Alarm about coronavirus and “community spread” is growing across the country – and with it, public uncertainty and fear. But at a time when Americans’ faith in our country’s officials and experts needs to be strong, the 2020 Edelman Trust Barometer reveals that our major societal institutions – including government, businesses, nonprofits, and the media – may not hold the level of public trust that is sorely needed during a national health emergency such as this.
Yet while Covid-19 is testing the mettle of our nation, it also presents a novel opportunity for charities and foundations to remind the American public about our proven ability to rise to adaptive challenges such as this. It is an opportunity for civil-society organizations to refill the public’s wellspring of faith in our vital work. It is also an opportunity for the tens of thousands of organizations that have proven their value during times of less dramatic crisis to remind communities that we stand strong and always for the common good, particularly when we are challenged as a nation.
Providing the critical services that advance and support healthy, strong communities is one of the many powerful ways nonprofits and foundations contribute to the nation. Our ties to the people in the communities we serve are deep-rooted and abiding. The value we bring touches every aspect of their daily lives in profound ways that are sometimes, but not always, noticed.
When neighborhoods are threatened during crises of all kinds, community and faith-based nonprofits are often the first to step forward to complement the work of local and state governments and offices of emergency management and help lead long-term recovery efforts. Our organizations stand in the breech to provide essential community and social services, as well as address the emotional and spiritual needs of community residents dealing with life-altering situations.
A Bond of Dependability
Through the wax and wane of charitable donations — the lifeblood of our work — nonprofit organizations persistently find a way to support and lift up people struggling to regain some sense of normalcy when the initial glancing blow of disaster subsides. The people we serve expect that we will be there because community-based organizations are more than providers of essential services. They are also part of their communities, forging a bond of dependability that is reinforced through trial and time.
And so, during this current crisis, how can we play a calming role in the midst of crisis? How can we remind the millions of constituents we serve that they can trust that civil society’s vital work will continue and sustain as long as — and after — the challenge lasts? There are some practical actions, and then a more reflective stance that we should take as we look toward the future.
First, like the advice given by airlines, those of us who lead nonprofits must first protect ourselves to best provide service to others. Confirm your contingency plans so your organization can continue to advance its mission even when public-health officials and others urge people to avoid gathering large number of people in any one place. Make certain you have a telework plan, if appropriate, and that staff members have access to the technology they’ll need to conduct their work uninterrupted during an “alternate work location” period. And remember your volunteers: Be in regular touch with them and strongly advise that they stay abreast of and adhere to recommended guidance for their protection.
Does your organization offer paid sick leave? Particularly during this time, when people who are ill are strongly encouraged to stay home, nonprofits can demonstrate that they value their staff’s work and well-being by offering sick-leave benefits. Nonprofit HR has resources on preparing your staff and organization.
Second, refuse to perpetuate misleading, conflicting, and false statements that only serve to heighten fear and mistrust. Instead, put forward only sound, ethical advice from experienced and trustworthy officials and health professionals. Listen to and stay in contact with your local health departments and understand what is expected from you as a trusted and respected institution in your community. The National Association of County and City Health Officials provides a helpful directory of local health departments.
Third, communicate just as much with your grant makers as with your constituents. At times like this, it is more important than ever to remember that foundations and nonprofits need to work in lock step. Nonprofits have an obligation to protect their communities, particularly the most vulnerable, and grant makers have an obligation to listen to what nonprofits need to do their critical work. Foundations, corporate donors, and others can work with nonprofits to restructure services to support the public-health goal of encouraging people to avoid large gatherings, but they can also be flexible with grantees when programs and events are canceled and productivity slows. Thanks to a vigorous lobbying campaign by foundations and nonprofits, Congress passed legislation in December so that private foundations are no longer penalized for increasing their grant making in a particular year to respond to a crisis so communications between nonprofits and grant makers is key.
We envision civil society to be a world of engaged individuals, robust institutions, and vibrant communities working together to ensure all people thrive. Our ability to offer real, tangible guidance, resources, and support during this crisis builds a foundation of trust between our organizations and the communities we serve. But it is also a time for us to reflect on the role nonprofits and foundations play as we move humanity forward. The sound actions we take and leadership we provide in supporting the public through this crisis will strengthen our communities’ trust in us and our ability once again to rise to the challenge. Our interdependence is what makes civil society — private action for public good — function and our obligation to maintain trust is the only way we progress.
