COVID-19 has affected each and every facet of life around the world, from personal relationships to institutional operations to foreign collaborations. While societies try to protect themselves by seriously restricting people’s movement and interaction, the disease continues to decimate families. , toppling governments, weighing down economies and tearing apart the social sector. The interdependence and vulnerabilities of the complex systems that make up the world’s fashion cadres have never been more apparent. Former U. S. Ambassador to NATO Nicholas Burns described the effect of the coronavirus as potentially “as serious as a global war. “
How is the social sector responding to the evolution of the crisis?How will nonprofits, foundations, philanthropic organizations, and social justice advocates emerge from the pandemic?What wisdom and unique roles can civil society bring to solving the disorders facing the world lately?How will organizations handle potentially calamitous demanding situations of financing their operations?In this series, SSIR will showcase the insights of social replacement leaders around the world to help organizations cope with demanding systemic, operational, and strategic situations that will push the boundaries of their roles.
A review of how nonprofits and nonprofits in the U. S. The U. S. has replaced the COVID-19 pandemic and how to navigate the new adjustments to come.
Strategies such as embracing urgency and separating egos are important in a crisis. They can also be our daily work.
As EE. UU. se strives to vaccinate everyone in the country, governments and networking organizations seeking to remove barriers to access for high-risk rural and remote communities will have to rely on geography, partnerships, language, schedules, and technology.
A collection of SSIR articles on civil society concepts about the logistics of a global immunization campaign, which adds concepts to win the hearts and minds of others who are not yet convinced to get vaccinated.
In the midst of a pandemic, emerging market philanthropic organizations are positioning their voice and challenging old concepts.
While the pandemic has clarified some of the most productive practices for online training, centering participants requires an artistic approach, a thorough analysis of participants’ needs, and jobs considered to be responsive and flexible.
Any organization tasked with relaying critical data to local communities, whether responding to a crisis like the pandemic or trying to tackle social injustices, wants a strategy to make sure their message is believed. people’s misacceptance as a real threat to the adoption of COVID-19 vaccines.
An incredibly challenging year has highlighted for nonprofits the price of authentically separating organizational egos, engaging more deeply, and honestly contemplating mergers, and those practices will need to continue.
Four-tactic philanthropy may well partner with governments for equitable vaccine distribution and ensure more people get vaccinated against COVID-19.
Innovation in health care will be needed to curb the existing pandemic and prepare the world for the next. But how do accelerator systems adapt their activities to the conditions of the pandemic?
Social and behavioral sciences allow us to understand why COVID-19 is making donation practices more localized and widespread.
How Americans and coalitions organize and activate overlooked resources to end the pandemic and build more resilient fitness systems.
Have results-based contracts enabled greater flexibility and adaptability in the COVID-19 response?Lessons learned on the emergence of more resilient methods of dealing with social problems.
How civil society responses to COVID-19 in South Africa are resilient to the all-too-common return to pre-crisis “normalcy”.
Four principles have been critical to the fate of the COVID-19 Solidarity Response Fund, a joint effort by the United Nations Foundation and the World Health Organization to raise millions of dollars to help nations around the global pandemic.
Research by Abdul Latif Jameel Poverty Action Lab (J-PAL) and its partners shows how to help young people be informed in a context of erratic access to schools during a pandemic, and how those responses can promote the Sustainable Development Goal of ensuring quality education. for everyone until 2030.
This data shown can help social enterprises develop their influence while going through serious crises such as COVID-19.
By sharing, revising, and publishing medical knowledge early, MIT and UC Berkeley are creating a new style of educational publishing.
We want to look to other countries to replace the one we see in ours, opening our mind’s eye to new ideas, answers and futures.
A look at how a networked cooking initiative in India used insights from behavioral science to expand its services, offering 4. 5 million meals to homeless migrant staff even as the country instituted the world’s largest lockdown to combat COVID-19.
How paintings of bringing voter registration kiosks to emergency rooms have become more pressing, and more challenging, the COVID-19 pandemic, and have also expanded their reach. Part of a series on civil society’s reaction to the pandemic.
The long-term effect the COVID-19 pandemic will have on society is still uncertain, but situation-planning teams can help social sector leaders better prepare their organizations for the various imaginable futures that could unfold. Part of a series on civil society’s response to the pandemic.
The COVID-19 pandemic is forcing associations to reinvent themselves at lightning speed, and many found them from time to time. But when the dust settles, the social sector will want to take strategic steps to repair its philanthropic energy and make a contribution to a post-COVID social contract. Part of a series on civil society’s reaction to the pandemic.
Governments, foundations and social enterprises wishing to boost the production and distribution of medical devices in reaction to COVID-19 and other ongoing threats will have to compare the procedure holistically or threaten to overpromise and not offer meaningful assistance. Society’s reaction to the pandemic.
Five classes from a global progression organization in Bangladesh that used a virtual cash movement program for poor families suffering from COVID-19. Part of a series on civil society’s reaction to the pandemic.
Organizations that temporarily reuse, repurpose, recombine and innovate under the pressure of resources and time can build a more inclusive and sustainable future.
The teams that have established the narratives about what happened in the COVID-19 crisis, what to do now, and what’s next, will have disproportionate influence over who we hold accountable, who gets help, and what we do moving forward.
By combining a variety of knowledge to an undeniable extent of a community’s vulnerability to COVID-19, fitness professionals can scale up tailored interventions to help African Americans, who disproportionately bear the burden of the pandemic.
COVID-19 and the horrific murders of George Floyd and other black Americans have amplified the desperate desire to radically reconsider the American justice system.
How business and nonprofit leaders can responsibly use AI systems in the fight against COVID-19.
The interactive charts show how many nonprofits face drastic changes in their operations and plans as the pandemic continues to affect lives around the world. Part of a series on civil society’s response to the pandemic.
Looking back at 2030 shows how ambitious trade policies, data and courageous leadership delivered us from a worse distress than COVID-19. Part of a series on civil society’s reaction to the pandemic.
How COVID-19 amplifies age discrimination and how advocates can push back.
Three steps each and every global organization deserves to take to take care of their staff and build resilience COVID-19 and beyond. Part of a series on civil society’s reaction to the pandemic.
Amid foundations’ mandatory and rapid responses to the COVID-19 crisis, there are opportunities to advance their long-term goals of building more just and equitable societies.
The COVID-19 crisis threatens the development of small businesses in low-income countries and the capacity progression organizations (CDOs) on which they depend. Helping CDOs succeed over 3 types of money demand situations is critical to responding to existing and long-term economic devastation.
Lessons learned at Friends of the Children on how to maintain service stability in this and the next crisis.
The coronavirus has been slow to reach Africa, but it is now in force there and will be difficult to engage due to certain cultural and social behaviors.
In this week’s links from SSIR’s editors: the coronavirus vaccine race, science fiction, the disappearance of a beloved restaurant, and employee strikes.
Why organizations want to measure their social impact, their economic capacity, and their ability to deliver in order to remain applicable and viable now and in the future.
The first crisis hackathon organized by the German government offers seven classes on how to make the most of it in a messy but promising way to boost social innovation.
SSIR editors’ links to news, essays, tweets, research, videos, podcasts, and more.
The cooperation between the public and personal sectors in Taiwan and South Korea makes it imaginable to temporarily respond to the challenge of distributing vital fitness products during the COVID-19 crisis.
A wave of aid from the nation’s nonprofits, foundations and businesses the first to tackle the outbreak is offering classes and warnings for other regions now facing challenges.
In the face of unprecedented situations caused by the coronavirus pandemic, organizations are adapting to serve as many people in need now. The speed of replacement has been remarkable.
Community responses to the COVID-19 outbreak offer a way to treat other vulnerable people left at the end of this crisis.
SSIR editors’ links to news, essays, tweets, research, videos, podcasts, and more.
Governments have the opportunity to marry investors and philanthropists to turn emergency spending into long-term effects.
A list of SSIR items for social replacement leaders to resolve operational and monetary issues due to the COVID-19 crisis and similar situations.
SSIR editors’ links to news, essays, tweets, research, videos, podcasts, and more.
Good civic fitness means that other people make meaningful connections with their neighbors, public servants, and contribute to governance decision-making. But what will happen to civic life?
How the Social Sector and Stanford Social Innovation Review react now and what’s next. Part of the series Rethinking social change in the face of coronavirus.
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