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黄浩明参加中国民间组织国际交流促进会(China NGO Network for International Exchange)线上研讨会分享经验

:2020/05/26

亲爱的听众们,女士们、先生们下午好!我是黄浩明,国际公益学院(CGPI)代理院长。首先,我非常感谢中国民间组织国际交流促进会(China NGO Network for International Exchange)邀请我参加此次线上研讨会。今天,我将为大家简要分享我对中国社会组织参与全球战疫的观察与看法。

今年初的疫情给全球民众都带来了巨大的影响。众所周知,中国经过几个月的积极防控,已取得了阶段性进展,目前疫情基本得到控制,经济和生活节奏正在逐步恢复,抗疫的主战场已经转移到欧洲、北美乃至全球。


我们也发现,有一批中国社会组织,在国内疫情逐步得到控制的时候,开始展开海外行动,抓住全球抗疫的机会走出国门。今天,我主要从中国社会组织参与全球战疫的现状、面临的挑战以及对策建议三个部分进行分享。

首先来看现状。中国社会组织国际抗疫行动目前已经覆盖全球六大洲、至少150个国家。我认为,目前中国社会组织参与抗疫行动主要呈现三个方面的特征:

第一,捐赠规模呈现增长趋势,捐赠以需求为导向。根据中国慈善联合会的不完全统计:截止54日,由中国企业、社会组织和公民个人等民间力量参与和主导的现金捐赠超过1.31亿美元。此外,捐赠还包括了口罩、防护服、测试盒在内的大量物资,主要应对全球抗疫医疗物资短缺的需求。

第二,合作内容彰显中国特色,突出传播中国经验。比如马云基金会及阿里巴巴基金会发起的全球新冠肺炎实战共享平台,通过发布并被翻译成多国语言的《新冠应急医院建设运营手册》、《方舱庇护医院建设运营手册》、《新冠病毒防治手册》等手册,向全球提供新冠肺炎防治的中国经验。

第三,多元跨界行动为主,呈现抱团取暖的运作模式。此次全球抗疫行动呈现出国内外社会组织合作、社会组织与企业、政府合作等形式,同时志愿团体、演艺明星以及其粉丝、侨胞、普通社会公众等纷纷有感而动,参与抗疫。其中,社会组织发挥了组织协调和链接资源的重要作用。以深圳国际公益学院为例,学院与中国发展研究基金会、意大利都灵大学中国研究中心合作,以中意慈善论坛为平台开展物资救助行动。


接下来我要分享的是中国社会组织走出去参与全球抗疫面临的五个挑战。

首先和其他国家相比,我国社会组织缺乏通畅的国际渠道和合作网络来推动国际行动。比如,美国在国际化方面有成熟的经验,侧重于扩大国际合作的机会;我们的邻国日本,则非常重视发展联合国志愿人员(UNV)的国际渠道;而巴西作为发展中国家,可以利用联合国南南合作的现有政策。

其次,中国社会组织缺乏海外独立运作的平台,包括设立独立的海外办公室。由于支持政策不到位,仅有极个别的中国社会组织在海外设立了独立的项目办公室,比如中国扶贫基金会、爱德基金会等。

再者,社会组织走出去的能力不足。主要是因为绝大多数的社会组织规模较小、业务较为分散,缺乏专业性。在此次疫情期间,我们也发现了中国社会组织缺乏应对海外公共卫生事件的经验,组织的运作机制与治理策略也没有为之做好充分准备。。

第四,社会组织缺乏专业和高素质的复合型人才,具体包括有海外生活和工作经验的人才、拥有国际组织工作经历的人才、高水平的专业的谈判人才以及了解不同文化与地区工作的人才。

后,社会组织走出去缺乏良好的外部环境。这其中最大的难题是缺乏国家法律和政策支撑,比如在对外物资捐赠、税收、外汇管理等领域仍在存在政策空白。此外,业务主管单位的审批要求也会影响社会组织对紧急公共卫生事件的响应速度。

最后,我想就中国社会组织未来参与全球抗疫提出五点建议:

首先,中国社会组织需要加强与政府的合作,其中推动立法和政策环境改变是关键。中国政府应将社会组织参与国家民间对外援助的立法工作纳入考虑范围,使社会组织参与和实施国际化战略有法可依。

第二,中国社会组织需要学会利用新技术和合作网络。一方面,这有助于提升走出去的速度,减少工作成本;另一方面有利于提高社会组织在国际捐赠的执行效率、推进透明化管理。

第三,与各类国际组织建立长期的合作伙伴关系,包括国内外有影响力的社会组织、跨国企业和智库。

 第四,积极建立联盟组织,开展联合行动。这对于缺乏实践经验的社会组织来说,是非常必要的。为了形成最大的影响力,他们需要与筹资机构、执行机构和疫情传播与监督机构以及平台机构建立联盟,形成一个多维度的合作机制,开展全球行动。

第五,加强与国际合作伙伴的联系,积极融入国际组织,打造双边合作伙伴关系。由于中国社会组织缺乏全球合作的网络和渠道,也无法在短时间内建立起类似发达国家民间组织的海外办公室和网络,因此,寻找靠谱和值得信任的海外合作伙伴是中国社会组织目前确保海外合作项目落地的一个重要方式。


最后我想要说的是,中国社会组织走出去参与全球抗疫,既需要做好战略定位、寻求合作伙伴和谨慎的量力而行,同时也需要社会组织自身不断加强专业的能力,培养社会组织自己的复合型国际化人才。只有这样才能够真正成为全球治理的一员,为世界的和平和发展作出贡献。 “隔离病毒,但不隔离爱”,中国社会组织已经步入了转型时代,也有机会和力量能够成功。

感谢大家的聆听!



Good afternoon, ladies and gentlemen! I am Huang Haoming, the Acting Dean of China Global Philanthropy Institute (CGPI). Firstly, I would like to express my great appreciation for China NGO Network for International Exchange inviting me to attend this online seminar. Today, I’m going to briefly share thoughts and observations on Chinese NGOs’ participation in global responses to COVID-19 (Coronavirus Disease 2019).

Since the beginning of this year, COVID-19 has become the major concern for people around the world, and its influence is still emerging. As we all know, China has been combating the pandemic nationwide for several months, and now has achieved a staged progress. While the outbreak is gradually being controlled and the economy starts to recover in China, the main battlefield of responses to COVID-19 has been transferred to Europe, North America, and even the whole world.

At this stage, we find that a group of Chinese NGOs have started overseas responses to the pandemic. Some of them try to seize this opportunity to go global. As a result, my sharing will focus on the current progress, challenges, and suggestions of Chinese NGOs’ participation in global response to the coronavirus outbreak.

Let's first look at the current situation. So far, Chinese NGOs’ global responses to COVID-19 have covered 6 continents including at least 150 countries. Their responses to the outbreak have three characteristics as follows.

Firstly, the amount of donations shows an increasing trend, and the donations are guided by demand. According to the incomplete statistics of the China Charity Federation, as of May 4th, cash donations to global responses by Chinese companies, NGOs and individual citizens had exceeded 131 million USD. In addition, there are a large number of material donations including masks, protective clothing and diagnostic kits, to meet the global shortage of anti-epidemic medical supplies.

Secondly, the content of their global responses highlights Chinese Characteristics and spreads Chinese experience. For example, the Jack Ma Foundation and the Alibaba Foundation established the Global MediXchange for Combating COVID-19 program to help tackle the global outbreak of COVID-19. In this program, they support writing and publishing several manuals online in different languages, including Handbook of COVID-19 Prevention and Treatment, COVID-19 Outbreak Hospital Response Strategy, and Makeshift Hospital for COVID-19. These manuals are all based on Chinese experience.

Thirdly, the global responses of Chinese NGOs are mainly carried out through cross-border collective actions. Chinese NGOs’ global responses have taken the form of cooperation between NGOs at home and abroad, cooperation among NGOs, enterprises and government agencies. We also observe that volunteer groups, performing stars and their fans, overseas Chinese, and the general public, all participate in the combat. Among them, NGOs play an important role in organizing coordination and linking resources. Our Institute CGPI also work with the China Development Research Foundation and the TOChina Hub of the University of Turin in Italy to donate medical materials under the cooperation platform named China-Italy Philanthropy Forum.

The next part I’d like to talk about are the five challenges faced by those Chinese NGOs who participate in the global responses to COVID-19.

Firstly, compared with other countries, Chinese NGOs lack of smooth international channels and cooperative network to facilitate their global actions. Unlike China, the United States has mature experience in internationalization, focusing on expanding opportunities for international cooperation. Our neighbor, Japan attaches great importance to opening up the international channels of United Nations Volunteers (UNV). Brazil, as a developing country, benefits from the United Nations South-South cooperation.

Secondly, Chinese NGOs also lack of platforms for independent overseas operations, including the independent overseas offices. Due to insufficient policy support, only a few Chinese NGOs establish the independent offices abroad, such as China Foundation for Poverty Alleviation, Amity Foundation and so on.

Thirdly, Chinese NGOs lack of the ability to “go global”. This is mainly because many NGOs are in small scale, have relatively scattered business, and lack of professionalism. During this outbreak, many Chinese NGOs have no experience in response to overseas public health emergencies, and their operation mechanism and governance strategy are not well prepared for global responses.

Fourthly, Chinese NGOs lack of professional and high-quality compound talents, including people having overseas living and working experience, talents working in international organizations, talents with high-level negotiating skills, and people who well understand cultures and situations among various regions and countries.

At last, there is lack of a good external environment for Chinese NGOs to go global. The biggest problem is that it hasn’t national laws and policy to support. For example, there are still policy gaps in foreign material donations, taxation, and foreign exchange management. In addition, the approval requirements of business supervisors will also affect the speed of NGOs' response to public health emergencies.

With regard to the future, I would like to make five suggestions on Chinese NGOs’ global responses:

Firstly, I think we need to strengthen the cooperation with the government, especially the promotion of changes in the legislative and policy environment. Chinese government should consider NGOs’ participation in the legislative work of country’s non-governmental foreign aid, in order to establish a basis for Chinses NGOs to implement their internationalization strategy.

Secondly, Chinese NGOs need to make good use of new technologies and cooperation networks. This will help increase the speed of Chinese NGOs’ going abroad and reduce their current working costs. It will also improve Chinese NGOs’ efficiency and transparency when they make international donations.

Thirdly, Chinese NGOs could actively establish partnership and long-term cooperation with global organizations, such as influential NGOs, transnational enterprises, think tanks at home and abroad.

Fourthly, I suggest Chinese NGOs to actively establish alliance organizations to take joint action. This is especially necessary for those NGOs that lack of practical experience. In order to maximize their influence, they need to build coalitions with funding agencies, implementing agencies, epidemic surveillance agencies and platform agencies, so as to form a multi-dimensional cooperation mechanism for global responses.

Fifthly, I recommend Chinse NGOs to strengthen contacts with international partners, actively integrate into international organizations and build bilateral cooperation. Chinese NGOs lack of networks and channels for global cooperation, and it is difficult to establish overseas offices and networks like those NGOs in developed-country’s in a short period of time. As a result, looking for reliable and trusted overseas partners is a better solution for Chines NGOs to guarantee the implementation of overseas cooperation projects.

Finally, I would like to say that, when Chinese NGOs go abroad to participate in the global responses to COVID-19, they need to set their strategic orientation, seek partners and take prudent measures, at the same time, NGOs themselves also need to strengthen professional capacity, and cultivate their own compound international talents. Only in this way can Chinese NGOs become a true member of global governance and make contributions to world peace and development. Our vision is “To isolate the virus, not friendship”. It is the time for Chinse NGOs to make transformation. Thanks for your listening.

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