The Covid-19 pandemic is forcing non-profits to reinvent their interventions and business models at lightning speed, and many donors, philanthropists, foundations and corporate social investors are rising to the challenge and supporting them ad-hoc. But when the dust settles, the humanitarian sector will need to take strategic steps to restore and strengthen its capacity to contribute effectively to a post-Covid world.

When the sector turns its attention to rebuilding, an important part of the way forward will be revisiting how to create systems change. When grantmakers, investors and donors review how Covid-19 has affected their partners and grantees operating models, as well as their ability to deliver impact, liquidity and solvency, it will become clearer than ever that viewing social change from a simplified perspective is insufficient.

To create, support and maintain systems change will require funders to invest in organisations that act on different levels, including direct service delivery, research into new solutions, innovating to take advantage of technological opportunities, capacity building and advocacy. Indeed, starting now, all actors in the sector need to begin thinking about what a vibrant, post-Covid-19 humanitarian ecosystem could look like; which actions are conducive to rebuilding it; and how to finance its different elements, including innovation, research and development, capital investment and operating support.

The sector will also need to revisit its legitimacy. Even before the pandemic, there were many critical voices about the efficacy of the sector, which many influential voices called unaccountable, non-transparent, donor-directed, perpetual and tax-subsidised.

Going forward, the sector will need to demonstrate the value it delivers much more clearly, as well as show greater transparency and prove that it is using scarce resources effectively to drive measurable impact.

The big redesign

When the emergency stage of Covid-19 has passed, the sector will face massive additional social need, depleted government coffers, a reduction in donations and additional uncertainty in financial markets. However, the rebuilding also offers four opportunities that - if approached holistically and strategically - can enhance the vitality and resilience of the entire humanitarian ecosystem.

These opportunities include rethinking financial incentives, improving transparency, investing in technology and taking collaboration to the next level.

Although the sector is still responding to the emergency, it has become critical for all of us to start preparing to rebuild. There are eight things the ecosystem can do collectively to lay the groundwork for integrated sustainable socio-economic development.

By optimising the conditions that contribute to sustainable development, by taking advantage of the opportunities that lie ahead, by restructuring outdated financial models and ineffective interventions, by leveraging technology for development, by being more transparent and accountable for our work and by backing the next generation of forward-thinking leaders with the right resources, we can ensure the humanitarian sectors future survival.

About the author

Reana Rossouw is the owner of Next Generation a specialist consultancy that assist organisations to achieve high impact through social innovation that leads to sustainable and shared value.

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Rebuilding the humanitarian ecosystem in South Africa - Next Generation - Bizcommunity.com