Suchergebnisse

Intro -- Contents -- List of Contributors -- List of Tables -- 1: Introduction -- 1.1 Introduction -- 1.2 Understanding the Role of Government in Crisis Response and Recovery Efforts -- 1.3 Summary of Chapters in the Volume -- References -- 2: The Rules of the Game and Post-Disaster Rebuilding and Recovery -- 2.1 Introduction -- 2.2 The Importance of Clear Rules -- 2.3 Government and the Rules of the Game After Disaster -- 2.3.1 The Importance of Clear Rules That Are Known in Advance -- 2.3.2 Protecting Private Property -- 2.3.3 Allowing Local Actors to Step In -- 2.4 Conclusion -- References -- 3: Government as Gardener: Cultivating the Environment for Private Sector Natural Disaster Response -- 3.1 Introduction -- 3.2 Civil Society and the Private Sector -- 3.3 The Rules of the Game -- 3.4 Doing No Harm and Keeping Promises -- 3.4.1 First, Do No Harm -- 3.4.2 Keep Your Promises -- 3.5 The Role of Decentralization -- 3.6 Conclusion -- References -- 4: The Role of the Local Emergency Manager in a Centralized System of Disaster Management -- 4.1 Introduction -- 4.2 Centralization of Payment for Emergency Management and Disaster Expenses -- 4.3 The Emergency Manager -- 4.3.1 Demographics, Education, and Skills -- 4.3.2 Actions Related to Funding -- 4.3.3 Potential Scenarios -- 4.4 Threats to Local Autonomy and Analysis of the Scenarios -- 4.5 Conclusion -- References -- 5: Recognizing Vulnerability and Capacity: Federal Initiatives Focused on Children and Youth Across the Disaster Lifecycle -- 5.1 Prologue -- 5.2 Introduction -- 5.3 Social Vulnerability, Children, and Disasters -- 5.4 Top-Down Approaches to Engaging Children and Youth in Disasters: A Summary of Federal Programs -- 5.5 Top-Down Approaches to Engaging Adults and Organizations in Child-Focused Risk Reduction: A Summary of Federal Guidance.

published_or_final_version ; Public Administration ; Master ; Master of Public Administration

Responding to Paul Piccone's discussion of the emergent social conflicts between the technocratic-bureaucratic elite & those they manage in the contemporary US (see abstract in this section of SA 41:1), it is argued that conflicts also exist among the technocratic-bureaucratic elites themselves; ie, the US government has become overadministered, yet undermanaged, because the rules & regulations have expanded much more quickly than management, rendering senior- & middle-level administrators unable to manage effectively. As this process unfolds, the US problems appear increasingly akin to those of developing nations. A comparison is drawn to make this point. M. Maguire

1. The birth and evolution of the club of Rome : early identification of a global crisis -- 2. A new way of thinking : the MIT study The limits to growth -- 3. How have the concepts and doctrines of sustainability changed? -- 4. Intergovernmental action 1972-2012 : from Stockholm to Rio plus 20 -- 5. Planetary boundaries : doomsday prophecies or scientific projections? -- 6. A crisis of institutions : how to manage our interconnected future -- 7. Overcoming the crisis of mind and action : creating new institutions and strategies for a global emergency -- 8. The future : thinking big about global institutions and world governance -- 9. Epilogue : what should be done?.

An expose on the delusion, greed, and arrogance that led to America's credit crisis The collapse of America's credit markets in 2008 is quite possibly the biggest financial disaster in U.S. history. Confidence Game: How a Hedge Fund Manager Called Wall Street's Bluff is the story of Bill Ackman's six-year campaign to warn that the 2.5 trillion bond insurance business was a catastrophe waiting to happen. Branded a fraud by the Wall Street Journal and New York Times, and investigated by Eliot Spitzer and the Securities and Exchange Commission, Ackman later made his investors more than 1 billion

Managing the impacts and potential risks of a crisis is at the forefront of many international officers minds. The coronavirus outbreak has already affected more than 130 countries and impacted over 80% of the worlds student population. This report explores how your international office can manage mobilities and international partnerships more efficiently during a time like this. ; QS