Hillel Schmid, Ph.D

This paper analyzes the relations between the government and civil society organizations (CSOs) during the COVID-19 pandemic in Israel. The paper presents the government’s inconsistent policy, which has been influenced by various interest groups and the very limited financial support allocated to CSOs during the crisis. The paper describes the government’s alienated attitude toward CSOs as well as the reasons for current behavior. Special attention is devoted to the government’s misunderstanding of the mission and roles of CSOs in modern society, especially at times of crisis and national disasters. The paper also analyzes the organizational and strategic behaviors of CSOs toward the government, which have also contributed to the government’s alienated attitude toward them.

Theoretical Framework

A literature review of the research about government-CSOs relations revealed that researchers have addressed many questions related to the nature of this relationship, developed various theories, analyzed the power-dependency relationships, examined the politics and the strategies of action of both sides, proposed different models to clarify the boundaries between the organizations, and devoted thought and research to issues of accountability and transparency (Almog-Bar, 2016; Gronbjerg & Salamon, 2012; Najam, 2000; Salamon, 1995; Schmid, 2003; Smith & Gronbjerg, 2006; Young, 2000). Studies on collaboration and cross-sector partnerships have been published extensively in the last few years (Almog-Bar & Schmid, 2018; Gazely & Brudney, 2007).

The literature provides us with a firm basis for analyzing the relationship between the government and CSOs around the world, and in Israel in particular. It also provides us a basis from which to ask the following research questions about the situation in Israel:

Research Questions:

1. What has happened to the relationship between the government and civil society organizations during the COVID-19 pandemic?
2. Why does the government behave as if it is alienated from civil society organizations rather than treat them as partners who have come a long way together?
3. Does the behavior of the government toward civil society organizations during this crisis differ from its behavior toward organizations in other sectors such as the business sector?
4. Is the government’s policy toward civil society organizations discriminatory as compared with its policy toward organizations in other sectors?
5. Are bewilderment, confusion, inconsistency, and lack of leadership the main causes for the government’s failure to acknowledge the need to provide a safety net to organizations that fill the vacuum left by its failure to cope with the consequences of the pandemic?

Methodology

This research is based on mixed methods design. Quantitative findings from studies conducted by academic institutions and civil society organizations will be presented, analyzed, and evaluated. Formal reports published by the Central Bureau of Statistics, The National Insurance Institute, The Ministry of Welfare and Social Services, and the umbrella organization of Israeli civil society organizations will be presented and discussed. In addition qualitative analysis of reports, documents published by the government, the parliament and its committees, and content analysis of interviews with senior officials in the government and the civil society organizations will be analyzed, and conclusions will be presented. Above all the analysis of the relations is based on the personal insights, lessons, and experience of the author of this study drawn from almost 35 years of studying civil society organizations in general and the relations between government and these organizations in particular.

Lessons and Implications for Theory and Policy

Government policy and attitude towards CSOs, specifically during times of crisis or national disasters, have received too little theoretical attention thus far, yet this constitutes a critically important field for further research and the developing of advanced theories regarding the relations between governments and CSOs. Current theories are not sufficient to explain the ambivalent and alienated attitude of the government towards CSO’s which are generally considered to be the delegates and partners of the government in the provision of social, human, educational and health services to populations at risk. This is especially true in times of a crisis such as Covid-19 – a crisis of a scale that the world had not experienced for many decades. This paper discusses these issues and highlights the implications for government policy as well as outlines the strategies government must adopt in order to cope more successfully with national disasters and pandemics. Government policy makers should establish policies, guidelines, and procedures for operation during emergency situations in advance. Many governments around the world, including the Israeli government, were caught unprepared to deal with the Covid-19 crisis. Israel’s government bodies and mechanisms had been emptied of authority over the years, leaving hollow spaces, and a lack of prepared plans or ability to deal effectively with the pandemic in real time. The relationship between the government and CSOs should be based on more trust, mutuality, and understanding on the part of both actors in order to change the current power-dependence relationship. There is a need to establish more cross-sectoral partnerships for the benefit of citizens. Specifically and operatively, it is recommended that governments and CSOs should prepare for emergencies and national disasters with a prepared standby “work folder” including a map to help navigate the ship to a safe shore.

References

Almog-Bar, M. (2016). Policy initiatives towards the nonprofit sector: Insights from the Israeli case. Nonprofit Policy Forum, 7(2), 237-256.
Almog-Bar, M., & Schmid, H. (2018). Cross-sector partnerships in human services: Insights and organizational dilemmas. Nonprofit and Voluntary Sector Quarterly, 37 (4), 119s-138s.
Gazely, B., & Brudney, J.L. (2007). The purpose (and perils) of government-nonprofit partnership. Nonprofit and Voluntary Sector Quarterly, 36, 389-415.
Gronbjerg, K. A., & Salamon, L.M. (2012). Devolution, privatization, and the changing shape of government - nonprofit Relations. In L.M. Salamon (Ed.), The State of Nonprofit America (2^nd ed., pp. 549-586). Brookings Institution Press.
Najam, A. (2000). The four C’s of third sector- government relations, cooperation, confrontation, complementarity, and co-optation. Nonprofit Management and Leadership, 10, 375-395.
Salamon, L.M. (1995). Partners in public service: Government and the nonprofit sector in the American welfare state. Johns Hopkins University Press.
Schmid, H. (2003). Rethinking the policy of contracting out social services to nongovernmental organizations: Lessons and dilemmas. Public Management Review, 5(3), 307-323.
Smith, S.R., & Gronbjerg, K.A. (2006). Scope and theory of government - nonprofit relations. In W.W. Powell & R.Steinberg (Eds.), The nonprofit sector: The research handbook (pp. 432-446). Yale University Press.
Young, D.R. (2000). Alternative models of government-nonprofit sector relations: Theoretical and international perspectives. Nonprofit and Voluntary Sector Quarterly, 29, 149-172.