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It has been a year since the global outbreak of COVID-19, and the world is still recovering and operating in what we have come to accept as the "new normal." In 2020, we saw funders react swiftly, not only directing emergency funds to organizations on the ground but also committing to changes in their grantmaking practices and priorities to better help nonprofits face the myriad challenges brought on by the pandemic. In this report, Candid and the Center for Disaster Philanthropy look at the global philanthropic response to COVID-19 in 2020.
Supporting Vulnerable Communities: Strengthening Nonprofits Before and Immediately after a Catastrophic DisasterSeptember 23, 2019
The Foundation recognizes that nonprofits play a key role in disaster relief and recovery for vulnerable communities and that many of these organizations will serve as "first responders" because they are already trusted resources in these communities through their daily provision of safety net services. To enable the Foundation to help meet the immediate relief needs of vulnerable communities in the aftermath of a disaster, it developed agreements with key social service grantees for rapid, almost automatic, grantmaking during the initial post-disaster period when communication systems are compromised and needs assessments have not yet been conducted. Additionally, to increase the likelihood that these organizations would be in a position to deliver services and utilize these funds, the Foundation sought their commitment to disaster planning and offered technical assistance to support them in their efforts.
Silicon Valley Community Foundation (SVCF), a global leader in innovative grantmaking and customized philanthropy services, created this guide to help prepare and support corporate social responsibility (CSR) practitioners in their efforts to contribute to disaster relief preparedness and response.
One year ago today, we were deeply shaken by a powerful earthquake. Hundreds of homes and businesses were damaged in the largest seismic event the Bay Area has seen since the 1989 Loma Prieta earthquake, mostly in and around the City of Napa. More than 250 people were injured; almost 20 were admitted to the hospital; and one person regrettably lost her life as a result of the 6.0 temblor.In the following pages, you can read about what's been accomplished so far, and how we've spent the monies entrusted to us. You can also learn about our plans for a final phase of grants, covering two broad categories: funding to help qualified homeowners make earthquake-related repairs if their dwellings remain unsafe; and funding to make the community at large more resilient in the event of a future disaster.Finally, we have included a brief reflection on what worked well, and what could be better next time. In this area especially, we welcome your comments, ideas and constructive feedback.
Community foundations have proven themselves to be cornerstones of support to the community, especially in times of need and disaster. When emergencies or disasters strike, the Foundation must be well-prepared to quickly and effectively help itself in order to be able to help others.The Disaster Preparedness and Business Continuity Plan (hereafter referred to as Disaster Plan) outlines the Noble County Community Foundation, Inc.'s strategy for responding to an emergency or disaster, provides information essential to continuity of critical business functions and identifies the resources needed to:ensure safety of staff and visitorsprotect assets and vital records (electronic data and hardcopy)protect the physical structures on Noble County Community Foundation, Inc. propertycommunicate effectively with staff, board members and the Noble County communitymaintain continuity of mission-critical services and support operationsprovide timely emergency support and grant making service to the communityIn planning for an emergency and its potential aftermath, the process is organized as follows:Emergency planning includes procedures and steps done prior to a disaster and immediately after to protect staff, property and assess damage.Disaster recovery is the steps taken to restore some functions so that some level of services can be offered.Business continuity is restoration planning, completing the full circle to get our organization back to where it was before an interruption.Please note that no two emergencies are identical. Therefore, no single plan of action can anticipate and address every possible circumstance. The instructions contained in this plan are intended to serve as guidelines only. They may not be appropriate in all cases. At no time should staff risk personal safety in complying with any of its provisions.
What was the philanthropic response to Hurricane Sandy? It is a simple question -- too simple really. Philanthropy is not a monolithic sector, but rather an immensely diverse set of private entities with different approaches to any given social challenge. That's one of the wonderful things about philanthropy and the reason our nation's tax laws support the creation of foundations: private givers often have approaches very different from government and can direct their resources in ways that government will not and cannot. As this report documents, the philanthropic sector's contributions to Hurricane Sandy recovery were impressive and historically quite large, but still only a fraction of the hundreds of billions of dollars allocated by government. Given the disparity in dollars, do philanthropy's contributions matter?These pages make the case that how philanthropic dollars were allocated absolutely matters. Two years later, as communities across the New York-New Jersey region hardest hit by Hurricane Sandy still struggle to recover, philanthropic dollars have been essential in helping fund programs for community advocacy to ensure government acts properly, to fill the holes in the social service delivery system, to help community members provide input into the redevelopment planning process and countless other efforts that government often can't or won't do.At its core, this report documents how philanthropy responded, but we also hope it points funders continuing to respond to this disaster and those responding to future emergencies to the nonprofit organizations who have been at the center of the relief, recovery and rebuilding. It is intended to help teach for the future, as the New York chapter lays out lessons learned and "best practices" in addition to the basic statistics, charts and graphs on how philanthropic dollars were allocated. The New Jersey chapter also breaks down the statistics, charts and graphs, but also speaks to the work that remains with so many residents and communities continuing to face untenable conditions as they approach the two-year anniversary. In both cases, the best practices offered and the issues that remain are germane to both New York and New Jersey, and to a discussion of the larger philanthropic response to the disaster.
The purpose of this plan is to provide guidance to Noble County community organizations in their efforts to meet the needs of citizens during the response and recovery phases of small scale, everyday emergencies and large scale disaster. The goal is to coordinate the emergency response and recovery efforts of community organizations. This coordination will maximize the efficiency of participating organizations, prevent the duplication of services, and speed recovery.
While disaster relief organizations moved swiftly to provide aid, the community got to work. Neighbors helped neighbors clear debris from their yards while individuals and businesses flocked to North Minneapolis with supplies and helping hands. The scope of the damage soon became clear, and within 24 hours of the tornado, The Minneapolis Foundation had activated its Minnesota Helps Fund, which provides an easy way for our community to donate to a coordinated relief and recovery effort in the wake of a disaster.
Assesses indicators of the region's economic growth, sustainability, inclusion, and quality of life. Highlights trends in population, industry diversification, jobs, household income, public education, housing, public safety, and infrastructure.
Follows up a 2007 report on the effectiveness of foundations and nonprofits in advocating for systemic changes in the Gulf Coast and lessons learned. Calls for collaboration, regionalizing agendas, and integrating advocacy into missions and grant periods.
Outlines outcomes and lessons learned from an initiative that funded loaned executives to help New Orleans city government strengthen its capacity to coordinate and direct recovery efforts after Hurricanes Katrina and Rita.
The Emergency Preparedness report was developed by the The American Red Cross of Greater Chicago in collaboration with an advisory committee. The report is commissioned by The Chicago Community Trust to support the 2040 comprehensive regional planning effort led by the Chicago Metropolitan Agency for Planning.This report is the first step in creating a comprehensive plan to take bold and innovative approaches to make the metropolitan area a safer, more resilient environment for all citizens. Changes in attitude, action, and aggressive public policy will be needed to achieve this goal. The combined efforts of government, business, philanthropy, communitya