane to hit Haiti in more than half a century. The Department of Homeland Security (DHS) designates countries for TPS in cases of ongoing armed conflict, natu- ral disaster, or other extraordinary and temporary conditions that prevent the nationals of those countries who have emigrated from safely return- ing to their home country. The DHS redesignated Haiti for TPS in 2011, emphasizing the gravity of the damage that the earthquake had caused and the severity of one of the world’s worst cholera outbreaks. TPS has been extended for Haiti four times since redesignation.1
Core Logic® 2011 Natural Hazard Risk Summary And AnalysisWilco de Haan
2011 was a record-breaking year for natural disasters in the US. It was the most expensive and deadliest hurricane season since 2008, with hurricanes Irene and Lee causing $8 billion and $1 billion in damage respectively. The 2011 tornado season saw 1,559 tornadoes, the third most active since 1980, resulting in 552 deaths, more than the previous ten years combined. Flooding from various storms caused over $10 billion in losses across the country.
This bill modifies provisions related to the jurisdiction of political subdivisions over federally managed land located within or adjacent to the political subdivision. It defines key terms and authorizes the chief executive officer of a political subdivision or county sheriff to exercise jurisdiction over a national monument or recreation area that is wholly or partially located within the political subdivision. It also outlines steps the attorney general must take if legal action is filed against the chief executive officer, sheriff, or their employees regarding actions taken to address threats to public health, safety or welfare from federal land management.
The document discusses various types of natural disasters like earthquakes, fires, tornadoes, floods, and hurricanes. It emphasizes the importance of problem solving and trying to survive disasters. Key points include that India experiences many natural disasters, unplanned urbanization and climate change increase risks, and disasters overwhelm local response capacity. The document outlines steps for disaster preparedness, mitigation, management, and building state responsibility to help affected people.
Denver Platinum Limousine & Car Service provides luxury transportation services in the Denver metro area, including airport transportation from Denver International Airport and Centennial Airport. They offer 24/7 service with convenient transportation options as well as a meet and greet service at baggage claim. Their goal is to exceed expectations with a high quality luxury transportation experience.
Denver Platinum Limousines provides luxury transportation services from Denver Airport. They offer town cars, SUVs, and limousines for airport transfers or other trips in the Denver area. Their website www.denverplatinumplimos.com has more information about rates and booking a ride.
This document discusses the transition of a publisher's revenue model from direct sales to yield optimization. It describes how the publisher realized 50% of online ad spend was going to Google and ad networks were attracting more budgets. To address this, the publisher redefined how it valued its inventory, implemented yield management principles to sell impressions at the right time to the right advertiser for the right price, and changed its organization to focus on optimization. This resulted in significantly increased revenue and growth rates above the market average. The publisher is now helping other publishers optimize and has launched a publisher co-op to collectively represent over 10 billion impressions.
Chief Executive Officer (CEO) Presented by William Allan Kritsonis, PhDWilliam Kritsonis
The document provides tips for how to become a CEO, with over 50 rules for rising to the top of any organization. Some key tips include always taking the highest paying jobs, avoiding staff jobs in favor of line jobs, keeping physically fit, thinking strategically for an hour each day, making allies of subordinates, doing homework, avoiding office politics, and treating people well. The overall message is that ambition, hard work, strategic career moves, and strong interpersonal skills are necessary to become a CEO.
eMarketer Webinar: How Marketers Are Meeting the Challenges of Always-On Shop...eMarketer
Join eMarketer's Noah Elkin and Yoram Wurmser for a free webinar that covers how today’s mobile-enabled, constantly connected shoppers are refashioning the path to purchase.
Sessie over Mobile Fundraising met Cases van Greenpeace, WWF, Terre des Hommes, Leger des Heils, KWF, Amnesty, Het Rode Kruis. Mobile Display Advertising, Apps, QR, NFC, bluetooth SMS etc.
TexTivity is a service that allows coaches to easily broadcast information to entire teams and parents using text messages from their cell phone. It saves coaches time by allowing them to communicate updates once instead of repeating themselves. Parents and players receive the same information directly through text messages instead of email, making communications more convenient and eliminating confusion. The service costs $30 per family each season, but $15 per family is fundraised each season to support the team.
The document contains descriptions of three animals:
1) The koala lives in trees in Australia and has gray fur, big ears, and a big nose. It eats leaves and climbs trees well.
2) Sharks live in the sea and range in size from 5 to 40 feet long. They have a large mouth full of sharp teeth and are blue and white with an aggressive nature. They eat squid and small fish.
3) Polar bears live in the Arctic and are the largest land carnivores. They have a large body and eat seals.
The document summarizes Tony Hsieh's presentation about building a strong company culture at Zappos. It discusses how Hsieh started several successful businesses before focusing on building Zappos' culture, with core values like delivering "WOW" customer service. It then shares two stories from people who transformed their businesses by implementing Zappos' culture principles, focusing on employees' happiness above projects or profits. Both saw dramatic business improvements after prioritizing culture and hiring for personality fit over skills.
El presente documento resume las claves del informe Spanish entertainment and media
outlook 2013-2017, elaborado por PwC. El documento analiza las perspectivas de
consumo y gasto publicitario de 13 sectores en 50 países, y las grandes tendencias para los
consumidores, anunciantes, generadores de contenido y distribuidores, en los próximos
cinco años. Ver más en https://www.pwc.es/es/sala-prensa/notas-prensa/2013/semo-2013.jhtml
El documento describe las diferentes estructuras organizacionales que pueden adoptar las empresas y sus características. Explica que la estructura es fundamental para definir la autoridad, jerarquía y departamentos de una organización y ayudar a alcanzar sus objetivos. También señala que la estructura debe diseñarse de acuerdo a las actividades de la empresa y ser flexible para permitir el crecimiento.
This document summarizes the history and evolution of Zeus Jones, a marketing and branding firm, from 2006 to 2012. It describes how in 2006 the company was just an idea, with no execution, but over time their thinking matured and their beliefs proved prophetic. By 2012, Zeus Jones had developed long-term client relationships, worked on projects instead of hourly, developed strategies and brought them to life through production, built modern brands defined by their actions, extracted value from ideas in various ways, and were paid flat fees or bonuses. The document emphasizes that the company is defined by the work they've done and decisions they've made.
A brand is defined as a person's gut feeling about a product, service, or company. It is a promise to customers and is built through interactions and experiences that create positive feelings. Building an authentic and relevant brand requires aligning all customer touchpoints to consistently deliver the brand promise and create experiences people want to share with others. The strongest brands stay true to who they say they are by focusing on relationships over transactions.
Este documento presenta los pasos para crear un juego de ping pong en Scratch usando bloques de programación. Explica cómo agregar una pelota, hacer que se mueva y rebote, crear una paleta que se pueda controlar, y agregar condicionales para cambiar la dirección de la pelota cuando toque la paleta. También recomienda experimentar agregando más características al juego.
Online video en social media werken goed samen: we delen meer dan 1000 video's per minuut! Maar wat zijn trends die we zowel bij online video als bij social media zien?
Disaster Declaration, Part 2 Instructions!!!Explore the resour.docxsalmonpybus
Disaster Declaration, Part 2 Instructions!!!
Explore the resources within the Preparedness (Non-Disaster) Grants section on the Federal Emergency Management Agency (FEMA) website.
Imagine the disaster declaration request you submitted in Week Four has been denied. (this letter/Assignment is on the next page below, please review and write paper based off the letter assignment below)
Select one of the following scenarios.
1. The president has denied your request for a Major Disaster Declaration stating that the letter and backup documentation failed to prove that the state meets the threshold for damage that is required to grant a disaster declaration request. There are rumors that the Republican president has been in a political battle with your Democratic governor and congressional representatives.
2. The president has denied your request for a Major Disaster Declaration because the FEMA regional administrator's summary and recommendation stated that there were multiple discrepancies between what your agency reported as "destroyed" and "major damage" homes and what the FEMA Preliminary Damage Assessments (PDA) are reporting.
3. The president has denied your request for a Major Disaster Declaration because the government's analysis of the disaster indicates that dealing with the disaster is within the capabilities of the state. Although you stated you needed additional resources and you could not handle it, the government feels you can.
Write a 700- to 1,050-word paper that addresses the following in the context of the scenario selected:
· Analyze ethical challenges as they relate to emergency management funding.
· Why are there discrepancies in the report? What may have caused this error and how can the issue be corrected?
· Analyze emerging political and policy changes in relation to a current event.
· What can you do to get the declaration approved? What are the issues, or potential issues, that must be addressed or overcome?
· What can you do to prove your point to gain approval? What is within your capabilities as an emergency manager? Should you appeal the decision?
· Analyze the purpose of the Stafford Act in relation to government responsibilities.
Cite 3 peer-reviewed, scholarly, or similar references to support your paper.
Format your paper according to APA guidelines
Assignment must be written based off this letter here!
Dear Mr. President,
Under the provision of section 401 of the Robert T. Stafford disaster relief and emergency assistance act, 42 U.S.C. 5121 -5207 (Stafford Act), and the implemented by 44 CFT 206.36, I respectfully request you to declare s major disaster authorizing the full suite of individual, public and temporary housing assistance as well as necessary administrative and disaster management expenses, for the state of Florida as a result of the Hurricane Katrina that struck Florida on august 23, 2005.
Due to the scope of the hurricane damage and the associated efforts, the commission tasked with respon.
A Preliminary Assessment Of Social And Economic Impacts Associated With Hurri...Karla Adamson
The document provides a preliminary assessment of the social and economic impacts of Hurricane Katrina. It summarizes that Katrina caused widespread destruction along the Gulf Coast through storm surge and winds, resulting in over 1,700 deaths. It also exacerbated preexisting social trends and inequalities. While the physical damage was largely inevitable given the region's environmental vulnerabilities, the human impacts are extremely complex. The region has a long history of human settlement in vulnerable areas that require extensive engineering protections, which have unintentionally contributed to land loss and increased risk over time. The devastation highlights the need for improved disaster response and long-term planning given the likelihood of more intense hurricanes and rising seas.
Denver Platinum Limousine & Car Service provides luxury transportation services in the Denver metro area, including airport transportation from Denver International Airport and Centennial Airport. They offer 24/7 service with convenient transportation options as well as a meet and greet service at baggage claim. Their goal is to exceed expectations with a high quality luxury transportation experience.
Denver Platinum Limousines provides luxury transportation services from Denver Airport. They offer town cars, SUVs, and limousines for airport transfers or other trips in the Denver area. Their website www.denverplatinumplimos.com has more information about rates and booking a ride.
This document discusses the transition of a publisher's revenue model from direct sales to yield optimization. It describes how the publisher realized 50% of online ad spend was going to Google and ad networks were attracting more budgets. To address this, the publisher redefined how it valued its inventory, implemented yield management principles to sell impressions at the right time to the right advertiser for the right price, and changed its organization to focus on optimization. This resulted in significantly increased revenue and growth rates above the market average. The publisher is now helping other publishers optimize and has launched a publisher co-op to collectively represent over 10 billion impressions.
Chief Executive Officer (CEO) Presented by William Allan Kritsonis, PhDWilliam Kritsonis
The document provides tips for how to become a CEO, with over 50 rules for rising to the top of any organization. Some key tips include always taking the highest paying jobs, avoiding staff jobs in favor of line jobs, keeping physically fit, thinking strategically for an hour each day, making allies of subordinates, doing homework, avoiding office politics, and treating people well. The overall message is that ambition, hard work, strategic career moves, and strong interpersonal skills are necessary to become a CEO.
eMarketer Webinar: How Marketers Are Meeting the Challenges of Always-On Shop...eMarketer
Join eMarketer's Noah Elkin and Yoram Wurmser for a free webinar that covers how today’s mobile-enabled, constantly connected shoppers are refashioning the path to purchase.
Sessie over Mobile Fundraising met Cases van Greenpeace, WWF, Terre des Hommes, Leger des Heils, KWF, Amnesty, Het Rode Kruis. Mobile Display Advertising, Apps, QR, NFC, bluetooth SMS etc.
TexTivity is a service that allows coaches to easily broadcast information to entire teams and parents using text messages from their cell phone. It saves coaches time by allowing them to communicate updates once instead of repeating themselves. Parents and players receive the same information directly through text messages instead of email, making communications more convenient and eliminating confusion. The service costs $30 per family each season, but $15 per family is fundraised each season to support the team.
The document contains descriptions of three animals:
1) The koala lives in trees in Australia and has gray fur, big ears, and a big nose. It eats leaves and climbs trees well.
2) Sharks live in the sea and range in size from 5 to 40 feet long. They have a large mouth full of sharp teeth and are blue and white with an aggressive nature. They eat squid and small fish.
3) Polar bears live in the Arctic and are the largest land carnivores. They have a large body and eat seals.
The document summarizes Tony Hsieh's presentation about building a strong company culture at Zappos. It discusses how Hsieh started several successful businesses before focusing on building Zappos' culture, with core values like delivering "WOW" customer service. It then shares two stories from people who transformed their businesses by implementing Zappos' culture principles, focusing on employees' happiness above projects or profits. Both saw dramatic business improvements after prioritizing culture and hiring for personality fit over skills.
El presente documento resume las claves del informe Spanish entertainment and media
outlook 2013-2017, elaborado por PwC. El documento analiza las perspectivas de
consumo y gasto publicitario de 13 sectores en 50 países, y las grandes tendencias para los
consumidores, anunciantes, generadores de contenido y distribuidores, en los próximos
cinco años. Ver más en https://www.pwc.es/es/sala-prensa/notas-prensa/2013/semo-2013.jhtml
El documento describe las diferentes estructuras organizacionales que pueden adoptar las empresas y sus características. Explica que la estructura es fundamental para definir la autoridad, jerarquía y departamentos de una organización y ayudar a alcanzar sus objetivos. También señala que la estructura debe diseñarse de acuerdo a las actividades de la empresa y ser flexible para permitir el crecimiento.
This document summarizes the history and evolution of Zeus Jones, a marketing and branding firm, from 2006 to 2012. It describes how in 2006 the company was just an idea, with no execution, but over time their thinking matured and their beliefs proved prophetic. By 2012, Zeus Jones had developed long-term client relationships, worked on projects instead of hourly, developed strategies and brought them to life through production, built modern brands defined by their actions, extracted value from ideas in various ways, and were paid flat fees or bonuses. The document emphasizes that the company is defined by the work they've done and decisions they've made.
A brand is defined as a person's gut feeling about a product, service, or company. It is a promise to customers and is built through interactions and experiences that create positive feelings. Building an authentic and relevant brand requires aligning all customer touchpoints to consistently deliver the brand promise and create experiences people want to share with others. The strongest brands stay true to who they say they are by focusing on relationships over transactions.
Este documento presenta los pasos para crear un juego de ping pong en Scratch usando bloques de programación. Explica cómo agregar una pelota, hacer que se mueva y rebote, crear una paleta que se pueda controlar, y agregar condicionales para cambiar la dirección de la pelota cuando toque la paleta. También recomienda experimentar agregando más características al juego.
Online video en social media werken goed samen: we delen meer dan 1000 video's per minuut! Maar wat zijn trends die we zowel bij online video als bij social media zien?
Disaster Declaration, Part 2 Instructions!!!Explore the resour.docxsalmonpybus
Disaster Declaration, Part 2 Instructions!!!
Explore the resources within the Preparedness (Non-Disaster) Grants section on the Federal Emergency Management Agency (FEMA) website.
Imagine the disaster declaration request you submitted in Week Four has been denied. (this letter/Assignment is on the next page below, please review and write paper based off the letter assignment below)
Select one of the following scenarios.
1. The president has denied your request for a Major Disaster Declaration stating that the letter and backup documentation failed to prove that the state meets the threshold for damage that is required to grant a disaster declaration request. There are rumors that the Republican president has been in a political battle with your Democratic governor and congressional representatives.
2. The president has denied your request for a Major Disaster Declaration because the FEMA regional administrator's summary and recommendation stated that there were multiple discrepancies between what your agency reported as "destroyed" and "major damage" homes and what the FEMA Preliminary Damage Assessments (PDA) are reporting.
3. The president has denied your request for a Major Disaster Declaration because the government's analysis of the disaster indicates that dealing with the disaster is within the capabilities of the state. Although you stated you needed additional resources and you could not handle it, the government feels you can.
Write a 700- to 1,050-word paper that addresses the following in the context of the scenario selected:
· Analyze ethical challenges as they relate to emergency management funding.
· Why are there discrepancies in the report? What may have caused this error and how can the issue be corrected?
· Analyze emerging political and policy changes in relation to a current event.
· What can you do to get the declaration approved? What are the issues, or potential issues, that must be addressed or overcome?
· What can you do to prove your point to gain approval? What is within your capabilities as an emergency manager? Should you appeal the decision?
· Analyze the purpose of the Stafford Act in relation to government responsibilities.
Cite 3 peer-reviewed, scholarly, or similar references to support your paper.
Format your paper according to APA guidelines
Assignment must be written based off this letter here!
Dear Mr. President,
Under the provision of section 401 of the Robert T. Stafford disaster relief and emergency assistance act, 42 U.S.C. 5121 -5207 (Stafford Act), and the implemented by 44 CFT 206.36, I respectfully request you to declare s major disaster authorizing the full suite of individual, public and temporary housing assistance as well as necessary administrative and disaster management expenses, for the state of Florida as a result of the Hurricane Katrina that struck Florida on august 23, 2005.
Due to the scope of the hurricane damage and the associated efforts, the commission tasked with respon.
A Preliminary Assessment Of Social And Economic Impacts Associated With Hurri...Karla Adamson
The document provides a preliminary assessment of the social and economic impacts of Hurricane Katrina. It summarizes that Katrina caused widespread destruction along the Gulf Coast through storm surge and winds, resulting in over 1,700 deaths. It also exacerbated preexisting social trends and inequalities. While the physical damage was largely inevitable given the region's environmental vulnerabilities, the human impacts are extremely complex. The region has a long history of human settlement in vulnerable areas that require extensive engineering protections, which have unintentionally contributed to land loss and increased risk over time. The devastation highlights the need for improved disaster response and long-term planning given the likelihood of more intense hurricanes and rising seas.
Hurricane Katrina made landfall as a Category 5 storm in Florida on August 25, 2005 before making its final landfall as a Category 3 storm in Louisiana on August 29, 2005. It caused catastrophic damage along the Gulf Coast from central Florida to Texas from high winds and flooding. Over 1,800 people lost their lives and property damage was estimated between $80-125 billion, making it the costliest natural disaster in U.S. history. The storm displaced over 750,000 people and devastated cities like New Orleans, where levee failures flooded 80% of the city. The federal, state and local response was criticized for its slow initial response to the massive relief efforts needed. Rebuilding and recovery continues today through
Hurricane Katrina made landfall as a Category 5 storm in Florida on August 25, 2005 before making its final landfall as a Category 3 storm in Louisiana on August 29, 2005. It caused catastrophic damage along the Gulf Coast from central Florida to Texas, becoming the costliest natural disaster in U.S. history with total property damage estimated between $80-125 billion. Over 1,800 people lost their lives and hundreds of thousands were displaced as a result of the massive storm and subsequent flooding of New Orleans. The federal, state and local response was criticized for its delays, which exacerbated suffering and highlighted communication issues between different levels of government. Recovery efforts have continued for years through rebuilding homes and infrastructure with assistance from F
The Hurricane Katrina Debacle 2005As Secretary Chertoff proceed.docxrtodd33
The Hurricane Katrina Debacle: 2005
As Secretary Chertoff proceeded with his reorganization, scientists like Max Mayfield (the director of the National Hurricane Center) predicted another active hurricane season. As always, the greatest fear was that a major storm would hit the Gulf Coast, particularly low-lying New Orleans.
Under James Lee Witt, a Category 5 hurricane impacting New Orleans was considered one of the three possible worst-case disaster scenarios. In fact, since the 1980s, FEMA funds had been used to contract multiple evacuation studies of the New Orleans area. In 1995, a national exercise of the Federal Response Plan entitled “Response 95” used a New Orleans hurricane scenario. This particular exercise was never completed because on the first day of play, a major flood event impacted the Gulf Coast (including the site of the exercise play, New Orleans) and abruptly ended the exercise.
Another disaster exercise termed “Hurricane Pam” was convened and completed in Jul. 2004 with appropriate follow-up requirements to correct the problems and deficiencies discovered during the previous exercise. Unfortunately, the funding to support these corrective actions, which had been adequately budgeted by FEMA, became part of a funding reallocation requested of FEMA by DHS management to support other DHS priorities.
The “Senate Report on Katrina” best describes what occurred during those fateful hours and days in late Aug. The specific danger Katrina posed to the Gulf Coast became clear on the afternoon of Friday, Aug. 26, when forecasters at the National Hurricane Center and the National Weather Service saw that the storm was turning west. Phone calls were immediately made to Louisiana emergency management officials, and in their 5 pm EDT Katrina forecast and accompanying briefings, the meteorologists alerted both Louisiana and Mississippi that the track of the storm was expected to shift significantly to the west of its original track to the Florida panhandle. The National Hurricane Center warned that Katrina could be a Category 4 or even 5 by landfall. By the next morning, Weather Service officials confirmed that New Orleans was squarely at risk.
Over the weekend, the drumbeat of warnings continued. FEMA held video teleconferences on both days, discussing the potential dangers of Katrina and especially the risks to New Orleans. Max Mayfield of the Hurricane Center called the governors of the affected states, something he had only done once before in his 33-year career, and President Bush took the unusual step of declaring a disaster in advance of an emergency event for the states in the projected impact zone.
Hurricane Katrina made landfall in Buras, Louisiana, on Monday, Aug. 25, 2005. At the time it was reported as a Category 4 storm when it made landfall. The National Hurricane Center would later downgrade it to a Category 3 storm. In any event, it was considered an extremely dangerous storm by weather forecasters and the National Hurr.
HURRICANE KATRINA A NATION STILL UNPREPARED .docxwellesleyterresa
The document summarizes a Senate report on the government's response to Hurricane Katrina. It finds that while officials were warned of Katrina's potential devastation, they failed to adequately prepare. Evacuation and shelter plans for New Orleans were incomplete. The storm exceeded the response capacity of all levels of government. Leadership failures at the federal, state and local levels compounded the crisis. FEMA and DHS were unprepared for a catastrophe of this scale.
- Hurricane Andrew caused widespread destruction in Florida in 1992, leaving over 180,000 people homeless and $30 billion in damages.
- The response was hampered by a lack of emergency plans at both the state and federal level, resulting in delayed relief efforts.
- The storm revealed issues with Florida's building codes, which were inconsistent and difficult to enforce, contributing to structural damage. This prompted reforms to the state's building code system.
- Hurricane Andrew highlighted the need for improved disaster response legislation, clear chains of command, and coordinated emergency preparedness planning between agencies.
Disaster Logistics Management Evaluation Criteria
In Module 2 SLP, evaluation criteria were developed for the different phases of a disaster. In this SLP, we will now use the criteria developed to assess for management success or failure. First, disasters will be reviewed, and then further research and analysis will need to be accomplished to assess each disaster logistics management.
1. Review three relatively recent widespread US disasters and very briefly describe the event to include when, where, what, type of disaster, damage, fatalities. This can be done in outline form.
2. Develop a table and briefly assess each for logistical management success or failure in each of the phases (preparedness, response, and recovery) based on the criteria developed in Module 2 SLP. Justify your answers.
3. Select one of the disasters evaluated and further discuss some lessons learned for each phase of logistics management at the federal, state, and local levels.
4. For the chosen disaster, what additional actions could be taken by NGOs?
Properly cite your quotations that you use to support your statements. Use in-text references as needed to support your points.
Module 3 SLP 3 4
Disaster Management
Recently Widespread Disasters in the United States
Some of the widespread disasters in the United States include; wildfires, tornadoes, hurricanes, and winter storms. Wildfires have become a common occurrence in the United States. For instance, in the year 2021, wildfires began in the central and western parts of Kansas. The fire resulted in the death of two individuals and injuries to three other individuals. It is also prudent to note that the wildfires destroyed approximately 163,000 acres of wildlife and about 42 structures. The second form of widespread disaster in the United States is tornadoes (LeComte, 2019). The most recent tornado occurred on December 10th, 2021 in Kentucky, Illinois, Missouri, and Arkansas. This disaster led to the deaths of approximately 90 individuals and injured many more. Hurricanes have also become one of the most widespread disasters in the United States due to the proximity of most states to water bodies. The most recent hurricane popularly known as hurricane Ida occurred and caused mass destruction along the gulf coast of Louisiana after which it moved north and led to the flooding of households. This hurricane led to the deaths of close to 115 individuals and serious destruction as well. The final widespread disaster in the United States is Winter storms. The most common winter storm occurred on February 13th, 2021. The worst hit state was Texas since it faced a power crisis due to the storms. The storms led to the deaths of 223 individuals.
An assessment of each disaster and how the Government responded to it
Disasters
Assessment of the disasters
Management Failures
Management Successes
Justification
Wildfires
Wildfires occur often in the United States. The most recent one occurred in .
Week 7 Emergency Simulation Assignment 2 page AMA format-cite a.docxcockekeshia
Week 7: Emergency Simulation Assignment
2 page AMA format-cite all sources
Using the link below, participate in the online public health simulation of an emergency to integrate the knowledge you gained from this course in responding to a hypothetical emergency.
· Dirty Bomb! After the Blast – A Public Health Simulation: https://cpheo1.sph.umn.edu/dbomb/index.asp
In the simulation, you worked as a public health professional and made decisions relating to communications, coordination, and response. In the assignment,
· Briefly describe your actions in the simulation relating to communications, coordination, and response.
· Consider how these same areas were handled during Hurricane Katrina as described in this week’s reading: Case Study Response to Katrina (attached)
· Identify one area where you feel you were able to appropriately communicate, coordinate, or respond in this simulation and contrast your actions to those taken by personnel in Hurricane Katrina in the same area.
Provide your responses and the last screen as appropriate to the simulation to the Week 7 Assignment.
Microeconomics – Week #5 Assignment
Costs Table
Directions: Fill in the table.
Units of Output
Total Costs
Total Fixed Costs
Total Variable Costs
Average Total Costs
Average Fixed Costs
Average Variable Costs
Marginal Costs
0
$1,000
1
1,200
2
1,350
3
1,550
4
1,900
5
2,300
6
2,750
7
3,250
8
3,800
9
4,400
1
*This case study accompanies the IRGC report “Risk Governance Deficits: An analysis and illustration of the most
common deficits in risk governance”.
The Response to Hurricane Katrina
By Donald P. Moynihan
1
Hurricane Katrina occurred four years after the attacks of 9/11, three years after the subsequent
creation of the Department of Homeland Security (DHS), and one year after the DHS had created
a National Response Plan. But despite the heightened attention to homeland security, the
response to Katrina was a failure. The world watched as government responders seemed unable
to offer basic protection from the ravages of nature. The titles of two congressional reports
summarised the sense of failure. A Select House Committee [House Report, 2006] identified “A
Failure of Initiative” while the Senate Committee on Homeland Security and Governmental Affairs
[Senate Report, 2006] judged the United States “A Nation Still Unprepared.”
The poor response arose from a failure to manage a number of risk factors. The risks of a major
hurricane striking New Orleans had been long considered, and there was enough warning of the
threat of Katrina that declarations of emergency were made days in advance of landfall. But
responders failed to convert this information into a level of preparation appropriate with the scope
of the impending disaster. The dispersed nature of authority in the US intergovernmental
response system further weakened response, as federal responders failed.
This presentation summarizes the disaster management cycle for Hurricane Katrina, which involved the stages of preparedness, response, recovery, and mitigation. Key challenges during the response phase included slow search and rescue efforts, delays in shelter setup, and lack of emergency planning. Recovery faced issues like the slow restoration of infrastructure and housing. However, the disaster prompted reforms to improve coordination, evacuation procedures, and infrastructure resilience.
- Hurricane Katrina caused widespread disaster along the Gulf Coast in 2005, overwhelming local and state authorities and demonstrating the incompetence and disorganization of government officials in their response.
- Multiple factors contributed to the poor response, including poor relationships between local and state governments, as well as the failure to complete an emergency preparedness exercise called "Hurricane Pam" in 2004.
- The storm breached levees in New Orleans, flooding the city and causing tremendous damage across Mississippi, Alabama, and Louisiana. Over 1,200 lives were lost in one of the costliest and deadliest hurricanes in U.S. history.
Herrmann, Victoria. (2017). The United States Climate Change Relocation PlanELEEP Network
The reality of internally displaced communities due to sea level rise, flooding, and extreme storm events in the United States has arrived, and is poised to get worse. However, the US federal government remains ill-prepared to deal with the immense and undeniable human security challenge at hand. At present, there is no dedicated funding, dedicated lead agency, or dedicated policy framework to guide communities in need of relocation. In "The United States’ Climate Change Relocation Plan," Victoria Hermann looks at private, philanthropic, and nonprofit sector engagement in the relocation of American communities displaced by climate change. She proposes a foundation-led effort to coordinate a program providing resources, expertise, support, and guidance to towns in need of managed retreat.
Disaster Resilience and Sustainable Development (CENGM0071) 2 Coursework, 202...ssusera0a3b6
This paper is divided into two parts. In the first part, I evaluate the resilience and recovery of the case study of Wenchuan by analyzing the knock-on effects of the earthquake on the infrastructure system to propose a strategy for optimizing risk assessment by refining the disaster chain model. In the second part, I begin with a historical review of sustainable development and then use the Japanese post-war housing model as an infrastructure theme to illustrate how engineering can have an impact on it. Finally, I conclude with three propositions based on my own insights into sustainable development from an engineer's perspective: promoting communication and cooperation, taking responsibility, and valuing reginal dignity.
1) Local governments need effective financial systems to manage disaster relief funds and ensure accountability. When disasters strike, financial managers must track eligible costs, handle multi-year reporting, and allocate funds across projects to receive reimbursement.
2) The document provides an overview of historical disaster costs and funding sources. It describes the Public Assistance Grant program and requirements for tracking, documenting, and reporting costs according to grant guidelines.
3) An effective financial management system should facilitate cost tracking, multi-year reporting, allocation management, labor distribution, and customized reporting to help financial managers meet grant requirements and account for funds after disasters. It should also allow remote data access in case offices are damaged.
POSC100 AMERICAN GOVERNMENT HURRICANE KATRINA AND FEDERALISM.docxChantellPantoja184
POSC100 AMERICAN GOVERNMENT
HURRICANE KATRINA AND FEDERALISM EXERCISE
These pages present some additional data to help you answer the questions on the Hurricane Katrina
worksheet handed out in class on the 19
th
of February. Read and reflect on this information. If you’re
interested, the world of the internet has much much more information on the government’s
response. Be cautious, however, for many of the opinions expressed on blogs and other commentary
is ill-informed to the extreme.
Disaster Planning and Relief
In the area of disaster relief, there are a good many jurisdictional gray areas. The Constitution is
silent on the federal government’s role—there are no enumerated powers,; only implied powers:
From Article I, Section 8:
(1) The Congress shall have power to lay and collect taxes, duties, imposts and excises, to pay the
debts and provide for the common defense and general welfare of the United States; but all
duties, imposts and excises shall be uniform throughout the United States".
… [the remaining 16 provisions enumerating the powers of Congress]
(18) To make all Laws which shall be necessary and proper for carrying into Execution the
foregoing Powers, and all other Powers vested by this Constitution in the Government of the
United States, or in any Department or Officer thereof.
In the early days, it was unclear if these provisions allowed Congress to even appropriate funds to
help out a specific geographical affected by a disaster.
1
1
Jack M. Balkin from Yale University explains:
One of the earliest and most contentious debates during the first years of the Constitution's history was whether or
not the federal government had the power, under its authority "to pay the debts and provide for the common defence
and general welfare of the United States," to spend money for disaster relief for a specific community.
Jeffersonian strict constructionists argued that the words "general welfare" precluded such a power, arguing first, that
the general welfare clause only gave Congress the power to spend on behalf of one of its other enumerated powers,
and second, that even if the power to spend for the general welfare were an independent power, Congress could not
devote money to a specific locality or region, but must spend for the entire country as a whole, i.e., "the general
welfare of the United States." Loose constructionists, following Alexander Hamilton, argued that the general welfare
clause gave Congress a separate power, and that the clause gave Congress wide latitude to spend money to promote
what it viewed as conducive to the general welfare.
These competing ideas took center stage in the aftermath of a devastating fire in Savannah, Georgia in 1796.
Hamilton and his federalist friends appealed emotionally to Southern Representatives in Congress to
encourage a broad reading of the Art 1, s 8(1). However, Southern Rep.
28 0014 Restructure Office Of Adjutant Gen. Homeland Security V I T E M AGenevieve Whitaker
The document is a proposed bill to amend Virgin Islands Code regarding emergency management agencies. It proposes restructuring the Office of the Adjutant General, Office of Homeland Security, and Virgin Islands Territorial Emergency Management Agency (VITEMA). It would remove the latter two agencies from under the Adjutant General and place the Office of Homeland Security within VITEMA. It also proposes moving the Virgin Islands Territorial Public Assistance Unit under VITEMA and placing responsibility for the 911 emergency system under VITEMA. The bill's stated purposes are to improve emergency preparedness, response, and coordination across various territorial agencies.
This document discusses the response to Hurricane Katrina by federal, state, and local governments in 2005. It analyzes the response through the lens of intergovernmental relations and management. Some successes included the evacuation of over 1.2 million people from New Orleans before the storm. However, failures included the lack of coordination between agencies and levels of government. The Federal Emergency Management Agency (FEMA) struggled to communicate and secure resources. Political disputes between state and federal authorities also delayed an effective response in the critical days following the hurricane. The document examines both successes and failures in order to understand lessons for improving intergovernmental cooperation during future disasters.
Every where in the world disaster strikes leaving hundreds and thousands dead and the devastating damage that these disasters leave behind has an enormous loss to the population of the state related to the disaster. Over the last decade the world has been engulfed with many environmental or natural disasters, although with a closer look they are human affiliated, brought about by technological and human activities that result or increase the chances of natural disasters.
This 45-minute presentation focuses on two natural disaster events that occurred in the 1960s that changed how we approach responding to disastrous incidents in the United States: The Great Alaska Earthquake of 1964 & Hurricane Betsy in 1965.
US Department of Education FAFSA Week of ActionMebane Rash
This document provides suggestions for various groups to engage in FAFSA Week of Action from April 15-19, 2024 to promote FAFSA completion. It encourages high school counselors and leaders to host FAFSA clinics and workshops, call and text students about FAFSA, and distribute materials at school events. Non-profits are asked to share FAFSA toolkits and host events. Elected officials are encouraged to promote statewide or citywide FAFSA submission efforts through competitions and by sharing resources on social media and at events.
Propel NC: A New Community College Business Model for the New North Carolina ...Mebane Rash
North Carolina’s investments in economic and workforce development have created booming business and jobs’ growth in key sectors that will drive our state’s economy for generations to come. Now we need to make sure North Carolinians fill those great North Carolina jobs.
Preview of 2024 Teacher Working Conditions SurveyMebane Rash
The document outlines changes to the 2024 NC Teacher Working Conditions Survey. It describes revisions made to various survey sections including Retention, School Leadership, Teacher Leadership, Managing Student Conduct, Safety & Wellbeing, Facilities & Resources, Community Support & Involvement, Professional Learning, Instructional Practices, Time, and Equity. Response scales and questions were standardized across sections. Demographic questions and an open-ended feedback question were made optional.
This report examines innovative learning ecosystems that are being developed across the United States. It provides a landscape analysis of several communities that are building connected learning experiences linked to their local communities. The report aims to help more communities transform education by providing a framework for creating learner-centered ecosystems. This framework identifies four main levers for change - vision, partnerships, experiences, and outcomes - and ten domains that communities can focus on to develop successful learning ecosystems and improve outcomes for all students.
The NC Rural Center hosted a summer road trip to 12 rural communities in North Carolina to engage with local partners, share research and initiatives, and hear about successful local projects. Over 350 people participated across the four regions visited. The top issues identified were rural healthcare, infrastructure, leadership, and education. The Rural Center committed to continued information sharing, convenings, and advocacy support for rural communities.
The document summarizes key findings from the North Carolina Rural Center's summer road trip to rural counties in North Carolina. They met with over 35 stakeholders in each county to learn about local challenges and opportunities. Broadband access, rural healthcare inequities, and sustainable leadership were identified as top issues. The Rural Center plans to help by convening partners, sharing information on programs and strategies, and supporting advocacy efforts for rural North Carolina.
Haywood Community College_Immediate Student Support (1).pdfMebane Rash
Haywood Community College provides several options to help students facing financial hardship including:
1) Professional judgement review which allows adjustments to financial aid packages on a case-by-case basis.
2) Emergency aid grants of up to $1,000 per semester for students halfway to completing a degree facing unanticipated costs like transportation, childcare, housing or tuition.
3) The Lavender Fund provides one-time emergency support typically for transportation, childcare, utilities or food for students in their second year with financial need.
This document summarizes challenges with North Carolina's teacher pay system and makes recommendations for strengthening compensation. Specifically, it finds that:
- Teacher pay has not kept pace with other female-dominated professions and offers few opportunities for advancement, undermining retention.
- Starting salaries are not competitive regionally, making recruitment difficult.
- Pay increases mainly based on experience and education reinforce inequities in student access to teachers.
- Differentiated pay is needed to fill hard-to-staff positions and schools.
Strategic investments in teacher pay that reward performance and support recruitment/retention can boost student achievement while maximizing funding.
Through their annual convening, over 150 North Carolina community college presidents and local school superintendents addressed the state's most pressing education and workforce issues. Several successful partnership examples were highlighted, including Pitt Community College and Pitt County Schools' initiatives to strengthen career pathways for students; Central Carolina Community College's work with regional school districts to align efforts and tailor supports; and Rowan-Cabarrus Community College and Rowan-Salisbury Schools' teacher preparation pipeline program. Key takeaways focused on the importance of intentional collaboration to improve student outcomes and meet workforce needs.
The document discusses the history and current state of the Career and College Promise program in Polk and Rutherford counties in North Carolina. It outlines how the program began with Rutherford Early College High School and has expanded to include partnerships between the community college and local high schools. While progress has been made in developing career pathways and addressing logistical challenges, the document notes that more work is needed to expand access and support for underserved student populations and ensure all students can successfully participate and complete the program.
The document outlines a partnership between Rowan County educational institutions to address the teacher shortage and develop a local talent pipeline. The partnership includes Rowan-Cabarrus Community College, Catawba College, and Rowan-Salisbury Schools. Through this partnership students can earn an associate's degree at Rowan-Cabarrus, transfer to Catawba College to earn a bachelor's, and participate in a paid apprenticeship program at Rowan-Salisbury Schools to become a teacher. Initial results show the program has increased enrollment in teacher preparation programs and placed graduates in teaching positions in Rowan-Salisbury Schools. The partnership aims to further develop marketing, pathways from local HBCUs, and a lateral entry
The document discusses several partnerships and programs between Pitt County Schools and Pitt Community College to help students pursue technical careers and postsecondary education. It outlines enrollment numbers in the Early College High School program, Career and College Promise courses offered on high school campuses, the Technical Academy program allowing students to earn college credits in high school, and increasing enrollment in Career and College Promise college courses overall. It also mentions scholarships, career coaching, and other partnerships to support students' career exploration and transition to college.
This document summarizes a benchmarking report prepared by Wilkes Community College (WCC) to develop a unified model for providing wrap-around services to meet students' basic needs. It discusses why WCC is focusing on this issue, how peer institutions identify student needs, common needs addressed, staffing models, funding sources, strategic partners, communication strategies, engagement levels, and results achieved. The goal is to research best practices and design a program that improves student retention and graduation by addressing issues like food insecurity, housing, childcare, transportation, technology access, and mental/physical health needs.
North Carolina's current school accountability model primarily focuses on student test scores and proficiency rather than growth. This has led to concerns that the model does not accurately measure school quality. The document examines how weighting proficiency and growth differently in a hypothetical model would impact school performance grades. It finds that weighting growth more heavily, such as at 80%, reduces the relationship between school poverty levels and performance grades. This suggests an accountability model should prioritize growth to better identify school effectiveness.
The document summarizes a workshop on redesigning North Carolina's school performance grades. It reviewed federal accountability requirements under ESSA and examined the state's current accountability system. Participants were tasked with brainstorming the characteristics of a ready student and high-quality school, as well as potential accountability indicators, to inform the redesign. The workshop was facilitated by an independent organization focused on improving educational assessment and accountability.
This document outlines a proposed model to elevate the teaching profession in North Carolina. It presents a system with four career phases for teachers - pre-teaching options, early career options, teacher leadership options, and expert teacher. The phases include various paths and roles such as apprenticeships, different license levels, mentoring supports, compensation increases tied to skills and responsibilities. The goal is to professionalize teaching, improve supports for teachers, and incentivize strong candidates to enter and remain in the profession. It proposes clear roles, responsibilities, and advancement opportunities at each career stage to attract, empower, and retain high-quality educators.
This strategic plan outlines five goals to guide Johnson C. Smith University from 2021-2025: 1) Strengthen Academic Excellence; 2) Enhance Student Success; 3) Expand Partnerships and Community Engagement; 4) Optimize Financial and Operational Performance; and 5) Advance Talent. The plan emphasizes developing new academic programs aligned with market demand, strengthening career outcomes for students, expanding partnerships, improving retention, and investing in faculty excellence. If executed faithfully, the plan aims to produce "revolutionary" student success and honor JCSU's legacy of educating a diverse group of students.
The document discusses two internship programs created by Halifax County Schools to address issues arising from the COVID-19 pandemic. The IT Helpdesk Internship program provided students to help repair devices as more learning went remote, addressing a lack of repair staff. The Solar Apprenticeship program offered students hands-on training in solar energy skills over summer 2021, allowing them to earn certifications. Both programs gave students real-world experience and career credentials while helping the school address needs during the pandemic.
Chapter wise All Notes of First year Basic Civil Engineering.pptxDenish Jangid
Chapter wise All Notes of First year Basic Civil Engineering
Syllabus
Chapter-1
Introduction to objective, scope and outcome the subject
Chapter 2
Introduction: Scope and Specialization of Civil Engineering, Role of civil Engineer in Society, Impact of infrastructural development on economy of country.
Chapter 3
Surveying: Object Principles & Types of Surveying; Site Plans, Plans & Maps; Scales & Unit of different Measurements.
Linear Measurements: Instruments used. Linear Measurement by Tape, Ranging out Survey Lines and overcoming Obstructions; Measurements on sloping ground; Tape corrections, conventional symbols. Angular Measurements: Instruments used; Introduction to Compass Surveying, Bearings and Longitude & Latitude of a Line, Introduction to total station.
Levelling: Instrument used Object of levelling, Methods of levelling in brief, and Contour maps.
Chapter 4
Buildings: Selection of site for Buildings, Layout of Building Plan, Types of buildings, Plinth area, carpet area, floor space index, Introduction to building byelaws, concept of sun light & ventilation. Components of Buildings & their functions, Basic concept of R.C.C., Introduction to types of foundation
Chapter 5
Transportation: Introduction to Transportation Engineering; Traffic and Road Safety: Types and Characteristics of Various Modes of Transportation; Various Road Traffic Signs, Causes of Accidents and Road Safety Measures.
Chapter 6
Environmental Engineering: Environmental Pollution, Environmental Acts and Regulations, Functional Concepts of Ecology, Basics of Species, Biodiversity, Ecosystem, Hydrological Cycle; Chemical Cycles: Carbon, Nitrogen & Phosphorus; Energy Flow in Ecosystems.
Water Pollution: Water Quality standards, Introduction to Treatment & Disposal of Waste Water. Reuse and Saving of Water, Rain Water Harvesting. Solid Waste Management: Classification of Solid Waste, Collection, Transportation and Disposal of Solid. Recycling of Solid Waste: Energy Recovery, Sanitary Landfill, On-Site Sanitation. Air & Noise Pollution: Primary and Secondary air pollutants, Harmful effects of Air Pollution, Control of Air Pollution. . Noise Pollution Harmful Effects of noise pollution, control of noise pollution, Global warming & Climate Change, Ozone depletion, Greenhouse effect
Text Books:
1. Palancharmy, Basic Civil Engineering, McGraw Hill publishers.
2. Satheesh Gopi, Basic Civil Engineering, Pearson Publishers.
3. Ketki Rangwala Dalal, Essentials of Civil Engineering, Charotar Publishing House.
4. BCP, Surveying volume 1
LAND USE LAND COVER AND NDVI OF MIRZAPUR DISTRICT, UPRAHUL
This Dissertation explores the particular circumstances of Mirzapur, a region located in the
core of India. Mirzapur, with its varied terrains and abundant biodiversity, offers an optimal
environment for investigating the changes in vegetation cover dynamics. Our study utilizes
advanced technologies such as GIS (Geographic Information Systems) and Remote sensing to
analyze the transformations that have taken place over the course of a decade.
The complex relationship between human activities and the environment has been the focus
of extensive research and worry. As the global community grapples with swift urbanization,
population expansion, and economic progress, the effects on natural ecosystems are becoming
more evident. A crucial element of this impact is the alteration of vegetation cover, which plays a
significant role in maintaining the ecological equilibrium of our planet.Land serves as the foundation for all human activities and provides the necessary materials for
these activities. As the most crucial natural resource, its utilization by humans results in different
'Land uses,' which are determined by both human activities and the physical characteristics of the
land.
The utilization of land is impacted by human needs and environmental factors. In countries
like India, rapid population growth and the emphasis on extensive resource exploitation can lead
to significant land degradation, adversely affecting the region's land cover.
Therefore, human intervention has significantly influenced land use patterns over many
centuries, evolving its structure over time and space. In the present era, these changes have
accelerated due to factors such as agriculture and urbanization. Information regarding land use and
cover is essential for various planning and management tasks related to the Earth's surface,
providing crucial environmental data for scientific, resource management, policy purposes, and
diverse human activities.
Accurate understanding of land use and cover is imperative for the development planning
of any area. Consequently, a wide range of professionals, including earth system scientists, land
and water managers, and urban planners, are interested in obtaining data on land use and cover
changes, conversion trends, and other related patterns. The spatial dimensions of land use and
cover support policymakers and scientists in making well-informed decisions, as alterations in
these patterns indicate shifts in economic and social conditions. Monitoring such changes with the
help of Advanced technologies like Remote Sensing and Geographic Information Systems is
crucial for coordinated efforts across different administrative levels. Advanced technologies like
Remote Sensing and Geographic Information Systems
9
Changes in vegetation cover refer to variations in the distribution, composition, and overall
structure of plant communities across different temporal and spatial scales. These changes can
occur natural.
Gender and Mental Health - Counselling and Family Therapy Applications and In...PsychoTech Services
A proprietary approach developed by bringing together the best of learning theories from Psychology, design principles from the world of visualization, and pedagogical methods from over a decade of training experience, that enables you to: Learn better, faster!
Strategies for Effective Upskilling is a presentation by Chinwendu Peace in a Your Skill Boost Masterclass organisation by the Excellence Foundation for South Sudan on 08th and 09th June 2024 from 1 PM to 3 PM on each day.
How to Setup Warehouse & Location in Odoo 17 InventoryCeline George
In this slide, we'll explore how to set up warehouses and locations in Odoo 17 Inventory. This will help us manage our stock effectively, track inventory levels, and streamline warehouse operations.
Philippine Edukasyong Pantahanan at Pangkabuhayan (EPP) CurriculumMJDuyan
(𝐓𝐋𝐄 𝟏𝟎𝟎) (𝐋𝐞𝐬𝐬𝐨𝐧 𝟏)-𝐏𝐫𝐞𝐥𝐢𝐦𝐬
𝐃𝐢𝐬𝐜𝐮𝐬𝐬 𝐭𝐡𝐞 𝐄𝐏𝐏 𝐂𝐮𝐫𝐫𝐢𝐜𝐮𝐥𝐮𝐦 𝐢𝐧 𝐭𝐡𝐞 𝐏𝐡𝐢𝐥𝐢𝐩𝐩𝐢𝐧𝐞𝐬:
- Understand the goals and objectives of the Edukasyong Pantahanan at Pangkabuhayan (EPP) curriculum, recognizing its importance in fostering practical life skills and values among students. Students will also be able to identify the key components and subjects covered, such as agriculture, home economics, industrial arts, and information and communication technology.
𝐄𝐱𝐩𝐥𝐚𝐢𝐧 𝐭𝐡𝐞 𝐍𝐚𝐭𝐮𝐫𝐞 𝐚𝐧𝐝 𝐒𝐜𝐨𝐩𝐞 𝐨𝐟 𝐚𝐧 𝐄𝐧𝐭𝐫𝐞𝐩𝐫𝐞𝐧𝐞𝐮𝐫:
-Define entrepreneurship, distinguishing it from general business activities by emphasizing its focus on innovation, risk-taking, and value creation. Students will describe the characteristics and traits of successful entrepreneurs, including their roles and responsibilities, and discuss the broader economic and social impacts of entrepreneurial activities on both local and global scales.
Philippine Edukasyong Pantahanan at Pangkabuhayan (EPP) Curriculum
Draft legislation
1. GENERAL ASSEMBLY OF NORTH CAROLINA
THIRD EXTRA SESSION 2016
H D
HOUSE BILL DRH30005-MDfa-1 (11/29)
Short Title: Disaster Recovery Act of 2016. (Public)
Sponsors: Representatives Dollar, McGrady, J. Bell, and Dixon (Primary Sponsors).
Referred to:
*DRH30005-MDfa-1*
A BILL TO BE ENTITLED1
AN ACT TO ENACT THE DISASTER RECOVERY ACT OF 2016.2
The General Assembly of North Carolina enacts:3
4
PART I. TITLE OF ACT5
SECTION 1.1. This act shall be known as "The Disaster Recovery Act of 2016."6
7
PART II. LEGISLATIVE FINDINGS8
9
DAMAGE CAUSED BY HURRICANE MATTHEW AND THE WILDFIRES IN THE10
WESTERN PART OF THE STATE11
SECTION 2.1.(a) The General Assembly finds that Hurricane Matthew was one of12
the strongest hurricanes to form in the Atlantic Ocean in a decade and that it, along with Tropical13
Storms Julia and Hermine, caused widespread heavy rainfall, record flooding, and dozens of14
deaths in North Carolina. The General Assembly further finds that wildfires in the western part of15
the State burned tens of thousands of acres and destroyed hundreds of structures.16
SECTION 2.1.(b) The General Assembly finds that as a result of Hurricane Matthew,17
the wildfires in western North Carolina, and Tropical Storms Julia and Hermine, the following has18
occurred:19
(1) Central and eastern North Carolina endured record-breaking rainfall that20
created 1,000-year flood events that devastated the people, infrastructure,21
businesses, and schools of entire communities.22
(2) At the height of Hurricane Matthew, 800,000 people were without power,23
nearly 3,750 were displaced from their homes, 635 roads were closed, 3424
school systems were closed, and 28 people lost their lives.25
(3) Riverine flooding began several days after Hurricane Matthew passed and26
lasted more than two weeks. Several larger rivers reached well above major27
flooding levels, including the Tar, Cape Fear, Cashie, Lumber, and Neuse. On28
October 24, 2016, the last river that had reached flood stages finally returned to29
normal levels.30
(4) Forty-nine of the State's counties were declared a major disaster by the31
President of the United States under the Stafford Act (P.L. 93-288).32
(5) People lost their loved ones, their homes, their communities, their houses of33
worship, their life savings, their jobs, their family mementos, their pets, and34
their ways of life.35
H.B. 2
Dec 13, 2016
HOUSE PRINCIPAL CLERK
2. General Assembly Of North Carolina Third Extra Session 2016
Page 2 DRH30005-MDfa-1 [v.28] (11/16)
(6) Entire towns were flooded to the rooftops as the water levels of rivers and1
streams throughout Eastern North Carolina crested at flood-stage heights far2
beyond those ever seen before in this State.3
(7) Approximately 88,000 homes were damaged with a total loss of more than4
$967 million. Of these, 4,424 homes were completely destroyed. This damage5
represents an extraordinary economic loss as 68% of the damages, or $6596
million, is not expected to be covered by insurance or FEMA assistance.7
(8) More than 30,000 businesses suffered physical or economic damage. More than8
400,000 employees were impacted.9
(9) More than 8,000 businesses have requested assistance due to physical or10
economic impact loss as a result of the storm. As of November 28, 2016, 61411
businesses have completed complex Small Business Administration loan12
applications. Only 143 of these loan applications have been approved. The13
numbers suggest both the numbers of businesses that suffered physical damage14
as a result of the hurricane and the inability of many businesses in the region to15
take on additional debt. Without additional assistance, many businesses may16
not be able to reopen and jobs will be lost.17
(10) Caskets floated out of the saturated ground.18
(11) Local governments have suffered loss of infrastructure, damage to public19
buildings, roads, wastewater treatment plants, and other facilities. Public20
Assistance projects are in planning stages to repair facilities and roads, remove21
debris, and otherwise affect cleanup and repair of local government facilities. In22
addition, the damage from the storms to property and businesses has eroded the23
tax base of the counties affected. These counties must bear a loss of revenue at24
the same time they are shouldering the costs of replacing and repairing the25
infrastructure and meeting the additional needs of the population struggling to26
recover from the effects of the hurricane.27
(12) More than 62,000 total acres burned in North Carolina, including more than28
25,000 acres on land protected by the State.29
(13) More than 2,400 emergency responders responded to the wildfires and related30
events.31
(14) Firefighters from 40 states joined North Carolina to assist in firefighting efforts,32
including teams from Florida, Idaho, Oregon, Utah, and Nevada.33
(15) Starting just weeks after Hurricane Matthew on October 23, 2016, and34
continuing throughout November, 26 major and dozens of smaller fires35
impacted air quality across the State.36
37
CRITICAL NEEDS NOT MET BY EXISTING STATE AND FEDERAL PROGRAMS38
AND FUNDS39
SECTION 2.2.(a) The General Assembly finds that the State and federal disaster40
relief initiatives are not intended to make individuals whole after a loss; they are intended to assist41
the affected areas in recovering from the damage caused by Hurricane Matthew, the western42
wildfires, and Tropical Storms Julia and Hermine.43
Without significant additional State assistance to the area devastated by these events,44
further deterioration of the economy, the environment, public health and safety, and quality of life45
in the region is likely to occur. Without additional State assistance:46
(1) Many people in uninsured, damaged homes will either not qualify for federal47
housing assistance or not have the resources to take advantage of federal48
housing assistance.49
(2) Local governments already overwhelmed with storm-related expenses may not50
have the resources to repair damaged infrastructure and provide the new51
3. General Assembly Of North Carolina Third Extra Session 2016
DRH30005-MDfa-1 [v.28] (11/16) Page 3
infrastructure necessary for families relocating out of the flood and landslide1
zones and for businesses that are in the process of rebuilding.2
(3) Jobs may be permanently lost because many cannot qualify for Small Business3
Administration loans.4
(4) Many farmers who suffered significant losses may find it difficult to continue5
farming.6
(5) Resources for drinking water protection, solid waste cleanup, hazardous waste7
cleanup, and remediation of high-risk storage tanks will be inadequate.8
SECTION 2.2.(b) It is the intent of the General Assembly that the benefits of the9
projects and programs authorized by this act are for the common good and collective recovery of10
the people of this State following devastating natural disasters directly affecting a large portion of11
the State and indirectly affecting the entire State. The entire State faces a major loss if the counties12
that bore the major impact of these disasters are not offered the assistance provided by this act.13
The purpose of this act is to provide an ultimate net public benefit to the State through a successful14
recovery initiative.15
16
PART III. COUNTIES COVERED BY THIS ACT17
SECTION 3.1. Sections 2.1 through 4.4 of this act apply in the North Carolina18
counties that were any of the following:19
(1) Declared a major disaster by the President of the United States under the20
Stafford Act (P.L. 93-288) as a result of Hurricane Matthew, wildfires in the21
western part of the State, Tropical Storm Julia, or Tropical Storm Hermine.22
(2) Part of the emergency area set forth in any of the following gubernatorial23
executive orders: Executive Order No. 97 (September 1, 2016), Executive24
Order No. 103 (September 22, 2016), Executive Order No. 107 (October 3,25
2016), or Executive Order No. 115 (November 10, 2016).26
27
PART IV. FUNDING OF DISASTER RELIEF28
29
APPROPRIATIONS AND ALLOCATIONS OF FUNDS FOR DISASTER RELIEF30
SECTION 4.1. In addition to any other funds appropriated during the 2016-201731
fiscal year, there is appropriated from the Savings Reserve Account to the General Fund the sum32
of one hundred million nine hundred twenty-eight thousand three hundred seventy dollars33
($100,928,370) in nonrecurring funds for the 2016-2017 fiscal year and there is appropriated from34
the unappropriated General Fund balance the sum of one hundred million dollars ($100,000,000)35
in nonrecurring funds for the 2016-2017 fiscal year. These funds shall be allocated as follows:36
(1) $20,000,000 shall be allocated to the Housing Trust Fund for eligible projects37
under Chapter 122E of the General Statutes. Notwithstanding G.S. 122E-6,38
these funds shall directly benefit persons and families affected by Hurricane39
Matthew, the western wildfires, or Tropical Storms Julia and Hermine whose40
incomes do not exceed one hundred percent (100%) of the area's median41
income, with adjustments for family size, according to the latest figures42
available from the U.S. Department of Housing and Urban Development.43
(2) $9,000,000 shall be allocated to the Division of Emergency Management to44
provide additional support to meet the short-term housing needs of individuals45
affected by Hurricane Matthew, the western wildfires, and Tropical Storms46
Julia and Hermine.47
(3) $11,500,000 shall be allocated to the Division of Emergency Management for48
resilient redevelopment planning. These funds shall be used to do the49
following:50
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a. Oversee and facilitate strategic resiliency planning meetings at each of1
the 49 counties that were declared a major disaster by the President of2
the United States as a result of Hurricane Matthew as well as the five3
economic development regions that were affected by that storm.4
b. Develop strategic, resilient redevelopment plans for each of these 495
counties.6
c. Oversee the submission of county-approved strategic resiliency action7
plans for federal approval.8
d. Provide redevelopment expertise, technical assistance, and9
administrative support to the 49 counties and economic regions10
throughout the planning, design, and implementation of action plans.11
(4) $66,228,370 shall be allocated to the State Emergency Response and Disaster12
Relief Fund to provide the State match for federal disaster assistance programs.13
(5) $10,000,000 shall be allocated to the State Emergency Response and Disaster14
Relief Fund to ensure that sufficient funds are available to provide relief and15
assistance from future emergencies, as authorized by G.S. 166A-19.42.16
(6) $5,000,000 shall be allocated to The Golden L.E.A.F. (Long-Term Economic17
Advancement Foundation), Inc., a nonprofit corporation, for the purpose of18
providing grants to eligible entities capable of making loans to small businesses19
affected by Hurricane Matthew, the western wildfires, or Tropical Storms Julia20
and Hermine.21
(7) $20,000,000 shall be allocated to The Golden L.E.A.F. (Long-Term Economic22
Advancement Foundation), Inc., a nonprofit corporation, to provide grants to23
local governments to construct new infrastructure required to support the24
development of new residential structures in areas outside the 100-year25
floodplain or repair or replace existing infrastructure. For purposes of this26
subdivision, infrastructure includes water, sewer, sidewalks, storm drainage,27
and other, similar projects that provide assistance or relief for Hurricane28
Matthew, the western wildfires, and Tropical Storms Julia and Hermine.29
(8) $10,000,000 shall be allocated to the Department of Commerce to be further30
allocated to the Rural Economic Development Division to provide grants to31
local governments to construct new infrastructure required to support the32
development of new residential structures in areas outside the 100-year33
floodplain or repair or replace existing infrastructure. For purposes of this34
subdivision, infrastructure includes water, sewer, sidewalks, storm drainage,35
and other, similar projects that provide assistance or relief for Hurricane36
Matthew, the western wildfires, or Tropical Storms Julia and Hermine.37
(9) $10,000,000 shall be allocated to the Department of Environmental Quality for38
disaster-related infrastructure and cleanup needs including, but not limited to,39
repair of wastewater and drinking water systems, dam safety, emergency40
permitting, and solid waste cleanup. The Department of Environmental Quality41
shall allocate a portion of these funds to assist local governments to mitigate the42
failure of burial sites and to take other steps necessary to protect the public43
health.44
(10) $37,950,000 shall be allocated to the Department of Agriculture and Consumer45
Services to be further allocated for the following purposes:46
a. $25,500,000 to the North Carolina Forest Service for repairs and47
operational expenses at Claridge Nursery in Wayne County, wildfire48
response, and disaster-related timber restoration.49
b. $12,200,000 to the Division of Soil and Water Conservation for stream50
debris removal and non-field farm road repairs and for supplemental51
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DRH30005-MDfa-1 [v.28] (11/16) Page 5
funding of the Agricultural Water Resources Assistance Program to1
support disaster-related farm pond and dam repairs.2
c. $250,000 to the Research Stations Division for dike repairs at the3
Cherry Research Farm in Wayne County.4
(11) $1,000,000 shall be allocated to the Department of Insurance, Office of the5
State Fire Marshal, to provide grants to volunteer fire departments for repairs of6
damages caused by Hurricane Matthew, the wildfires in the western part of the7
State, and Tropical Storms Julia and Hermine that were not covered by federal8
assistance or by the proceeds of insurance policies.9
(12) $250,000 shall be allocated to the Department of Commerce to assess, in10
consultation with the Economic Development Partnership of North Carolina,11
the need for business assistance funds for businesses affected by Hurricane12
Matthew, the western wildfires, and Tropical Storms Julia and Hermine. The13
Department may use funds allocated in this section to fund time-limited14
positions, as needed, within the Department or the Economic Development15
Partnership of North Carolina to conduct the assessment. On or before March 1,16
2017, the Department shall submit a report detailing its findings and making17
recommendations for the best process to administer recovery assistance funds18
to the Chairs of the House Appropriations Committee, the Chairs of the Senate19
Appropriations/Base Budget Committee, and the Fiscal Research Division.20
21
LIMITATIONS ON FUND USE22
SECTION 4.2. The General Assembly finds that the scope of the immediate needs23
produced by the devastation wrought by recent natural disasters in this State warrants taking the24
steps in this act. The General Assembly further finds that efforts to assess and address the damage25
will need to continue when the General Assembly returns for the 2017 Regular Session. Because26
the 2017 General Assembly will convene shortly and has continuing authority to address the27
State's disaster relief needs, the 2015 General Assembly finds that broad executive expenditure28
flexibility over the funds appropriated in this act is not warranted. Accordingly, the Governor shall29
not use funds appropriated in this act to make budget adjustments under G.S. 143C-6-4 or to make30
reallocations under G.S. 166A-19.40(c). Nothing in this section shall be construed to prohibit the31
Governor from exercising the Governor's authority under these statutes with respect to funds other32
than those appropriated in this act.33
34
EACH APPROPRIATION AND ALLOCATION IS MAXIMUM AND CONDITIONAL35
SECTION 4.3. The appropriations and allocations made in this act are for maximum36
amounts necessary to implement this act. Savings shall be effected where the total amounts37
appropriated or allocated are not required to implement this act.38
39
FUNDS DO NOT REVERT40
SECTION 4.4. Funds appropriated in or allocated in this act shall remain available to41
implement the provisions of this act until the General Assembly directs the reversion of any42
unexpended and unencumbered funds. G.S. 143C-6-23(f1)(1) shall not apply to funds43
appropriated in this act.44
45
PART V. IMPLEMENTATION OF ACT46
47
AUTHORITY TO ESTABLISH TIME-LIMITED POSITIONS TO IMPLEMENT THIS48
ACT49
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SECTION 5.1. The Governor may establish part-time and full-time personnel1
positions to implement this act. Positions established under this section are time-limited and2
exempt from the State Human Resources Act3
4
AUTHORITY TO ESTABLISH ADVISORY COUNCILS TO ADVISE STATE5
AGENCIES ON RECOVERY EFFORTS6
SECTION 5.2. The Governor shall establish advisory councils to advise relevant7
State agencies on hurricane relief and recovery efforts and to ensure input from representatives of8
affected communities and groups.9
10
SUBROGATION BY STATE OF RIGHT TO INSURANCE COVERAGE FOR11
DAMAGED HOMES PURCHASED OR RELOCATED UNDER THE HAZARD12
MITIGATION PROGRAM13
SECTION 5.3. If a person's home is relocated or purchased with funds from the14
Hazard Mitigation Grant Program or the State Acquisition and Relocation Fund, the State15
Emergency Response and Disaster Relief Fund is subrogated to the person's rights under any16
insurance coverage for the damage to the home, and any monies received from the insurance17
coverage shall be paid to the State Emergency Response and Disaster Relief Fund. The Division18
of Emergency Management shall ensure that those potentially affected by this section are notified19
of, and adhere to, its requirements.20
21
INVOLVEMENT OF HISTORICALLY UNDERUTILIZED BUSINESSES22
SECTION 5.4. It is the intent of the General Assembly that, during this time of23
rebuilding and relief efforts, each State agency should strive to acquire goods and services from24
historically underutilized business vendors, whether directly as principal contractors or indirectly25
as subcontractors or otherwise.26
27
LEGISLATIVE REVIEW OF FEDERAL FUNDING AND REMAINING UNMET NEEDS28
SECTION 5.5. It is the intent of the General Assembly to review in 2017 and 201829
the funds appropriated by Congress and to consider actions needed to address any remaining30
unmet needs. It is also the intent of the General Assembly to review the adequacy of the measures31
funded by subdivision (3) of Section 4.1 of this act at that time.32
33
PROHIBITION ON USE OF STATE FUNDS TO CONSTRUCT CERTAIN RESIDENCES34
SECTION 5.6.(a) No State funds appropriated in this act may be expended for the35
construction of any new residence within the 100-year floodplain unless the construction is in an36
area regulated by a unit of local government pursuant to a floodplain management ordinance and37
the construction complies with the ordinance. As used in this section, "100-year floodplain" means38
any area subject to inundation by a 100-year flood, as indicated on the most recent Flood39
Insurance Rate Map prepared by the Federal Emergency Management Agency under the National40
Flood Insurance Program.41
SECTION 5.6.(b) Homeowners in the 100-year floodplain who receive homeowner's42
housing assistance pursuant to this act shall have in effect federal flood insurance, if available, as a43
precondition to receipt of State homeowner's housing assistance for losses resulting from future44
flooding.45
SECTION 5.6.(c) Funds loaned to small and mid-sized businesses shall be used only46
for eligible purposes under the Small Business Administration (SBA) disaster loan assistance47
program, as described in the Federal disaster declarations designated by the SBA as NC 14911 and48
NC 14912. Payments for economic losses shall be limited to documented business expenses49
necessary for the continued operation of the business.50
51
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FLEXIBILITY IN SCHOOL CALENDAR TO ACCOMMODATE EXTRAORDINARY1
CIRCUMSTANCES2
SECTION 5.7.(a) Notwithstanding G.S. 115C-84.2(a)(1), if a local board of3
education closed any school in the local school administrative unit during the month of October4
2016 due to unusual and extraordinary inclement weather conditions related to Hurricane Matthew5
for at least two consecutive school days, that school shall be deemed to have completed any6
scheduled instructional hours and days in excess of those two days missed due to Hurricane7
Matthew during the month of October 2016. Teachers and other school employees employed for a8
10-month term are deemed to have been employed for the scheduled instructional days missed due9
to Hurricane Matthew in excess of those two days during the month of October 2016, and all other10
employees shall be compensated as if they had worked the scheduled instructional days missed11
due to Hurricane Matthew in excess of those two days during the month of October 2016.12
SECTION 5.7.(b) Notwithstanding G.S. 115C-218.85(a)(1), if a charter school was13
closed during the months of October or November 2016 due to unusual and extraordinary14
inclement weather conditions related to Hurricane Matthew or to wildfires in the western part of15
the State for at least two consecutive school days, that charter school shall be deemed to have16
completed any scheduled instructional hours and days in excess of those two days missed due to17
Hurricane Matthew or to wildfires in the Western part of the State during the months of October or18
November 2016.19
SECTION 5.7.(c) Notwithstanding G.S. 115C-238.53(d) and G.S. 115C-238.66(1)d.,20
if a regional board of directors closed a regional school under that board's control during the21
month of October 2016 due to unusual and extraordinary inclement weather conditions related to22
Hurricane Matthew for at least two consecutive school days, that regional school shall be deemed23
to have completed any scheduled instructional hours and days in excess of those two days missed24
due to Hurricane Matthew during the month of October 2016. Teachers and other school25
employees employed for a 10-month term are deemed to have been employed for the scheduled26
instructional days missed due to Hurricane Matthew in excess of those two days during the month27
of October 2016, and all other employees shall be compensated as if they had worked the28
scheduled instructional days missed due to Hurricane Matthew in excess of those two days during29
the month of October 2016.30
31
REPORTING REQUIREMENTS32
SECTION 5.8. The Office of State Budget and Management shall report to the Chairs33
of the House of Representatives and Senate Appropriations Committees and to the Fiscal Research34
Division of the General Assembly on the implementation of this act on a monthly basis and shall35
also provide any additional reports or information requested by the Fiscal Research Division. Each36
report required by this section shall include information about all funds expended or encumbered37
pursuant to this act as of the date of the report, regardless of which State agency or non-State38
entity administers the funds. Non-State entities that administer or receive any funds appropriated39
in this act shall assist and fully cooperate with the Office of State Budget and Management in40
meeting the Office's obligations under this section.41
42
WAIVER OF CERTAIN DMV FEES43
SECTION 5.9.(a) Notwithstanding G.S. 20-14, 20-37.7, 20-85, and 20-88.03, the44
Governor may waive any fees assessed by the Division of Motor Vehicles under those sections for45
the following:46
(1) A duplicate drivers license, commercial drivers license, or special identification47
card.48
(2) A special identification card issued to a person for the first time.49
(3) An application for a duplicate or corrected certificate of title.50
(4) A replacement registration plate.51
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(5) An application for a duplicate registration card.1
(6) Late payment of a motor vehicle registration renewal fee.2
SECTION 5.9.(b) The waiver authorized under subsection (a) of this section applies3
only to residents of counties impacted by Hurricane Matthew, as determined by the Governor.4
SECTION 5.9.(c) This section is effective when it becomes law and applies to fees5
assessed or collected on or after October 1, 2016. This section expires December 1, 2016.6
7
ADDITIONAL LIMITATIONS ON USE OF FUNDS8
SECTION 5.10. The Governor shall ensure that funds appropriated in this act are9
expended in a manner that does not adversely affect any person's or entity's eligibility for federal10
funds that are made available, or that are anticipated to be made available, as a result of Hurricane11
Matthew, the western North Carolina wildfires, or Tropical Storms Julia and Hermine. The12
Governor shall also, to the extent practicable, avoid using State funds to cover costs that will be,13
or likely will be, covered by federal funds.14
15
FACILITATE USE OF COMMUNITY DEVELOPMENT BLOCK GRANTS FOR16
DISASTER RELIEF17
SECTION 5.11.(a) Notwithstanding any other provision of law, all Community18
Development Block Grant Disaster Recovery Program funds received by the Department of19
Commerce in response to the declarations and executive orders described in Section 3.1 of this act20
shall be transferred to the Emergency Management Division of the Department of Public Safety.21
SECTION 5.11.(b) The Emergency Management Division shall assist the Department22
of Commerce in fulfilling any reporting requirements arising from receipt of the Disaster23
Recovery Program funds described in subsection (a) of this section.24
25
REQUIRE REPLENISHING OF SAVINGS RESERVE ACCOUNT26
SECTION 5.12. The Governor's Recommended State Budget for the 2017-2018 fiscal27
year shall include a recommendation to transfer to the Savings Reserve Account the amount of28
funds appropriated from that Reserve in Section 4.1 of this act.29
30
PART VI. EFFECTIVE DATE31
SECTION 6.1. Except as otherwise provided, this act is effective when it becomes32
law.33