Harvard Case - Getting Help to Victims of 2008 Cyclone Nargis: AmeriCares Engages with Myanmar's Military Government
"Getting Help to Victims of 2008 Cyclone Nargis: AmeriCares Engages with Myanmar's Military Government" Harvard business case study is written by Ophelia Roman, Stephen Peterson. It deals with the challenges in the field of Social Enterprise. The case study is 23 page(s) long and it was first published on : Aug 19, 2010
At Fern Fort University, we recommend that AmeriCares adopt a hybrid strategy that combines direct aid delivery with long-term capacity building in Myanmar. This approach will leverage AmeriCares' core competencies in disaster relief while fostering sustainable development and promoting social entrepreneurship in the country.
2. Background
The case study focuses on AmeriCares, a US-based non-profit organization, navigating the complex political and humanitarian landscape of Myanmar following the devastating 2008 Cyclone Nargis. The cyclone caused widespread destruction and loss of life, highlighting the vulnerability of the country's population and the need for effective aid delivery. AmeriCares, with a mission to deliver aid to those in need, faced the challenge of working with the restrictive Myanmar military government, known for its human rights violations and lack of transparency.
The main protagonists are:
- AmeriCares: A non-profit organization committed to providing humanitarian aid globally.
- Myanmar Military Government: The ruling authority in Myanmar, characterized by its control over the country's political and economic systems.
- Cyclone Nargis Victims: The primary beneficiaries of AmeriCares' aid, facing immense hardship and suffering.
3. Analysis of the Case Study
The case study highlights several critical issues:
- Political and Ethical Dilemmas: AmeriCares faced a dilemma of balancing its humanitarian mission with the need to navigate the restrictive political environment of Myanmar. The military government's control over aid distribution posed significant challenges to ensuring transparency and accountability.
- Operational Constraints: The lack of infrastructure and communication networks in Myanmar hindered AmeriCares' ability to reach affected areas efficiently. The government's control over access and information further complicated aid delivery.
- Long-Term Sustainability: The case study emphasizes the need for long-term solutions beyond immediate disaster relief. This requires building local capacity, promoting sustainable development, and addressing underlying social and economic issues.
Framework: The case study can be analyzed using the Stakeholder Theory framework, which emphasizes understanding and balancing the interests of various stakeholders involved. In this case, the key stakeholders include:
- AmeriCares: Seeking to fulfill its mission of providing aid effectively and ethically.
- Myanmar Military Government: Aiming to maintain control and manage the humanitarian crisis.
- Cyclone Nargis Victims: Desperate for immediate relief and long-term support.
- International Community: Observing the situation and potentially providing additional aid and pressure.
4. Recommendations
AmeriCares should adopt a multi-pronged strategy to address the challenges and opportunities presented by the case:
1. Direct Aid Delivery:
- Immediate Relief: Continue providing essential medical supplies, food, and shelter to cyclone victims.
- Collaboration with Local NGOs: Partner with trusted local NGOs to facilitate aid distribution and access to vulnerable communities.
- Transparency and Accountability: Implement robust monitoring and evaluation systems to ensure aid reaches intended beneficiaries and is used effectively.
2. Long-Term Capacity Building:
- Health and Healthcare Systems: Support the development of local healthcare infrastructure and train healthcare professionals.
- Economic Empowerment: Promote microfinance initiatives, vocational training programs, and small business development to enhance economic resilience.
- Education and Community Development: Invest in education programs, community infrastructure, and social services to foster long-term sustainable development.
3. Social Entrepreneurship and Innovation:
- Partnerships with Local Entrepreneurs: Identify and support local entrepreneurs developing innovative solutions to address the needs of the community.
- Social Impact Investing: Explore opportunities for impact investing in businesses with a social mission, contributing to economic development and social good.
- Sustainable Business Models: Encourage the development of sustainable business models that address environmental and social concerns while generating economic benefits.
4. Advocacy and Policy Change:
- Engaging with the Government: Advocate for policy reforms that promote transparency, accountability, and human rights in Myanmar.
- International Collaboration: Partner with international organizations and governments to increase pressure for positive change in Myanmar.
- Public Awareness: Raise awareness of the situation in Myanmar and the need for sustained humanitarian support.
5. Basis of Recommendations
These recommendations are based on the following considerations:
- Core Competencies and Consistency with Mission: AmeriCares' expertise in disaster relief and its commitment to humanitarian aid align with the proposed strategy.
- External Customers and Internal Clients: The recommendations prioritize the needs of cyclone victims while considering the constraints and opportunities presented by the Myanmar government.
- Competitors: The strategy encourages collaboration with other NGOs and organizations working in Myanmar, fostering a collaborative approach to aid delivery.
- Attractiveness: The proposed strategy offers a long-term perspective, promoting sustainable development and social entrepreneurship, which can yield long-term positive impacts.
6. Conclusion
By adopting a hybrid strategy that combines direct aid delivery with long-term capacity building and social entrepreneurship, AmeriCares can effectively address the humanitarian crisis in Myanmar while promoting sustainable development and positive social change. This approach aligns with AmeriCares' mission, leverages its core competencies, and addresses the complex political and social realities of the country.
7. Discussion
Alternatives:
- Purely humanitarian approach: Focusing solely on immediate relief without engaging in long-term development initiatives. This approach might be more politically acceptable but could lead to dependency and fail to address root causes of vulnerability.
- Complete withdrawal: Abandoning Myanmar due to the political and operational challenges. This would leave victims without essential aid and undermine the potential for positive change.
Risks and Key Assumptions:
- Government cooperation: The success of the strategy relies on a degree of cooperation from the Myanmar government, which may be difficult to achieve.
- Local capacity building: Building local capacity requires time, resources, and commitment from both AmeriCares and the local community.
- Financial sustainability: Sustaining long-term programs requires ongoing funding and resource mobilization.
Options Grid:
| Option | Advantages | Disadvantages |
|---|---|---|
| Hybrid Strategy | Addresses immediate needs and fosters long-term development | Requires significant resources and commitment |
| Purely Humanitarian Approach | Politically acceptable | May lead to dependency and fail to address root causes |
| Complete Withdrawal | Minimizes risk | Leaves victims without aid and undermines potential for change |
8. Next Steps
- Develop a comprehensive strategic plan: Define specific objectives, timelines, and resource allocation for each component of the strategy.
- Identify and partner with local NGOs: Establish collaborative relationships with trusted local organizations to enhance reach and effectiveness.
- Develop social entrepreneurship programs: Identify and support local entrepreneurs with innovative solutions for community development.
- Secure funding and resources: Mobilize financial and human resources to support the long-term implementation of the strategy.
- Monitor and evaluate progress: Implement robust monitoring and evaluation systems to track progress and ensure accountability.
By taking these steps, AmeriCares can effectively respond to the humanitarian crisis in Myanmar, promote sustainable development, and contribute to a more just and equitable society.
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Case Description
This case affords students of strategic management a rare inside look at the consequential political and logistical choices that international relief agencies must often make, at high speed, when responding to a humanitarian crisis. It traces the efforts of AmeriCares to find an effective way-in the midst of a tense international standoff-to work with the embattled and resistant military government of Myanmar in order to bring help to the country's Ayeyarwady Delta in May 2008, when the region was struck by one of the deadliest cyclones ever recorded. Through the story of a relatively junior relief coordinator on the ground in Yangon, this case tells the unfolding tale of AmeriCares' effort to bring a $1 million, 15-ton shipment of pharmaceuticals and supplies into the country and then get it into the hands of effective on-the-ground relief agencies. While some relief organizations challenged the government, or tried to work around it, AmeriCares devoted itself to working within the system. At every step, however, the organization faced strategic choices and dilemmas and, in the end, had to decide what to do when, hours before its air shipment was due to land, the Myanmar government suddenly adopted a new policy requiring all relief shipments to be impounded for inspection by the government on arrival. The case is structured as a cliff-hanger, to allow students to bring a critical, appraising eye to the different facets of AmeriCares' approach before they learn whether or not it was a success. A brief sequel, revealing what happened, may either be summarized in class or handed out at the end of class. HKS Case Number 1931.0
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