In modern dynamic and challenging world of 21stcentury, the competences of public service management include wide range ofresponsibilities. As natural disasters should nolonger be viewed as extraordinary events, the role of local publicmanagement significantly increased. Exceptional organization skills and personal abilities are required forefficient recovery storm aftermath. However, project managers in public sectorface team management challenges such as: the inability to clearly linkperformance and reward, compensation systems that are biased towards longevity,the inability to select project team members based on their expertise.

            HurricaneMathew was one of the most destructive in the recent years. According to theNorth Carolina Department of Public Safety “Hurricane Matthew delivered 350millimeters of rain over the course of just 24 hours in North Carolina alone.It caused $1.5 billion in flood damage to 100,000 houses, businesses, andgovernment buildings, took the lives of 28 North Carolinians, forced more than4,000 people to evacuate, and slammed into 50 counties across the state”.Discussed in this paper the Hurricane Matthew relief program by the CarolinaCenter for Public Services (CCPS) show an excellent example of cooperationbetween public management and community.

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The CCPS operated with major help ofscholar specialists and volunteers of the University of North Carolina inChapel Hill. According to Beatty, Rhonda (2017) “More than sixteen teams areworking on storm-related projects on topics such as public services, buy-outprograms and coastal resilience”. Inexhaustible energy of UNC’s students undereffective management and highly qualified project leaders became a keyprerequisite for a success of the program.             Thehurricane Matthew relief program consist of two major groups of recoveryactivities, which can be defined as direct services and methodologicalrecommendations of financial and administrative help, which were implicated bylocal authorities in cities and towns of the state. The first category includeshouse assistance and adoption, food-raising and psychological support. Proposedadministrative measures provoke particular research interest as effective wayof disaster consequences control. After first days of the storm passed the priority of assistance focused on theextremely low income, elderly or disabled.

Thepublic services group included data handling support of applications for thosewho also have need in recovery resources. The sufferers were offered to fill ina detailed online questionnaire on the organization’s website, developed byUNC’s students of the Public Researches faculty. On the one, this measure significantlysimplified bureaucratic procedure for those who unable to meet the needsthrough alternative means, on the other hand facilitated efficiency inassessment of local recovery funds.Financial recovery instruments studies include differentemergency loan types. Working capital loans to help small businesses,small agricultural cooperatives and most private, non-profit organizations ofall sizes meet their ordinary and necessary financial obligations that cannotbe met as a direct result of the disaster.

If your loan application isapproved, you may be eligible for additional funds to cover the cost ofimprovements that will protect your property against future damage.Examples of improvements include retaining walls, seawalls, sump pumps, etc. Another studied issue considered taxes localauthority offers reconsideration of tax obligations by community in the term often years.

The main purpose of such approach not only operating recovery ofsmall and medium-sized business, but also attraction rising of capital assetinvestments. Financial assistance is generally made available to individualswhose employment or self-employment has been lost or interrupted as a directresult of a major disaster and who are not eligible for regular unemploymentinsurance benefits. To decrease unemployment rate the UNC’s campuses openedadditional facilities workplaces for those who lost their jobs because of thehurricane.

  The CCPS reached great results withAdopt-a-Home program, which helped get families backinto their homes. Organizational partners are needed for volunteering labor andproviding donations to purchase furniture, appliances and home furnishings.Despite the fact that the relived on handy volunteering labor, it took recordquick time to restore destroyed houses. Coastal Resilience Center of Excellence(CRC) researchers and students across several North Carolina universities leadthree long-term efforts in response to Hurricane Matthew. CRCdirector Dr. Gavin Smith leads the Hurricane Matthew Disaster Recovery andResilience Initiative (HMDRRI). Funding of more than $900,000 for the HMDRRI isprovided through three entities: The N.

C. Policy Collaboratory at theUniversity of North Carolina at Chapel Hill; the State of North Carolinathrough disaster-recovery legislation; and the Department of HomelandSecurity’s Science and Technology’s Office of University Programs.