Non-profit organizations make significant contributions to society in a number of ways. In addition to providing services to underrepresented, marginalized, and vulnerable populations in our communities, they also play important advocacy, expressive and leadership development, community building and democratization, and innovation-oriented roles. The sector is thus regarded as “critical civic infrastructure,” civic capacity, or a social safety net. As such, through collaborative engagement in disaster or emergency management, non-profits can be even more instrumental in helping communities become disaster resilient.
Disaster management can be understood as a four-stage cycle that includes mitigation, preparedness, response, and recovery functions. Past disasters demonstrate that non-profits engage with this cycle in diverse ways. A few types of non-profit organizations explicitly include, as part of their mission, one or more of these stages of disaster management. These include traditional disaster relief organizations, organizations dedicated to preparedness, or those responsible for supporting risk reduction or mitigation efforts. Another set of organizations is typified by non-profits that shift their mission during times of disaster to fill unmet needs. These non-profits shift existing resources or skills from their pre-disaster use to new disaster relief functions. The other type of non-profit to respond or support disaster management is the emergent organization. These emergent non-profits or associations are formed during an event to respond to specific needs. They can endure past the disaster recovery period and become new permanent organizations.
It is important to remember that non-profits and more broadly, civil society—represent a unique sphere of voluntary human organization and activity separate from the family, the state, and the market. In some cases, these organizations are embedded in communities, a position that grants them local presence, knowledge, and trust. As such, they are well positioned to play important advocacy roles that can elevate the needs of underrepresented communities, as well as instigate disaster management policies that can serve to protect these communities. Furthermore, their voluntary nature—and the public benefit they confer—also position them to attract much-needed resources from various individuals and entities in order to augment or supplement governments’ often limited capacity. In all, civil society in general, is a sphere well positioned to execute the full spectrum of emergency management functions alongside traditional state responses.
The Case for ‘Human Diplomacy’
