The finance officer's role in disaster management.(from the editor)

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In no sector is disaster planning a more salient issue than in local government. Surveys conducted by the National League of Cities reflect the increased concern with this issue after 9-11. In the NLC's pre-9-11, 2001, survey of local governments, 28 percent of city officials said their jurisdictions had an increased need for survival services (food, shelter, heating, and the like). By the 2004 and 2006 surveys, that percentage had grown to more than 40 percent. In addition, in the 2006 survey, 51 percent of respondents said they had revisited their disaster planning as a result of hurricanes Rita and Katrina. (1) The finance officer plays a critical role in planning and recovery;, as described in several of the articles in this issue.

Stephen E. Flynn presents his own perspective on the need for an enhanced ability to withstand and recover from disasters. His article, Rebuilding a Resilient Nation, is a call to action. Other articles in this issue, such as Shayne Kavanagh's Stepping Back from the Edge of Disaster. Capital Planning for Resiliency, present concrete suggestions for how finance officers can help to assure stability for their jurisdictions before, during, and after wide-scale emergencies.

The equipment, personnel, and training necessary for disaster preparedness is expensive and can present budgeting dilemmas. Vicki Wilson's article, Being Prepared for Disaster: Strategies and Tactics for Finance Managers, offers tips for funding a community's disaster preparedness.