Now Available from APA Learn
This course is now offered on the APA Learn educational platform.
How planners and financial managers work together in communicating with chief elected officials, governing bodies, and appointed executives about disaster-recovery policy
How regulatory and grantor agencies influence recovery policy, and how local government managers cope with funder requirements
The interface between resilience strategies and project management to repair or rebuild infrastructure, support neighborhood revitalization, and assist property owners
Disaster-recovery strategies in other states as discovered by surveys of state governments and their varied organizational structures
The scale of damage to the New York and New Jersey metropolitan area by Superstorm Sandy in 2012 is well known. Whether measured in numbers of buildings or repair costs, quantities are large, roughly equal to Hurricane Katrina seven years earlier. As the largest municipality, New York had the greatest damage: four major hospitals, 34 public schools, 33 public housing developments, 10 wastewater treatment plants, 400 parks, 20,000 residences, 20,000 trees. In all, 2.3 million cubic yards of debris was hauled away during recovery efforts. Beyond recovery from this damage, the city also made an unprecedented plan for ways to rebuild stronger, to become more resilient and more sustainable.
Hear experts talk frankly about New York's complex recovery efforts. Explore examples and case studies that describe the post-disaster intersection of financial management and planning and illustrate how federal and state agencies interact with city recovery objectives.