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The program has developed an extensive catalogue of case studies addressing crisis events. These cases serve as an important tool for classroom study, prompting readers to think about the challenges different types of crises pose for public safety officials, political leaders, and the affected communities at large.

The following cases, here organized into three broad categories, are available through the  Harvard Kennedy School Case Program ; click on a case title to read a detailed abstract and purchase the document. A selection of these cases are also available in the textbooks Managing Crises: Responses to Large-Scale Emergencies  (Howitt and Leonard, with Giles, CQ Press) and Public Health Preparedness: Case Studies in Policy and Management (Howitt, Leonard, and Giles, APHA Press), both of which contain fifteen cases as well as corresponding conceptual material to support classroom instruction.

Natural Disasters, Infrastructure Failures, and Systems Collapse

At the Center of the Storm: San Juan Mayor Carmen Yulín Cruz and the Response to Hurricane Maria (Case and Epilogue) This case profiles how Carmen Yulín Cruz, Mayor of San Juan, Puerto Rico, led her City’s response to Hurricane Maria, which devastated the island and neighboring parts of the Caribbean in the fall of 2017. By highlighting Cruz’s decisions and actions prior to, during, and following the storm’s landfall, the case provides readers with insight into the challenges of preparing for and responding to severe crises like Maria. It illustrates how several key factors—including San Juan’s pre-storm preparedness efforts, the City’s relationships with other jurisdictions and entities, and the ability to adapt and improvise in the face of novel and extreme conditions—shaped the response to one of the worst natural disasters in American history.

A Cascade of Emergencies: Responding to Superstorm Sandy in New York City (A and B) On October 29, 2012, Superstorm Sandy made landfall near Atlantic City, New Jersey. Sandy’s massive size, coupled with an unusual combination of meteorological conditions, fueled an especially powerful and destructive storm surge, which caused unprecedented damage in and around New York City, the country’s most populous metropolitan area, as well as on Long Island and along the Jersey Shore. This two-part case study focuses on how New York City prepared for the storm’s arrival and then responded to the cascading series of emergencies – from fires, to flooding, to power failures – that played out as it bore down on the region. Profiling actions taken at the local level by emergency response agencies like the New York City Fire Department (FDNY), the case also explores how the city coordinated with state and federal partners – including both the state National Guard and federal military components – and illustrates both the advantages and complications of using military assets for domestic emergency response operations.

Part B of the case highlights the experience of Staten Island, which experienced the worst of Sandy’s wrath. In the storm’s wake, frustration over the speed of the response triggered withering public criticism from borough officials, leading to concerns that a political crisis was about to overwhelm the still unfolding relief effort.

Surviving the Surge: New York City Hospitals Respond to Superstorm Sandy Exploring the experiences of three Manhattan-based hospitals during Superstorm Sandy in 2012, the case focuses on decisions made by each institution about whether to shelter-in-place or evacuate hundreds of medically fragile patients -- the former strategy running the risk of exposing individuals to dangerous and life-threatening conditions, the latter being an especially complex and difficult process, not without its own dangers. "Surviving the Surge" illustrates the very difficult trade-offs hospital administrators and local and state public health authorities grappled with as Sandy bore down on New York and vividly depicts the ramifications of these decisions, with the storm ultimately inflicting serious damage on Manhattan and across much of the surrounding region. (Included in Howitt, Leonard, and Giles, Public Health Preparedness)

Ready in Advance: The City of Tuscaloosa’s Response to the 4/27/11 Tornado On April 27, 2011, a massive and powerful tornado leveled 1/8 of the area of Tuscaloosa, AL. Doctrine called for the County Emergency Management Agency (EMA) to take the lead in organizing the response to the disaster – but one of the first buildings destroyed during the event housed the County EMA offices, leaving the agency completely incapacitated. Fortunately, the city had taken several steps in the preceding years to prepare for responding to a major disaster. This included having sent a delegation of 70 city officials and community leaders, led by Tuscaloosa Mayor Walter Maddox, to a week-long training organized by FEMA. “Ready in Advance” reveals how that training, along with other preparedness activities undertaken by the city, would pay major dividends in the aftermath of the tornado, as the mayor and his staff set forth to respond to one of the worst disasters in Tuscaloosa’s history.

The Deepwater Horizon Oil Spill: The Politics of Crisis Response (A and B) Following the sinking of the Deepwater Horizon drilling rig in late April 2010, the Obama administration organized a massive response operation to contain the oil spreading across the Gulf of Mexico. Attracting intense public attention, the response adhered to the Oil Pollution Act of 1990, a federal law that the crisis would soon reveal was not well understood – or even accepted – by all relevant parties.

This two-part case series profiles how senior officials from the U.S. Department of Homeland Security sought to coordinate the actions of a myriad of actors, ranging from numerous federal partners; the political leadership of the affected Gulf States and sub-state jurisdictions; and the private sector. Case A overviews the disaster and early response; discusses the formation of a National Incident Command (NIC); and explores the NIC’s efforts to coordinate the actions of various federal entities. Case B focuses on the challenges the NIC encountered as it sought to engage with state and local actors – an effort that would grow increasingly complicated as the crisis deepened throughout the spring and summer of 2010.

The 2010 Chilean Mining Rescue (A and B) On August 5, 2010, 700,000 tons of rock caved in Chile's San José mine. The collapse buried 33 miners at a depth almost twice the height of the Empire State Building-over 600 meters (2000 feet) below ground. Never had a recovery been attempted at such depths, let alone in the face of challenges like those posed by the San José mine: unstable terrain, rock so hard it defied ordinary drill bits, severely limited time, and the potentially immobilizing fear that plagued the buried miners. The case describes the ensuing efforts that drew the resources of countless people and multiple organizations in Chile and around the world.

The National Guard’s Response to the 2010 Pakistan Floods Throughout the summer of 2010, Pakistan experienced severe flooding that overtook a large portion of the country, displacing millions of people, causing extensive physical damage, and resulting in significant economic losses. This case focuses on the role of the National Guard (and of the U.S. military, more broadly) in the international relief effort that unfolded alongside that of Pakistan’s government and military. In particular it highlights how various Guard and U.S. military assets that had been deployed to Afghanistan as part of the war there were reassigned to support the U.S.’s flood relief efforts in Pakistan, revealing the successes and challenges of transitioning from a war-footing to disaster response. In exploring how Guard leaders partnered with counterparts from other components of the U.S. government, Pakistani officials, and members of the international humanitarian community, the case also examines how they navigated a set of difficult civilian-military dynamics during a particularly tense period in US-Pakistan relations.

Inundation: The Slow-Moving Crisis of Pakistan’s 2010 Floods (A, B, and Epilogue) In summer 2010, unusually intense monsoon rains in Pakistan triggered slow-moving floods that inundated a fifth of the country and displaced millions of people. This case describes how Pakistan’s Government responded to this disaster and highlights the performance of the country’s nascent emergency management agency, the National Disaster Management Authority, as well as the integration of international assistance.

"Operation Rollback Water": The National Guard’s Response to the 2009 North Dakota Floods   ( A ,  B , and   Epilogue ) In spring 2009, North Dakota experienced some of the worst flooding in the state’s history. The state's National Guard responded by mobilizing thousands of its troops and working in concert with personnel and equipment from six other states. This case profiles the National Guard’s preparations for and response to the floods and focuses on coordination within the National Guard, between the National Guard and civilian government agencies, and between the National Guard and elected officials.

Typhoon Morakot Strikes Taiwan, 2009 (A, B, and C) In less than four days, Typhoon Morakot dumped close to 118 inches of rain on Taiwan, flooding cities, towns, and villages; washing away roads and bridges; drowning farmland and animals; and triggering mudslides that buried entire villages. With the typhoon challenging its emergency response capacity, Taiwan’s government launched a major rescue and relief operation. But what began as a physical disaster soon became a political disaster for the President and Prime Minister, as bitter criticism came from citizens, the opposition party, and the President’s own supporters.

Getting Help to Victims of 2008 Cyclone Nargis: AmeriCares Engages with Myanmar's Military Government (Case and Epilogue) In May 2008, Cyclone Nargis in Myanmar (Burma) left 138,373 dead or missing and 2.4 million survivors’ livelihoods in doubt, making it the country’s worst natural disaster and one of the deadliest cyclones ever. Friendly Asian countries as well as western governments which previously had used economic sanctions to isolate Myanmar’s military government now sought to provide aid to Myanmar’s people. But they met distrust and faced adversarial relationships from a suspicious government, reluctant to open its borders to outsiders.

China's Blizzards of 2008 From January 10-February 6, a series of heavy snow storms intertwined with ice storms and subzero temperatures created China’s worst winter weather in 50 years. The storms closed airports and paralyzed trains and roads, damaged power grids and water supplies, caused massive black-outs, and left several cities in hard-hit areas isolated and threatened. The disruption of the power supply and transport also severely affected the production and flow of consumer goods and industrial materials, triggering a cascade of crisis nationwide. Coal reserves at power plants were nearly exhausted, production was significantly cut back at big factories, the chronic winter power shortage was exacerbated, and food prices spiked sharply in many areas because of shortages.

Thin on the Ground: Deploying Scarce Resources in the October 2007 Southern California Wildfires  When wildfires swept across Southern California in October 2007, firefighting resources were stretched dangerously thin. Readers are prompted to put themselves in the shoes of public safety authorities and consider how organizations can best address resource scarcities in advance of and during emergency situations.

"Broadmoor Lives:" A New Orleans Neighborhood’s Battle to Recover from Hurricane Katrina (A, B, and Sequel) Stunned by a city planning committee’s proposal to give New Orleans neighborhoods hard-hit by Hurricane Katrina just four months to prove they were worth rebuilding, the Broadmoor community organized and implemented an all-volunteer redevelopment planning effort to bring their neighborhood back to life.

Gridlock in Texas (A and B) As Hurricane Rita bore down on the Houston metro area in mid-September 2005, just a few weeks after Hurricane Katrina had devastated the Gulf Coast, millions of people flocked to the roadways. Part A details the massive gridlock that ensued, illustrating the challenges of implementing safe evacuations and of communicating effectively amidst great fear. Part B explores post-storm efforts to improve evacuation policies and procedures -- and how the resulting plans measured up in 2008, when the area was once again under threat, this time from Hurricane Ike.

Wal-Mart’s Response to Hurricane Katrina: Striving for a Public-Private Partnership (Case and Sequel) This case explores Wal-Mart's efforts to provide relief in the immediate aftermath of Hurricane Katrina, raising important questions about government’s ability to take full advantage of private sector capabilities during large-scale emergencies. (Included in Howitt & Leonard, Managing Crises)

Moving People out of Danger: Special Needs Evacuations from Gulf Coast Hurricanes (A and B ) In the face of Hurricanes Katrina and Rita, officials in Louisiana and Texas grappled with the challenging task of evacuating people with medical and other special needs to safety. The shortcomings of those efforts sparked major initiatives to improve evacuation procedures for individuals requiring transportation assistance – plans that got a demanding test when Hurricanes Gustav and Ike threatened the Gulf Coast in the fall of 2008. (Included in Howitt, Leonard, and Giles, Public Health Preparedness)

Hurricane Katrina:  (A) Preparing for the Big One , and  (B) Responding to an "Ultra-Catastrophe" in New Orleans Exploring the failed response to Hurricane Katrina and its implications for the greater New Orleans area, the case begins with a review of pre-event planning and preparedness efforts. Part B details the largely ineffective governmental response to the rapidly escalating crisis.  (Included in Howitt & Leonard, Managing Crises; Also available in abridged form.)

Rebuilding Aceh: Indonesia's BRR Spearheads Post-Tsunami Recovery (Case and Epilogue) The December 26, 2004, Indian Ocean tsunami caused tremendous damage and suffering on several continents, with Indonesia's Aceh Province, located on the far northern tip of Sumatra Island, experiencing the very worst. In the tsunami's wake, the Indonesian government faced a daunting task of implementing a large-scale recovery effort, and to coordinate the many reconstruction projects that soon began to emerge across Aceh, Indonesia's president established a national-level, ad hoc agency, which came to be known by its acronym BRR. This case examines the challenges encountered by BRR's leadership as it sought to implement an effective recovery process.

When Imperatives Collide: The 2003 San Diego Firestorm   (Case and Epilogue) In October 2003, multiple wildfires burned across southern California. Focusing on the response to the fires, this case explores what can happen when an operational norm — to fight fires effectively but safely — collides with the political imperative to override established procedures to protect the public.  (Included in Howitt & Leonard, Managing Crises)

"Almost a Worst Case Scenario:" The Baltimore Tunnel Fires of 2001 (A, B, and C) When a train carrying hazardous materials derailed under downtown Baltimore, a stubborn underground fire severely challenged emergency responders. Readers are prompted to give particular attention to the significant challenges of managing a multi-organizational response.  (Included in Howitt & Leonard, Managing Crises)

Safe But Annoyed: The Hurricane Floyd Evacuation in Florida When far more citizens than necessary evacuated in advance of Hurricane Floyd, Florida’s roadways were quickly overloaded and emergency management operations overwhelmed. In detailing these (and other) problems, the case highlights the challenges of managing evacuations in advance of potentially catastrophic events. (Included in Howitt & Leonard, Managing Crises)

The US Forest Service and Transitional Fires This case outlines the operational challenges of decision making in a high stress, high stakes situation – in this instance during rapidly evolving wildland fires, also known as "transitional fires." (Included in Howitt & Leonard, Managing Crises)

The Tzu Chi Foundation's China Relief Mission Tzu Chi is one of the largest charities in Taiwan, and one of the swiftest and most effective relief organizations internationally. Rooted in the value of compassion, the organization has many unusual operating features -- including having no long term plan. This case explores the basic operating approach of the organization and invites students to explain the overall effectiveness and success of the organization and its surprising success (as a faith-based, Taiwanese, direct-relief organization -- all of which are more or less anathema to the Chinese government) in securing an operating license in China.

Security Threats

Ce Soir-Là, Ils n'Arrivent Plus Un par Un, Mais par Vagues: Coping with the Surge of Trauma Patients at L'Hôpital Universitaire La Pitié Salpêtrière-Friday, November 13, 2015 On November 13, 2015, Dr. Marie Borel, Dr. Emmanuelle Dolla, Dr. Frédéric Le Saché, and Prof. Mathieu Raux were the doctors in charge of the trauma center at L'Hôpital de la Pitié Salpêtrière in Paris, where dozens of wounded and dying patients, most with severe gunshot wounds from military grade firearms, arrived in waves after a series of terrorist attacks across the city. The doctors had trained for a mass-casualty event but had never envisioned the magnitude of what they now saw. This case describes how they rapidly expanded the critical care capacity available so as to be able to handle the unexpectedly large number of patients arriving at their doors.

Into Local Streets: Maryland National Guard and the Baltimore Riots (Case and Epilogue) On April 19, 2015, Freddie Gray, a young African American male, died while in the custody of the Baltimore Police. In response to his death, protestors mobilized daily in Baltimore to vocalize their frustrations, including what they saw as law enforcement’s long-standing mistreatment of the African American community. Then, on April 27, following Gray’s funeral, riots and acts of vandalism broke out across the city. Overwhelmed by the unrest, the Baltimore police requested assistance from other police forces. Later that evening, Maryland Governor Larry Hogan declared a state of emergency and activated the Maryland National Guard. At the local level, Baltimore Mayor Stephanie Rawlings-Blake issued a nightly curfew beginning Tuesday evening.

“Into Local Streets” focuses on the role of the National Guard in the response to the protests and violence following Gray’s death, vividly depicting the actions and decision-making processes of the Guard’s senior-most leaders. In particular, it highlights the experience of the state’s Adjutant General, Linda Singh, who soon found herself navigating a complicated web of officials and agencies from both state and local government – and their different perspectives on how to bring an end to the crisis.

Defending the Homeland: The Massachusetts National Guard Responds to the 2013 Boston Marathon Bombings On April 15, 2013, Dzhokhar and Tamerlan Tsarnaev placed and detonated two homemade bombs near the finish line of the Boston Marathon, killing three bystanders and injuring more than two hundred others. This case profiles the role the Massachusetts National Guard played in the complex, multi-agency response that unfolded in the minutes, hours, and days following the bombings, exploring how its soldiers and airmen helped support efforts on multiple fronts – from performing life-saving actions in the immediate aftermath of the attack to providing security on the region’s mass transit system and participating in the search for Dzhokhar Tsarnaev several days later. It also depicts how the Guard’s senior officers helped manage the overall response in partnership with their local, state, and federal counterparts. The case reveals both the emergent and centralized elements of the Guard’s efforts, explores the debate over whether or not Guard members should have been armed in the aftermath of the bombings, and highlights an array of unique assets and capabilities that the Guard was able to provide in support of the response.

Recovery in Aurora: The Public Schools' Response to the July 2012 Movie Theater Shooting (A and B) In July 2012, a gunman entered a movie theater in Aurora, Colorado and opened fire, killing 12 people, injuring 58 others, and traumatizing a community. This two-part case briefly describes the shooting and emergency response but focuses primarily on the recovery process in the year that followed. In particular, it highlights the work of the Aurora Public Schools, which under the leadership of Superintendent John L. Barry, drew on years of emergency management training to play a substantial role in the response and then unveiled an expansive recovery plan. This included hiring a full-time disaster recovery coordinator, partnering with an array of community organizations, and holding mental health workshops and other events to support APS community members. The case also details the range of reactions that staff and community members had to APS' efforts, broader community-wide recovery efforts, and stakeholders' perspectives on the effectiveness of the recovery.

"Miracle on the Hudson" (A, B, and C) Case A describes how in January 2009, shortly after takeoff from LaGuardia Airport, US Airways Flight 1549 lost all power when Canada geese sucked into its engines destroyed them. In less than four harrowing minutes, Flight 1549’s captain and first officer had to decide whether they could make an emergency landing at a nearby airport or find another alternative to get the plane down safely. Cases B and C describe how emergency responders from many agencies and private organizations on both sides of the Hudson River – converging on the scene without a prior action plan for this type of emergency – effectively rescued passengers and crew from the downed plane.

Security Planning for the 2004 Democratic National Convention in  Boston (A, B, and Epilogue) When the city of Boston applied to host the 2004 Democratic Party presidential nominating convention, it hoped to gain considerable prestige and significant economic benefits. But convention organizers and local officials were forced to grapple with a set of unanticipated planning challenges that arose in the aftermath of the 9/11 terrorist attacks.  (Included in Howitt & Leonard, Managing Crises)

Command Performance: County Firefighters Take Charge of the 9/11 Pentagon Emergency This case describes how the Arlington County Fire Department – utilizing the Incident Management System – took charge of the large influx of emergency workers who arrived to put out a massive fire and rescue people in the Pentagon following the September 11, 2001, suicide jetliner attack.  (Included in Howitt & Leonard, Managing Crises)

Rudy Giuliani: The Man and His Moment Although not long before the September 11, 2001 terrorist attacks, New York Mayor Rudolph Giuliani had been under fire for aspects of his mayoralty, the post 9/11 Giuliani won national and international acclaim as a leader. This case recounts the details of Giuliani’s response such that students of effective public leadership can analyze both Giuliani’s decisions and style as examples.

Threat of Terrorism: Weighing Public Safety in Seattle (Case and Epilogue) When a terrorist was arrested in late December 1999 at the Canadian-Washington State border in a car laden with explosives, public safety officials worried that the city of Seattle had been a possible target. This case explores the debate that ensued concerning the seriousness of the threat and whether the city should proceed with its planned Millennium celebration.  (Included in Howitt & Leonard, Managing Crises)

Protecting the WTO Ministerial Conference of 1999 (Case and Epilogue) Two very different sets of actors made extensive preparations in advance of the World Trade Organization's Ministerial Conference of 1999 — protesters opposing international trade practices and public safety officials responsible for event security. This case examines the efforts of both, highlighting why security arrangements ultimately fell short.  (Included in Howitt & Leonard, Managing Crises)

The Shootings at Columbine High School: Responding to a New Kind of Terrorism (Case and Epilogue) Within minutes of the shootings at Columbine, numerous emergency response agencies – including law enforcement, fire fighters, emergency medical technicians, and others – dispatched personnel to the school site. Under intense media scrutiny and trying to coordinate their actions, they sought to determine whether the shooters were still active and rescue the injured.

To What End? Re-Thinking Terrorist Attack Exercises in San Jose (Case, Sequel 1, Sequel 2) In the late 1990s, a task force in San Jose, CA mounted several full-scale terrorist attack exercises, but—despite the best of intentions—found all of them frustrating, demoralizing, and divisive. In response, San Jose drew on several existing prototypes to create a new “facilitated exercise” model that emphasized teaching over testing, and was much better received by first responders.

Security Preparations for the 1996 Centennial Olympic Games (A, B, and C) This case describes efforts by state and federal government entities to plan in advance for security protection for the Atlanta Olympics. It also recounts the Centennial Park bombing and emergency response.  (Included in Howitt & Leonard, Managing Crises)

The Flawed Emergency Response to the 1992 Los Angeles Riots (A, B, and C) Following the announcement of the not guilty verdicts for the law enforcement officers accused of beating Rodney King, the City of Los Angeles was quickly overrun by severe rioting. This case reviews how local, county, state, and federal agencies responded and coordinated their activities in an effort to restore order.  (Included in Howitt & Leonard, Managing Crises)

Public Health Emergencies

Mission in Flux: Michigan National Guard in Liberia ( Case and Epilogue ) In summer and fall of 2014, thousands of individuals in Liberia, Sierra Leone, and Guinea contracted the Ebola virus. This outbreak of the deadly disease, which until then had been highly uncommon in West Africa, prompted a major (albeit delayed) public health response on the part of the international community, including an unprecedented commitment made by the United States, which sent almost 3,000 active military soldiers to Liberia. “Mission in Flux” focuses on the US military’s role in the Ebola response, emphasizing the Michigan National Guard’s eventual involvement. In particular, it provides readers with a first-hand account of the challenges the Michigan Guard faced as it prepared for and then deployed to Liberia, just as the crisis had begun to abate and federal officials in Washington began considering how to redefine the mission and footprint of Ebola-relief in West Africa. 

Fears and Realities: Managing Ebola in Dallas   ( Case   and  Epilogue ) “Fears and Realities” describes how public health authorities in Dallas, TX - along with their counterparts at the state and local levels, elected officials, and hospital administrators - responded to the first case of Ebola identified on U.S. soil during the 2014 outbreak of the disease. The hugely difficult tasks of treating the patient and mounting a response was made all the more challenging by confusion over the patient's background and travel history, and, eventually, by the intense focus and considerable concern on the part of the media and public at large. Efforts to curtail the spread of the disease were further complicated when two nurses who had cared for the patient also tested positive for Ebola, even though they apparently had followed CDC protocols when interacting with him. With three confirmed cases of the disease in Dallas – each patient with their own network of contacts – authorities scrambled to understand what was happening and to figure out a way to bring the crisis to an end before more people were exposed to the highly virulent disease.  (Included in Howitt, Leonard, and Giles, Public Health Preparedness)

Confronting a Pandemic in a Home Rule State: The Indiana State Department of Health Responds to H1N1 When Indiana State Health Commissioner Dr. Judy Monroe learned of the emergence of H1N1 in late April 2009, she had to quickly figure out how to coordinate an effective response within a highly balkanized public health system in which more than 90 local health departments wielded considerable autonomy. She would rely heavily on relationships she had worked hard to establish with local health officials upon becoming commissioner -- but she and her senior advisors would still have to scramble to find new ways to communicate and coordinate with their local partners.

On the Frontlines of a Pandemic: Texas Responds to 2009 Novel H1N1 Influenza A  As cases of a new strain of influenza strike in the spring of 2009, Texas, just over the border from the initial epicenter of the epidemic in Mexico, faces great uncertainty about the severity and extent of the epidemic. State officials, presiding over a highly decentralized public health and health care system and needing to work with school systems and other non-health actors, strive to improvise their response to reduce the spread of this disease, while providing anti-viral drugs and, ultimately, a new vaccine to its citizens. (Included in Howitt, Leonard, and Giles, Public Health Preparedness)

Tennessee Responds to the 2009 Novel H1N1 Influenza A Pandemic Tennessee, not so severely struck by H1N1 in the spring of 2009 as some other states, expects to encounter worse in the fall. Working through a hybrid state- and local government-run health system, as well as a network of privately run pharmacies, Tennessee officials mobilize to cope with the expected demand for anti-viral medications and to distribute an expected new vaccine. (Included in Howitt, Leonard, and Giles, Public Health Preparedness)

Harvard Encounters H1N1 In the spring of 2009, as the H1N1 epidemic was beginning to emerge, Harvard University’s medical, dental, and public health schools had to be shut down when a rash of cases and the possibility of widespread exposure emerged among the student body. The case tracks the decision-making by University officials as they cope with the uncertainties surrounding the outbreak of a potentially dangerous emergent infectious disease. (Included in Howitt, Leonard, and Giles, Public Health Preparedness)

Beijing’s Response to the 2009 H1N1 Pandemic In spring 2009, H1N1 emerged in North America and began to spread rapidly throughout the world. Municipal government officials in Beijing, China – who feared a repeat of their painful experience with SARS in 2003 – responded by conducting health screenings at the airport, quarantining people with flu-like symptoms, and scaling capacity at Beijing’s hospitals. The case describes Beijing’s expansive effort to combat H1N1 and is designed to teach students about Beijing’s government as well as China’s public health system.

Keeping an Open Mind in an Emergency: CDC Experiments with 'Team B'   ( Case   and  Epilogue ) In the early 2000s, the US Centers for Disease Control and Prevention (CDC) sought to adapt its protocols for coping with public health emergencies. This case examines the usefulness of one such method, "Team B," which was designed to provide the principal investigating team with alternative explanations for and approaches to the incident at hand.  (Included in Howitt & Leonard, Managing Crises; and Howitt, Leonard, and Giles, Public Health Preparedness)

X-Treme Planning: Ohio Prepares for Pandemic Flu With concern developing about the possibility of a worldwide pandemic of avian flu, the Ohio Department of Health developed plans for how it would handle such an emergency, while at the same time seeking to exercise its nascent incident management system and continue its efforts to develop as an emergency response agency. (Included in Howitt, Leonard, and Giles, Public Health Preparedness)

Emergency Response System Under Duress: Public Health Doctors Fight to Contain SARS in Toronto (A, B, and Epilogue) When an emergent infectious disease arrived in Toronto in 2003, the Canadian public health system struggled to bring it under control. This case explores the efforts of Canadian public health authorities to identify and understand the mysterious illness, which threatened the health — and lives — of Toronto’s residents and healthcare workers for months on end.  (Included in Howitt & Leonard, Managing Crises; and Howitt, Leonard, and Giles, Public Health Preparedness)

Hong Kong Copes with SARS, 2003: The Amoy Gardens (Case and Epilogue) In the last days of March 2003, the frightening new disease known as Severe Acute Respiratory Syndrome, or SARS, seemed to threaten to spread out of control in one of the world’s most densely-populated cities: Hong Kong. The SARS outbreak at Amoy Gardens became an exercise in crisis management for public health officials in Hong Kong—with their counterparts around the world either observing or actively advising.

When Prevention Can Kill: Minnesota and the Smallpox Vaccine Program (Case and Epilogue) Following the 2001 terrorist attacks, President Bush launched a program to vaccinate health workers and emergency responders against smallpox. This case describes that effort, placing particular emphasis on the difficulties that emerged in making that program work in Minnesota. (Included in Howitt, Leonard, and Giles, Public Health Preparedness)

Charting a Course in a Storm: US Postal Service and the Anthrax Crisis This case describes how the USPS responded when it was struck by devastating anthrax attacks through the mails. It covers the initial response to protect employees, efforts to keep the mails moving to the greatest extent possible, and early steps toward decontamination of facilities and recovery.  (Included in Howitt & Leonard, Managing Crises; and Howitt, Leonard, and Giles, Public Health Preparedness)

White Powders in Georgia: Responding to Cases of Suspected Anthrax After 9/11 Although no spore of real anthrax showed up in Georgia during the anthrax attack period, the state was inundated with thousands of calls about suspect white powders. The case describes efforts by local and state officials to develop appropriate procedures to triage and prioritize possible cases, conduct tests of possible anthrax, and protect and reassure worried first responders. (Included in Howitt, Leonard, and Giles, Public Health Preparedness)

The West Nile Virus Outbreak in New York City (A, B, and Sequel) Case A tells how in the summer of 1999 New York City public health officials discovered sentinel cases of a hitherto unknown disease and identified it with assistance from the state, CDC, veterinary pathologists at the Bronx Zoo, and university researchers. Case B and the Sequel describe how the city organized a massive mosquito spraying effort, first in a single borough and then citywide. (Included in Howitt, Leonard, and Giles, Public Health Preparedness)

Anthrax Threats in Southern California This case recounts how California officials responded (and over-responded) to an Anthrax hoax in late 1998, as well as how they then developed protocols of response and disseminated them to multiple jurisdictions. (Included in Howitt, Leonard, and Giles, Public Health Preparedness)

Coping with Crisis: Hong Kong Public Health Officials and the "Bird Flu"  In 1997, public health authorities in Hong Kong worked to identify and control a dangerous new flu virus not previously known to infect humans. The case focuses on the authorities' communication with the public, as they sought to quell public fears notwithstanding their own incomplete knowledge of the disease. The case, too, describes the crisis management decision to undertake a massive slaughter of Hong Kong chickens, once they were shown to be the host of the deadly but difficult-to-transmit virus.

The City of Chicago and the 1995 Heat Wave (A and B) During the summer of 1995, more than 700 people died of heat-related illness in Chicago, Illinois. With most deaths occurring before the city recognized that an “epidemic” was going on, this case explores the silent crisis that overtook the city. (Included in Howitt, Leonard, and Giles, Public Health Preparedness)

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Steiner & Wilson: Case Study — Some Tough Questions, and Some Answers, About Fighting COVID Slide While Accelerating Student Learning

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A merica’s longstanding achievement gaps have been made more acute by the learning losses of the COVID-19 crisis. As a response, we have seen an increasingly strong admonition that states and districts adopt an acceleration strategy . Instead of the almost universally used strategy of remediation, in which schools try to teach students what they missed a year or more ago, acceleration looks forward: acceleration readies students for upcoming grade-level lessons.

Acceleration is easy to write about and extremely challenging to accomplish. It starts with establishing what students absolutely need to know, which requires accurate diagnostics geared to immediate learning targets. It also requires close linkages between the diagnostics and the curricular material that the teachers will use. Painfully but necessarily, it also means restricting the number of learning goals for the academic year: One cannot accelerate students who are seriously behind to the point at which every grade-level skill becomes accessible. A smaller number of key goals is crucial to success. Finally, additional professional support for school personnel is likely to be needed, while more typical supports such as tutoring, in-class differentiated instruction and Response to Intervention strategies may need restructuring.

To meet the challenges of accelerated learning, organizations such as TNTP and the Thomas B. Fordham Institute have compiled extensive guidance for school districts. But the devil is very much in the details: How, exactly, is a district to approach the nuts and bolts of addressing a very specific set of learning challenges? In an earlier co-authored piece , a school principal who had long used acceleration described her strategy around mathematics. It is compelling. But that was a story from a single school. The field needs broader but nevertheless concrete advice.

Districts (and states) that have large contracts with providers of instructional materials should expect publishers to be ready and able to partner with them to transition to acceleration in ways that meet the needs of district leaders, principals and teachers as they work to increase learning readiness for on-grade work this fall. Education leaders should also be asking themselves tough questions about elements of their own readiness:

  • Are they using high-quality instructional materials that include diagnostic assessments, which will alert teachers as to which skills must be taught to which students, so all students in that grade are ready for grade-level work?
  • If such materials have not yet been adapted, is the district working to ensure that teachers have the data to identify what extra instruction their students may need to be prepared for upcoming grade-level work? That work may include providing new diagnostic tools and/or new professional support for teachers.
  • Has the district worked with teachers to identify a modified (reduced) number of grade-level learning goals in English Language Arts and math for students who are behind and getting acceleration support?

The key challenge here is fragmentation. Assessment results can come from multiple sources — in-class quizzes, curriculum-embedded diagnostics, nationally normed assessments and (until last year) state tests, among others. Trying to use multiple testing data from different sources to identify what to teach small groups of students then becomes a major headache, especially since some stand-alone tests (such as i-Ready) offer specific links to curriculum material that may or may not integrate seamlessly with the district curriculum teachers are supposed to use.

Now, consider how a large urban district, District A, sought to adapt materials it was already using to implement an acceleration strategy for early elementary foundational skills.

In early spring 2021, as many districts were raising concerns about immediate challenges, such as getting students back into schools, District A convened a task force to consider summer 2021 instruction. Its charge was to research and determine how to use that time to provide equitable access to instruction that would address learning loss among early elementary students. District A began examining options that could be delivered over four weeks. It consulted Wilson Language Training because it was already using the company’s Fundations learning-to-read program throughout the district.

Wilson Fundations is a structured literacy program that provides a pathway to develop students’ phonemic awareness, decoding and automatic word recognition, handwriting and spelling. It is a supplemental program that sequentially and cumulatively establishes foundational skills critical for reading and writing success — supporting the ELA program in place — based on evidence from the accumulation of research on reading and writing acquisition and instruction — the science of reading.

Although in years past Fundations had been used in various settings for summer programs, it had not been formalized into a set program for this purpose. Due to the urgent need and short timeline, WLT also put together a task force to determine key considerations for a 20-day, Fundations-based program that included teachers and school administrators who had experience using Fundations, and Wilson literacy specialists and advisers.

It quickly became evident that the teachers would need both professional learning and clearly specified lesson guidelines to be set out in a manual, so instruction would be efficient and highly focused. A key question was how to determine which foundational skills students had missed during this COVID-challenged school year so teachers might tailor individualized instruction accordingly.

Because Fundations is cumulative, building upon previously mastered skills and including both spiraling back for review and layering as new skills are introduced, the conversation led to a rethinking of the idea of “filling in” missed skills. Rather than evaluating all that had been taught during the previous year and seeking to address many of those skills during the summer, the task force focused on what rising first- and second-graders would encounter at the beginning of the 2021-22 school year. Its members came to the realization that:

  • It is impossible to teach all things from a one-year curriculum in 20 days.
  • If assessments determined skill gaps, teachers would need to expertly group kids and efficiently teach a variety of skills in a short amount of time.
  • Professional development would be difficult, as teachers new to Fundations would need to learn how to teach a full-year curriculum.
  • With a laser focus on the identification of and guidance on teaching a manageable number of key skills, teachers could be prepared for instruction and students could master them in the given amount of time.
  • Instruction that targeted key skills would best prepare students for a successful start to the school year.

The next step was to map out the program. Since many schools and districts that used Fundations during the regular academic year did not intend to offer summer learning opportunities but still needed to help students begin the year with success, the task force created something that could be used either in the summer or at the beginning of the school year. The team also determined that it made most sense to examine the initial Fundations Units (essentially, the first month of the upcoming school year) to identify the most critical skills that would prepare students for success at the start. The district wished to provide a pre- and post- curriculum-based assessment, so this was developed with an eye toward the key skills directly related to the summer program rather than all the previous year’s foundational skills.

WLT planned intensive instruction in three half-hour components for each daily lesson with a focus on: 1) phonemic awareness, the alphabetic principle and phonics; 2) transcription skills: handwriting fluency and spelling; and 3) automatic recognition of words and reading practice with text that contains taught word patterns and attention to meaning and an organized, paraphrased retell. Finally, the task force put an appropriate name to the effort — Ready to Rise.

Although District A initially proposed allocating 30 minutes per day to the Fundations Ready to Rise program, WLT recommended 60- or, still better, 90-minute sessions to ensure real mastery. Although the daily summer sessions would be longer, the district also planned to provide math instruction and was considering using another independent online assessment of reading skills with corresponding lessons. WLT responded that it was not possible to achieve mastery of the key identified skills in a 20-day span with only 30 minutes a day, and though the lessons might be alternated within a 60-minute time frame, the 90-minute sessions were highly recommended. The program’s three components could also be done with three teachers working with small groups at different times throughout the day, and so did not necessarily require 90 consecutive minutes. WLT made the case that the spelling component of the lesson reinforces decoding, the storage of words in long-term memory, and reading fluency. The team also emphasized the importance of reading practice, as reading with fluency and understanding is the ultimate goal.

District A decided to follow the recommendation to do all three components of Ready to Rise. Several other schools and districts also decided to implement the program during the upcoming summer.

What larger insights can be drawn, once one is determined to focus on future rather than past learning goals? First, granular planning is critical: Leaders need to set out precisely how many minutes of instruction will be provided, the exact learning goals and the specific materials, identify all those involved (tutors, specialists, and teachers) and give them access to the shared professional development on the chosen acceleration strategies. Second, this requires a sea change from business as usual, where teachers attempt to impart skill-based standards using an eclectic rather than a coherent curriculum. It is not possible to accelerate children with fragmented content. Summer programs, tutoring, Response to Intervention, professional development — indeed, all efforts to prepare students for grade-level instruction — must rest on fierce agreement about the shared curriculum to be taught in classrooms. What we teach is the anchor that holds everything else in place.

David Steiner is executive director of the Johns Hopkins Institute for Education Policy.

Barbara Wilson is an author and co-founder of Wilson Language Training.

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David Steiner is director of the Johns Hopkins Institute for Education Policy, professor of education at Johns Hopkins University and a member of the Maryland State Board of Education. He previously served as commissioner of the New York State Education Department.

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Yin, R.K. (1981) The Case Study Crisis: Some Answers. Administrative Science Quarterly, 26, 58-65. https://doi.org/10.2307/2392599

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JOURNAL NAME: Open Journal of Social Sciences , Vol.5 No.10 , October 18, 2017

ABSTRACT: The Russia-Ukraine conflict is the most serious test of European security in the 21st century and the forgone conclusion is that Russia can easily prevail in the conflict, but this has not been the case. This article uses a contingency theory approach to report findings on the riddle why Russia has not easily defeated Ukraine. I report findings based on a contingency theoretical perspective that indicates Russian victory is unlikely because of negative contingencies having direct impact on the Russian economy including a sharp reduction in the value of the Russian ruble, the potential for political loss of support of the middle class for President Putin, diplomatic and political isolation and danger of escalation of the war, affecting Russia to a greater degree than the Ukraine.

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<strong>The</strong> <strong>Case</strong> <strong>Study</strong> <strong>Crisis</strong>:<br />

<strong>Some</strong> <strong>Answers</strong>*<br />

<strong>Robert</strong> K. <strong>Yin</strong><br />

In hisASO article entitled "Qualitative data as an attractive<br />

nuisance," Matthew Miles (1979) has written a disarmingly<br />

candid rendition of the perils of qualitative analysis. Unfortunately,<br />

his candor in admitting the existence of these perils was<br />

matched by few suggestions for overcoming them. As a result,<br />

his article, based on a four-year study of six public schools,<br />

leaves the readerwith a sense that qualitative analysis-and its<br />

implicit companion, the case study -cannot yet be regarded a<br />

rational, much less scientific venture.<br />

Miles' principal problems were that: (a) within-case analysis<br />

was "essentially intuitive, primitive, and unmanageable" (1 979:<br />

597), (b) cross-case analysis was "even less well formulated<br />

than within-site analysis" (1 979: 599), and (c) respondents<br />

objected to case study results much more frequently than to<br />

survey results, either threatening the research team with legal<br />

suit or attempting to rewrite history in order to appear more<br />

favorably in the case study (1979: 597). In conclusion, Miles<br />

states that, without renewed effortsat methodological inquiry,<br />

"qualitative research on organizations cannot be expected to<br />

transcend story-telling" (1 979: 600).<br />

<strong>The</strong> Miles article cannot be taken lightly. A well-respected<br />

researcher, frequently cited for oneof the earliest contributions<br />

to the study of organizational innovation, Miles (1 964) has<br />

indicated that there are grave problems with our craft. Furthermore,<br />

he leaves little hope for the immediate future, because<br />

the needed methodological research could require a decade or<br />

two (or three). Under these circumstances, what are the<br />

students of case study research to think? Indeed, what are the<br />

funders of social science research to think as they review new<br />

proposals for case studies? If Miles is correct, why should there<br />

be any further support for case studies as a research and<br />

development activity? <strong>The</strong>se are the questions that raise the<br />

spectre of a case study crisis, and these are the questions that<br />

require some answers.<br />

<strong>The</strong> purpose of this reply is to reaffirm the role of the case study<br />

as a systematic research tool. Although major improvements in<br />

case study research are still to be made, the goal is to show that<br />

an acceptable craft has already emerged.<br />

a 1981 by Cornell Unlverslty.<br />

0001-839218112601-0058$00.75<br />

Thls materlal IS based In part upon work<br />

supported by the National Science Founds.<br />

tlon under Grant NO. PRA 79-20580.<br />

March 1981, volume 26<br />

What is a <strong>Case</strong> <strong>Study</strong>?<br />

Miles began with a discussion of the advantages and disadvantages<br />

of qualitative data. However, about one-t hird of the way<br />

into the article, the fact that the research involvedcasestudies<br />

emerged (1 979: 592). <strong>The</strong>reafter, the discussion intermingled<br />

the two topics and is an example of a frequent confusion<br />

regarding types of evidence (e.g., qualitative data), types of data<br />

collection methods (e.g., ethnography), and research strategies<br />

(e.g., case studies).<br />

First, the case study does not imply the use of a particular type<br />

of evidence. <strong>Case</strong> studies can be done by using either qualitative<br />

or quantitative evidence. <strong>The</strong> evidence may come from<br />

fieldwork, archival records, verbal reports, observations, or any<br />

combination of these. An e x a m ~ l e of an orsanizational case<br />

study that combines qualitative'with<br />

evidence is<br />

the research of Gross et al. (1971 ); in other examples, case<br />

studies have even relied solely on quantitative data, as in<br />

58lAdministrative Science Quarterly

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Art-libro-situación salarial en México.pdf - Alejandro García Garnica

<strong>The</strong> <strong>Case</strong> <strong>Study</strong> <strong>Crisis</strong>: <strong>Some</strong> <strong>Answers</strong>* <strong>Robert</strong> K. <strong>Yin</strong> In hisASO article entitled "Qualitative data as an attractive nuisance," Matthew Miles (1979) has written a disarmingly candid rendition of the perils of qualitative analysis. Unfortunately, his candor in admitting the existence of these perils was matched by few suggestions for overcoming them. As a result, his article, based on a four-year study of six public schools, leaves the readerwith a sense that qualitative analysis-and its implicit companion, the case study -cannot yet be regarded a rational, much less scientific venture. Miles' principal problems were that: (a) within-case analysis was "essentially intuitive, primitive, and unmanageable" (1 979: 597), (b) cross-case analysis was "even less well formulated than within-site analysis" (1 979: 599), and (c) respondents objected to case study results much more frequently than to survey results, either threatening the research team with legal suit or attempting to rewrite history in order to appear more favorably in the case study (1979: 597). In conclusion, Miles states that, without renewed effortsat methodological inquiry, "qualitative research on organizations cannot be expected to transcend story-telling" (1 979: 600). <strong>The</strong> Miles article cannot be taken lightly. A well-respected researcher, frequently cited for oneof the earliest contributions to the study of organizational innovation, Miles (1 964) has indicated that there are grave problems with our craft. Furthermore, he leaves little hope for the immediate future, because the needed methodological research could require a decade or two (or three). Under these circumstances, what are the students of case study research to think? Indeed, what are the funders of social science research to think as they review new proposals for case studies? If Miles is correct, why should there be any further support for case studies as a research and development activity? <strong>The</strong>se are the questions that raise the spectre of a case study crisis, and these are the questions that require some answers. <strong>The</strong> purpose of this reply is to reaffirm the role of the case study as a systematic research tool. Although major improvements in case study research are still to be made, the goal is to show that an acceptable craft has already emerged. a 1981 by Cornell Unlverslty. 0001-839218112601-0058$00.75 Thls materlal IS based In part upon work supported by the National Science Founds. tlon under Grant NO. PRA 79-20580. March 1981, volume 26 What is a <strong>Case</strong> <strong>Study</strong>? Miles began with a discussion of the advantages and disadvantages of qualitative data. However, about one-t hird of the way into the article, the fact that the research involvedcasestudies emerged (1 979: 592). <strong>The</strong>reafter, the discussion intermingled the two topics and is an example of a frequent confusion regarding types of evidence (e.g., qualitative data), types of data collection methods (e.g., ethnography), and research strategies (e.g., case studies). First, the case study does not imply the use of a particular type of evidence. <strong>Case</strong> studies can be done by using either qualitative or quantitative evidence. <strong>The</strong> evidence may come from fieldwork, archival records, verbal reports, observations, or any combination of these. An e x a m ~ l e of an orsanizational case study that combines qualitative'with evidence is the research of Gross et al. (1971 ); in other examples, case studies have even relied solely on quantitative data, as in 58lAdministrative Science Quarterly

<strong>Case</strong> <strong>Study</strong> <strong>Crisis</strong> studies of the economic development of urban areas (e.g., Vietorisz and Harrison, 1970). Nor does the case study imply the use of a particular data collection method. A common misconception is that case studies are solely the result of ethnographies or of participantobservation, yet it should be quickly evident that numerous case studies have been done without using these methods (e.g., Allison, 1971 ). Conversely, using t hese methods does not always lead to the production of case studies (e.g., the ethnographic and observational research on police behavior by Reiss, 1971; Rubenstein, 1973; and Van Maanen, 1979; none of which had typically been designed as case studies). What the case study does represent is a research strategy, to be likened to an experiment, a history, or a simulation, which may be considered alternative research strategies. None of these other strategies is linked to a particular type of evidence or method of data collection, either. To cite two contrasting examples, there are some experiments- e.g., in biology and neuroanatomy -that use qualitative evidence and for which statistical analysis is irrelevant; at the same time, the field of history has been increasing its use of quantitative indicators (e.g., Furet, 1971 ). As a research strategy, the distinguishing characteristic of the case study is that it attempts to examine: (a)a contemporary phenomenon in its real-life context, especially when (b) the boundaries between phenomenon and context are not clearly evident. Experiments differ from this in that they deliberately divorce a phenomenon from its context. Histories differ in that they are limited to phenomena of the past, where relevant informants may be unavailable for interview and relevant events unavailable for direct observation. <strong>The</strong>se distinctions among type of evidence, data collection method, and research strategy are critical in defining case studies. Related clarifications also need to be discussed but can only be enumerated here: (1)<strong>The</strong> different types of case studies that are possible (exploratory, descriptive, and explanatory), (2) <strong>The</strong> types of research questions best addressed by case studies as opposed to other research strategies (explanations rather than incidence questions); and (3)<strong>The</strong> types of case study designs (all must cope with the essential problem that, because t he context is part of the study, there will always be too many "variables" for the number of observations to be made, thus making standard experimental and survey designs1 irrelevant). 1 M~c~~~~~~-, B ~and ~ ~ ~ ~ ~ (1979) are correct, however, in notlng that thesedesigns may be used for some sub. portions of a case study. How Can Within-<strong>Case</strong> Evidence be Analyzed? Miles used two strategies to analyze within-case evidence, both of which met with difficulties. First, qualitative data were assembled into traditional narratives, but Miles found this to be a burdensome and unrewarding activity for his fieldworkers (1979: 593). Second, quantitative data were tabulated into 202 categories. Of this experience, Miles reported (1 979: 593- 594): At the beginning we developed an elaborate codlng scheme. . . . Fieldworkers, including the codlng speclalist, hated the job. [Eventual- ~ ly]. ~ . . ~ the ~ coding ~ ~ stopped, , d . and the ~ cards ~ were ~ not d used ~ for analysis. Miles' experiences are typical of those encountered in many case study efforts. Although no easy formula exists, there are

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  • Page 9 and 10: Case Study Crisis REFERENCES Alliso
  • Page 11: http://www.jstor.org LINKED CITATIO

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Canal delays and the impact on global supply chains

Knut Alicke

February 6, 2024 “Can’t our supply chain just have a normal year?”

The wish is understandable. While 2023 seemed to mark a degree of post-COVID-19 normality, 2024 has started with a sharp reminder about the importance of supply chain resilience. Reduced cost and inventory levels alone don’t make the Panama Canal any fuller or the Red Sea any more navigable.

Long-term questions haven’t gone away either. A recent report by the McKinsey Global Institute (MGI) looks at shifting global trade flows , considering potential reconfigurations based on developing economies and geopolitical distance. It flags that businesses will need to plan for disruptions, and two ongoing examples in shipping show just how great the need is.

Our colleagues in McKinsey’s Travel, Logistics, and Infrastructure practice have commented on the cost and delay implications of low water levels in the Panama Canal , which normally carries around 8 percent of global container volume. 1 Extreme drought has reduced maximum ship crossings, resulting in prolonged waiting times. Consequently, several carriers have already announced new fees for Panama transits. 2 In addition to costs incurred by shipping companies and their clients, costs for the Panama Canal itself are estimated to rise to between $500 million and $700 million in 2024, 3 compared with previous estimates of $200 million.

At the same time, conflict in the Red Sea and reduced access to the Suez Canal are leading companies to reroute shipping around the Cape of Good Hope, adding about two weeks to shipping time while raising costs for resources such as fuel for the vessel and food for the crew. While this delay is relatively short if a supply chain is prepared accordingly, there have been reports of automotive companies implementing line stoppages in response to material shortages. The direct impact on business revenue illustrates the need to invest in resilient supply chains. 4

These disruptions are different from the challenges posed by the COVID-19 pandemic. At that time, the demand for goods significantly increased, whereas now a supply shortage has the potential to lead to stockouts. Still, both cases call for measures to increase supply chain resilience. In the current situation, the main impact is on cargo traveling from Asia to Europe, but because of delays causing an imbalance of container availability, the impact is also being felt in routes from Asia to the west coast of North America. As with most challenges, the situation will normalize; we expect it to take around two months for global supply chains to absorb the two weeks (the time added by shipping detours) of inventory.

Waiting for that normalization to happen is not an attractive option. Instead, company leaders can take actions to build further resilience and ready themselves for additional disruptions, should they occur. Most likely, they will; previous research has predicted disruptions of one month or more every 3.7 years .

The expectation of more frequent disruptions suggests a need to prepare for the future. Supply chain leaders can prepare by developing an understanding of their operations and the world in which they are operating. They should establish an insights edge for competitive advantage, with a granular view of their company, peers and other elements of the value chain, and the broader global context.

Second, it is important that supply chain leaders understand their tier-n connections in detail. Indeed, MGI research shows that only 2 percent of companies have visibility below tier two . And finally, it is becoming increasingly important for leaders to monitor the world for tremors that may signal challenges to their operations; looking solely at their own value chains will no longer be sufficient.

With this in-depth understanding of their supply chains in place, companies can pursue a set of strategic actions to mitigate future risks. Establishing options to shift supply chains, production locations, or operating markets can provide alternatives when disruption hits, as can explorations of new technologies , partnerships, and alternative materials.

A final thought: there is no room for complacency in supply chain management and the pursuit of resilience, and the case for supply chain leaders having the ear of— and indeed being part of —the executive board remains as strong as ever.

1 “A freightful time for container ships,” Financial Times , January 4, 2024. 2 “Panama Canal to be a maritime pinch point well into 2024,” Riviera News , December 4, 2023. 3 “Panama Canal toll revenue shrinking this fiscal year due to drought,” Reuters, January 17, 2024 4 Victoria Waldersee, Anna Ringstrom, and Marie Mannes, “Tesla, Volvo Car pause output as Red Sea shipping crisis deepens,” January 12, 2024.

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The Cases Against Trump: A Guide

Fraud. Hush money. Election subversion. Mar-a-Lago documents. One place to keep track of the presidential candidate’s legal troubles.

Arrows pointing at Donald Trump

Not long ago, the idea that a former president—or major-party presidential nominee—would face serious legal jeopardy was nearly unthinkable. Today, merely keeping track of the many cases against Donald Trump requires a law degree, a great deal of attention, or both.

In all, Trump faces 91 felony counts across two state courts and two different federal districts, any of which could potentially produce a prison sentence. He’s also dealing with a civil suit in New York that could force drastic changes to his business empire, including closing down its operations in his home state. Meanwhile, he is the leading Republican candidate in the race to become the next president—though the Supreme Court has now heard a case seeking to disqualify him. If the criminal and civil cases unfold with any reasonable timeliness, he could be in the heat of the campaign at the same time that his legal fate is being decided.

David A. Graham: The end of Trump Inc.

Here’s a summary of the major legal cases against Trump, including key dates, an assessment of the gravity of the charges, and expectations about how they could turn out. This guide will be updated regularly as the cases proceed.

New York State: Fraud

In the fall of 2022, New York Attorney General Letitia James filed a civil suit against Trump, his adult sons, and his former aide Allen Weisselberg, alleging a years-long scheme in which Trump fraudulently reported the value of properties in order to either lower his tax bill or improve the terms of his loans, all with an eye toward inflating his net worth.

When? Justice Arthur Engoron ruled against Trump and his co-defendants in late September 2023, concluding that many of the defendants’ claims were “clearly” fraudulent—so clearly that he didn’t need a trial to hear them. (He also sanctioned Trump’s lawyers for making repeated frivolous arguments.) Engoron has also fined Trump a total of $15,000 for violating a gag order in the case. The trial ended in January, and a ruling is currently expected in mid-February .

How grave is the allegation? Fraud is fraud, and in this case, the sum of the fraud stretched into the millions—but compared with some of the other legal matters in which Trump is embroiled, this is pretty pedestrian. The case is also civil rather than criminal. But although the stakes are lower for the nation, they remain high for Trump: Engoron could bar Trump’s famed company from business in New York, strip it of several key properties, and fine Trump hundreds of millions of dollars.

How plausible is a guilty verdict? Engoron has already ruled that Trump committed fraud. The outstanding questions are what damages he might have to pay and what exactly Engoron’s ruling means for Trump’s business and properties in New York.

Manhattan: Defamation and Sexual Assault

Although these other cases are all brought by government entities, Trump also faced a pair of defamation suits from the writer E. Jean Carroll, who said that Trump sexually assaulted her in a department-store dressing room in the 1990s. When he denied it, she sued him for defamation and later added a battery claim.

When? In May 2023, a jury concluded that Trump had sexually assaulted and defamed Carroll, and awarded her $5 million. A second defamation case produced an $83.3 million judgment in January 2024.

How grave was the allegation? Although these cases don’t directly connect to the same fundamental issues of rule of law and democratic governance that some of the criminal cases do, they were a serious matter, and a federal judge’s blunt statement that Trump raped Carroll has gone underappreciated.

What happens now? Trump has appealed both cases. During the second trial, he also continued to insult Carroll, which may have courted additional defamation suits.

Manhattan: Hush Money

In March 2023, Manhattan District Attorney Alvin Bragg became the first prosecutor to bring felony charges against Trump, alleging that the former president falsified business records as part of a scheme to pay hush money to women who said they had had sexual relationships with Trump.

When? The case is set to go to trial on March 25, Judge Juan Merchant said on February 15.

How grave is the allegation? Falsifying records is a crime, and crime is bad. But many people have analogized this case to Al Capone’s conviction on tax evasion: It’s not that he didn’t deserve it, but it wasn’t really why he was an infamous villain. That this case alleges behavior that didn’t directly attack elections or put national secrets at risk makes it feel more minor—in part because other cases have set a grossly high standard for what constitutes gravity.

How plausible is a guilty verdict? Bragg’s case faces hurdles including arguments over the statute of limitations, a questionable key witness in the former Trump fixer Michael Cohen, and some fresh legal theories. In short, the Manhattan case seems like perhaps the least significant and most tenuous criminal case. Some Trump critics were dismayed that Bragg was the first to bring criminal charges against the former president.

Department of Justice: Mar-a-Lago Documents

Jack Smith, a special counsel in the U.S. Justice Department, has charged Trump with 37 felonies in connection with his removal of documents from the White House when he left office. The charges include willful retention of national-security information, obstruction of justice, withholding of documents, and false statements. Trump took boxes of documents to properties where they were stored haphazardly, but the indictment centers on his refusal to give them back to the government despite repeated requests.

David A. Graham: This indictment is different

When? Smith filed charges in June 2023. Judge Aileen Cannon has set a trial date of May 20, 2024. In November, she rejected Trump’s request to push that back but said she would reconsider timing in March . Smith faces a de facto deadline of January 20, 2025, at which point Trump or any Republican president would likely shut down a case.

How grave is the allegation? These are, I have written, the stupidest crimes imaginable , but they are nevertheless very serious. Protecting the nation’s secrets is one of the greatest responsibilities of any public official with classified clearance, and not only did Trump put these documents at risk, but he also (allegedly) refused to comply with a subpoena, tried to hide them, and lied to the government through his attorneys.

How plausible is a guilty verdict? This may be the most open-and-shut case, and the facts and legal theory here are pretty straightforward. But Smith seems to have drawn a short straw when he was randomly assigned Cannon, a Trump appointee who has sometimes ruled favorably for Trump on procedural matters. Some legal commentators have even accused her of “ sabotaging ” the case.

Fulton County: Election Subversion

In Fulton County, Georgia, which includes most of Atlanta, District Attorney Fani Willis brought a huge racketeering case against Trump and 18 others, alleging a conspiracy that spread across weeks and states with the aim of stealing the 2020 election.

When? Willis obtained the indictment in August 2023. The number of people charged makes the case unwieldy and difficult to track. Several of them, including Kenneth Chesebro , Sidney Powell , and Jenna Ellis, struck plea deals in the fall. Willis has proposed a trial date of August 5, 2024, for the remaining defendants.

How grave is the allegation? More than any other case, this one attempts to reckon with the full breadth of the assault on democracy following the 2020 election.

How plausible is a guilty verdict? Expert views differ. This is a huge case for a local prosecutor, even in a county as large as Fulton, to bring. The racketeering law allows Willis to sweep in a great deal of material, and she has some strong evidence—such as a call in which Trump asked Georgia Secretary of State Brad Raffensperger to “find” some 11,000 votes. Three major plea deals from co-defendants may also ease Willis’s path, but getting a jury to convict Trump will still be a challenge. Complicating matters, Willis is now under fire for a romantic relationship with an attorney she hired as a special prosecutor.

Department of Justice: Election Subversion

Special Counsel Smith has also charged Trump with four federal felonies in connection with his attempt to remain in power after losing the 2020 election. This case is in court in Washington, D.C.

When? A grand jury indicted Trump on August 1, 2023. The trial was originally schedule for March 4, but Judge Tanya Chutkan said in early February that the date would change, as an appeals court deliberated on Trump’s claim of absolute immunity. A three-judge panel roundly rejected that claim on February 6, but no new trial date has been announced yet. As with the other DOJ case, Smith will need to move quickly, before Trump or any other Republican president could shut down a case upon taking office in January 2025. Other tangential legal skirmishes continue: In October, after verbal attacks by Trump on witnesses and Smith’s wife, Chutkan issued an order limiting what Trump can say about the case.

David A. Graham: Trump attempted a brazen, dead-serious attack on American democracy

How grave is the allegation? This case rivals the Fulton County one in importance. It is narrower, focusing just on Trump and a few key elements of the paperwork coup , but the symbolic weight of the U.S. Justice Department prosecuting an attempt to subvert the American election system is heavy.

How plausible is a guilty verdict? It’s very hard to say. Smith avoided some of the more unconventional potential charges, including aiding insurrection, and everyone watched much of the alleged crime unfold in public in real time, but no precedent exists for a case like this, with a defendant like this.

Additionally …

In more than 30 states , cases have been filed over whether Trump should be thrown off the 2024 ballot under a novel legal theory about the Fourteenth Amendment. Proponents, including J. Michael Luttig and Laurence H. Tribe in The Atlantic , argued that the former president is ineligible to serve again under a clause that disqualifies anyone who took an oath defending the Constitution and then subsequently participated in a rebellion or an insurrection. They said that Trump’s attempt to steal the 2020 election and his incitement of the January 6 riot meet the criteria.

Cases were brought in many states, and state authorities issued conflicting opinions. Several states ruled against removing Trump from the ballot, but the Colorado Supreme Court and the Maine secretary of state both disqualified him, ruling that he had engaged in an insurrection—a remarkable legal finding. Trump then appealed to the U.S. Supreme Court.

When? The U.S. Supreme Court heard arguments in the case on February 8. The timing for a decision is not clear.

How grave is the allegation? In a sense, the claim made here is even graver than the criminal election-subversion cases filed against Trump by the U.S. Department of Justice and in Fulton County, Georgia, because neither of those cases alleges insurrection or rebellion. But the stakes are also much different—rather than criminal conviction, they concern the ability to serve as president.

How plausible is a disqualification? Though there is a robust debate among legal scholars on this question, the nine who matter are the ones on the Supreme Court, and they appeared very skeptical of arguments in favor of disqualification during the February 8 hearing.

A side-by-side image of the border fence in Texas and people trying to cross the Rio Grande

The unprecedented situation at the US-Mexico border – visualized

What is behind the surge of people trying to cross the border and what dangers do they face? A visual explainer

Record levels of migration are straining an immigration system left nearly broken by decades of congressional inaction.

Republicans have spent years amplifying scenes of turmoil and tragedy at the southern border, but Democratic leaders are also worried now, particularly big-city mayors and blue state governors who are demanding more federal resources to shelter and feed an influx of migrants.

With many voters now saying immigration is a top priority, what exactly is happening at the US border to make so many people concerned?

There has been a surge of encounters at the US border

Since the pandemic there has been a spike in global migration, coinciding with Joe Biden’s presidency. Across the globe, people are fleeing war, political insecurity, violence, poverty and natural disasters. Many of those in Latin America, in particular, travel to the US in search of safety.

aerial view of line of people next to white car and a metal fence, with a map of mexico and the US border states superimposed on it

In the last three years, the number of people attempting to cross the US’s southern border into the country has risen to unprecedented levels.

In the month of December 2023 alone, border patrol agents recorded 302,000 encounters (these include apprehensions and immediate expulsions), a new high. The monthly average from 2013 to 2019 was 39,000.

Arrivals are coming from more countries

The collapse of Venezuela, political instability in Haiti, violence in Ecuador, a crackdown in Nicaragua, Russia’s invasion of Ukraine , repression in China and other conflicts have fueled a historic shift in migration patterns.

Mexico was the single most common origin country for US border encounters in 2023, but Mexican nationals made up less than 30% of the total share, compared with more than 60% a decade ago.

Their journey is more perilous

Nearly 9,000 people attempting to reach the US from the south have been recorded missing or dead in the Americas in the past 10 years, according to the Missing Migrants Project .

Some never make it through the notorious Darién Gap at the southern end of Central America, where a US deal with Panama and Colombia to stop migrants in their tracks has caused an outcry .

The vast majority of recorded fatalities (5,145), however, occur at the US-Mexico border crossing, according to the project’s data.

Many of the deaths occurred in southern Arizona when people attempted to cross open desert, miles from any roads.

Fatalities are also concentrated along the treacherous stretch of south-western Texas where the Rio Grande river becomes the borderline. Further inland, hundreds of deaths have been recorded in the sparse, humid scrubland around Falfurrias.

aerial view of people wading through river with map of us border states and mexico overlaid

Their cases languish in courts

The border rules are complicated: some people apprehended at the border will face expedited deportation, but others will enter formal deportation proceedings and qualify for temporary release into the US, with a date to appear before a judge.

Resolving those immigration cases and asylum claims can take years. The backlog of immigration cases has grown steadily – there were an astounding 3.3m cases pending as of December 2023, but just 682 immigration judges. That means the average caseload is more than 4,500 per judge.

In the meantime …

People arriving often find themselves in unofficial camps all along the US border. Some are waiting to cross, others have been met by US border patrol, yet others have been turned away. Some border states such as Texas have put tens of thousands of people awaiting their asylum claims on buses and sent them to other states, including California and New York, without their knowledge or permission.

As for Congress, it continues to argue over clamping down on unlawful border crossings and alleviating the deepening humanitarian crisis – an increasingly irreconcilable divide between those who want to expand the immigration system and those who want to restrict it.

People sit in a bus

  • US-Mexico border
  • US immigration
  • US politics

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  1. The Case Study Crisis: Some Answers

    March 198 1, volume 26 In hisASQ article entitled "Qualitative data as an attractive nuisance," Matthew Miles (1 979) has written a disarmingly candid rendition of the perils of qualitative analysis. Unfortu- nately, his candor in admitting the existence of these perils was matched by few suggestions for overcoming them. As a result,

  2. [PDF] The Case Study Crisis: Some Answers

    The Case Study Crisis: Some Answers R. Yin Published 1 March 1981 Education Administrative Science Quarterly March 198 1, volume 26 In hisASQ article entitled "Qualitative data as an attractive nuisance," Matthew Miles (1 979) has written a disarmingly candid rendition of the perils of qualitative analysis.

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  4. The Case Study Crisis: Some Answers.

    1981-03-01 Language: English Abstract Abstract: The article presents a reply to a case study about qualitative analysis, entitled "Qualitative Data as an Attractive Nuisance," by Matthew Miles, which appeared in the 1979 issue of "Administrative Science Quarterly."

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  7. The Case Study Crisis: Some answers

    The Case Study Crisis: Some answers Robert K. Yin Robert K. Yin 31 December 1980 DOI: 10.2307/2392599 Abstract Your use of the JSTOR archive indicates your acceptance of JSTOR's Terms and Conditions of Use, available a text Similar works Sorry, we are unable to process this request at the moment CiteSeerX Go to the repository landing page

  8. (PDF) Case Analysis

    The Case Study Crisis: Some Answers. Article. Mar 1981; Robert K. Yin; ... Robert E. Stake uses and annotates an actual case study to answer such questions as: How is the case selected? How do you ...

  9. The Case Study Crisis: Some Answers

    The Case Study Crisis: Some Answers Robert, K. Yin Administrative Science Quarterly 26 (1): 58-65 1981 ISSN/ISBN: 0001-8392 DOI: 10.2307/2392599 Accession: 061645399 Download citation: | BibTeX | Full Text Article emailed within 0-6 h Buy Now for $19.90 Payments are secure & encrypted Related References

  10. The Case Study Crisis: Some Answers Robert K. Yin

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  11. The Case Study Crisis: Some Answers

    The Case Study Crisis: Some Answers. Robert K. Yin. 35, View details (1 authors) Administrative Science Quarterly. 10.40. Volume: 26, Issue: 1, Pages: 58 - 58. Published ... his article, based on a four-year study of six public schools, leaves the readerwith a sense that qualitative... Read more. Paper Fields. Political science. Psychology ...

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  13. The case study crisis- Some answers-Robert Yin

    The Case Study Crisis: Some Answers. Administrative Science Quarterly, 26 (1), 58- 65. https://doi.org/10.2307/ 2392599 In hiS/ASQ article entitled "Qualitative data as an attractive nuisance," Matthew Miles (1979) has written a disarmingly candid rendition of the perils of qualitative analysis.

  14. What Is a Case, and What Is a Case Study?

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  15. The Case Study Crisis: Some Answers. in SearchWorks articles

    Select search scope, currently: articles+ all catalog, articles, website, & more in one search; catalog books, media & more in the Stanford Libraries' collections; articles+ journal articles & other e-resources

  16. The Case Study Crisis: Some Answers

    Robert K. Yin (1981). The Case Study Crisis: Some Answers. Administrative Science Quarterly, 26(1), 58-65. doi:10.2307/2392599

  17. Yin, R.K. (1981) The Case Study Crisis Some Answers. Administrative

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  18. Case study crisis: some answers. in SearchWorks articles

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  19. The Case Study as a Serious Research Strategy

    For case studies, however, the procedure is possible but not desirable because the role of the context, rather than being incidental to a study, is assumed to be more critical and dynamic than the static computations (essentially, gross measures of association) underlying cluster or factor analyses. 5.

  20. Sci-Hub

    The Case Study Crisis: Some Answers. Administrative Science Quarterly, 26 (1), 58. doi:10.2307/2392599 10.2307/2392599

  21. The Case Study as a Serious Research Strategy

    The Case Study Crisis: Some Answers. R. Yin. Education. 1981; March 198 1, volume 26 In hisASQ article entitled "Qualitative data as an attractive nuisance," Matthew Miles (1 979) has written a disarmingly candid rendition of the perils of qualitative analysis. … Expand. 2,290. PDF. Save. Supply Response to the Housing Allowance Program.

  22. The Case Study Crisis: Some Answers Robert K. Yin

    A well-respected<br />. researcher, frequently cited for oneof the earliest contributions<br />. to the study of organizational innovation, Miles (1 964) has<br />. indicated that there are grave problems with our craft. Furthermore,<br />. he leaves little hope for the immediate future, because<br />.

  23. Can anyone suggest seminal papers/books on case study research?

    Cite Popular answers (1) Dean Whitehead Federation University Australia Rosario - Robert Yin (from 2002 to current) is often identified (through citation) as a leading exponent of case study...

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  25. The Cases Against Trump: A Guide

    Fraud is fraud, and in this case, the sum of the fraud stretched into the millions—but compared with some of the other legal matters in which Trump is embroiled, this is pretty pedestrian. The ...

  26. The unprecedented situation at the US-Mexico border

    The border rules are complicated: some people apprehended at the border will face expedited deportation, but others will enter formal deportation proceedings and qualify for temporary release into ...