Operational challenges in a US nonprofit network amid COVID-19: Lessons from a food network in Virginia.

The coronavirus pandemic (COVID-19) had detrimental health and economic impacts on communities across the globe. Consequently, public, profit and nonprofit organizations had to quickly adjust to the new situation and adopt new operating strategies and service delivery mechanisms. This study examines a nonprofit food network in Virginia and the impact of COVID-19 on food bank services and distribution operations. Guided by the adaptive systems approach, this case study utilizes the Federation of Virginia Food Bank (FVFB) and focuses on operational challenges within the network and the impact of the CARES Act. The data obtained from stakeholder interviews and a survey of local and regional providers suggest communication and adaptive management were crucial in the continuation of network operations. Furthermore, understanding the multifaceted needs of vulnerable individuals, beyond nutrition and food insecurity, is important for nonprofit service partners in a network. The study proposes a conceptual framework for effective operations in a nonprofit network during crisis and highlights the need to create collaborative capacity.

Community foundations provide collaborative responses and local leadership in midst of COVID-19.

Community foundations are uniquely positioned within their localities to provide immediate needs and realize their communities' strengths, resources, and challenges, affording them opportunities to be highly effective in responding to crises. Many community foundations act not only as grant-makers and social investors, but also as community mobilizers, experts, facilitators, and leaders, who work on identifying areas of greatest need to catalyze meaningful social change. As the COVID-19 pandemic has quickly spread across the United States, many community foundations are spearheading immediate relief efforts locally and mobilizing millions of dollars throughout the U.S. This article highlights the initial response efforts of specific community foundations to the COVID-19 outbreak, including operations, shifts in funding priorities, and fund allocation oversight. Moving forward, it will be increasingly critical for community foundations and all philanthropists to strategically prioritize funding initiatives, voice local concerns to policymakers, and advocate for both state and federal policies related to nonprofit support.

Latinx COVID-19 outcomes: Expanding the role of representative bureaucracy

The COVID-19 pandemic has disproportionately affected many already marginalized groups, including the Latinx population in the United States. While preexisting inequities have amplified the negative impacts of the pandemic, culturally sensitive crisis response is challenged by the diversity and intersecting identities of the nation’s second largest ethnic group. This article examines COVID-19 related inequities among the Latinx population through the lens of Representative Bureaucracy, and suggests that public administration can address COVID-19 inequities through the promotion of passive, active, and symbolic representation while taking into consideration the unique within-group diversity of the Latinx experience. We further suggest that leveraging social networks are one path forward and can demonstrate the particular importance of symbolic representation during crisis response. [ABSTRACT FROM AUTHOR] Copyright of Administrative Theory & Praxis (Taylor & Francis Ltd) is the property of Taylor & Francis Ltd and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)