On April 30th, Curt Welling D’71, T’77, Former AmeriCares president and CEO, senior fellow at Tuck’s Center for Global Business and Government and the Center for Business & Society, discusses the challenges around emergency response.

1. (1)
1
The webinar will begin shortly.
Webinar schedule:
12:00-12:30 PM: Presentation
12:30-1:00 PM: Q and A
Please note that questions will be submitted through the chat function.

2. (2)
2
Since 2004
there have
been an
unprecede-
nted series
of
catastrophic
natural
disasters.

3. (3)
3

4. (4)
4

5. (5)
5

6. (6)
6
Deaths (est.) $ Damage (est. B)
2004 Asia Tsunami 226,000 10.0
2005 Pakistan
Earthquake
75,000 6.0
Hurricane Katrina 1,800 125.0
2008 Sichuan
Earthquake
87,000 18.0
Cyclone Nargis 138,000 4.8
2010 Haiti Earthquake 220,000 12.0
2012 Japan Tsunami 18,000 210.0
2013 Typhoon Haiyan 6,000 5.5
Totals 771,800 $391.3

7. All these disasters have common
elements
(7)
7
 They are unexpected—or have unexpected
consequences.
 They generate intense media attention—often
short lived.
 They generate a furious humanitarian response.
 They mobilize huge amounts of money.
 They have predictable evolution.
 The world moves on.

8. All produce common questions
(8)
8
 Why does it take so long?
 Why is it so uncoordinated?
 Where does the money go?
 Who screwed up?

9. Why does it take so long?
(9)
 Scale
 Logistics
 Politics
 “Fog of Response”

10. Why is it so uncoordinated?
(10)
10
 Fragmented industry.
 The politics of money
 The politics of politics

11. Where does the money go?
(11)
11
 The “head office” siphon
 Capacity constraints
 Immediate vs. Long term

12. Who screwed up?
(12)
12
 Often the government.
 Sometimes, no one.

13. Lessons from Katrina and
Fukushima
(13)

14. (14)
14

15. These are “Perfect Storms”: media.
money and politics meet complex
chaos.
Conclusion15
(15)

16. Questions?16
(16)