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AbstractThe ability of nonprofits to weather hard times is a popular theme in the literature, yet most of the research is spent on predicting organizational closure. Unfortunately, this offers little guidance to nonprofits attempting to both survive and deliver services during crises. We use the lived experiences of 31 nonprofits—a mix of umbrella groups and direct human service providers—during the Illinois state budget impasse to understand nonprofit organization resilience in times of crisis. We establish the Nonprofit Resiliency Framework using qualitative analysis, mapping tactics in five areas: financial, human resources, outreach, program and services, and management and leadership. This study not only provides further empirical investigation of organizational resilience, but also useful advice for nonprofits on how to weather a complex financial crisis.

The focus of this article is planning for resiliency in the aftermath of a catastrophe. First, the authors offer their conception of planning for resiliency as a goal for recovering communities, and the benefits of planning in efforts to create more resilient places. Next, they discuss major issues associated with planning for postdisaster recovery, including barriers posed by federal and state governments to planning for resiliency, the promise and risks of compact urban form models for guiding rebuilding, and the failure to involve citizens in planning for disasters. Finally, they discuss lessons from prior research that address these issues and policy recommendations that foster predisaster recovery planning for resilient communities.

The focus of this article is planning for resiliency in the aftermath of a catastrophe. First, the authors offer their conception of planning for resiliency as a goal for recovering communities, & the benefits of planning in efforts to create more resilient places. Next, they discuss major issues associated with planning for postdisaster recovery, including barriers posed by federal & state governments to planning for resiliency, the promise & risks of compact urban form models for guiding rebuilding, & the failure to involve citizens in planning for disasters. Finally, they discuss lessons from prior research that address these issues & policy recommendations that foster predisaster recovery planning for resilient communities. References. [Reprinted by permission of Sage Publications Inc., copyright 2006 The American Academy of Political and Social Science.]

Based on in‐depth interviews with 42 parents (25 mothers, 17 fathers) in 26 families who had had a child treated for cancer within the previous 3 years, resiliency factors that helped the family recover were identified. The resiliency factors included internal family rapid mobilization and reorganization; social support from the health care team, extended family, the community, and the workplace; and changes in appraisal to make the situation more comprehensible, manageable, and meaningful.