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The Trump administrations freeze on foreign aid has left humanitarian organizations in the lurch, halting lifesaving services and putting the future of the sector at risk. Even if organizations find ways to continue their work, experts say the move puts the global reputation of the United States at risk. The Trump administration announced a sweeping and unprecedented freeze on foreign assistance last week. This halts billions of dollars: In fiscal year 2022 (the most recently reported numbers), the U.S. promised $70.3 billion for humanitarian aid and other foreign “peace, security, and economic development” efforts. Although Secretary of State Marco Rubio has issued a waiver for lifesaving services, Alex de Waal, executive director of the World Peace Foundation, says the definition of what counts as this kind of aid isn’t clear. Humanitarian aid workers themselves say there is still little guidance or clarity about which organizations qualify, and whether that permission supersedes the suspension letters they received. Its also not clear whether the waiver covers things like data collection or information systems that then allow lifesaving aid work to function efficiently. The Famine Early Warning Systems website run by the United States Agency for International Development (USAID), for example, became unavailable in the wake of the announcement. Maybe collecting data is not seen as saving lives, but its like telling a physician, You can administer medicine but you cant give a diagnosis, de Waal says. Humanitarian work in Sudan, Uganda, and other countries halted The freeze concerns not just new contracts but also current contractsincluding ones with foreign governments, which may be considered treaties. De Waal says that means its a breach of contract and unlawful. It also means that humanitarian organizations are concerned they won’t be reimbursed for work they’ve already been contracted to do. Until more guidance is issued by the State Department or USAID, we really have to continue to assume that our activities are to be suspended, says one senior aid worker at an organization that works in countries including Sudan, Uganda, and Somalia. And this is true for pretty much all [international nongovernmental organizations, or INGOs]. The impact for people in those countries is already devastating. In Sudan, that workers organization runs feeding centers for malnourished babies and children, which require 24-hour care. Having to immediately shut these feeding centers means that these babies will die in a matter of hours, they say. In Uganda, the organization runs reception and transit centers for refugees coming from Congo. Just last week, the Congo city of Goma fell to rebel forces, ushering in even more violence and insecurity. That means the number of refugees entering Uganda is growing, but with the closing of those centerswhich provide food, shelter, and organizational servicesrefugees are left without support. Then you start to play this outwhat does this look like as more and more people come every day because of the violence happening in Congo, and there continues to be no one actually organizing new arrivals? the senior aid worker says. You can imagine that is going to lead to continued scarcity of resources on the ground, and then conflict and violence will ensue when theres no order there, and more and more people [will be] on the brink of starvation. Risk to the entire humanitarian sector Some groups, particularly if they have private funding, may be able to continue their work during this freeze. For the aid worker who spoke to Fast Company, though, the risk is too great for their midsize organization. Continuing their work could result in millions of dollars in uncovered costs and no reassurance that they would be reimbursed by the U.S. government. They already fear having such costs because of details like Sudanese labor laws, which require six months notice for employees before their contracts are terminated. That means even if the organization halts its work immediately, it will still need to pay hundreds of frontline workers for six months of employment. If that’s an uncovered cost of $2 millionjust for Sudan, not to mention [the other countries we work in]we will go under, the worker says. As will almost every INGO and USAID contractor. Though there are still many unknowns amid the chaos, the senior aid worker noted that donations to organizations doing humanitarian work could be crucial to allow them to continue their services. They also advocated for pressure on Congress and elected officials to say that this is unconscionable, this is not who we are, and we dont want to see this happen. Destructive to U.S. national security Beyond the appalling, immediate human toll and risk to humanitarian work at large, the freeze also threatens international relations and national security. Many U.S. administrations have seen foreign aid as a national security issue, de Waal says, and even if the funding gets reinstated, the freeze has basically sent huge shock waves through the world of U.S. allies. Thats because the U.S.s reputation is now taking a hit. It telegraphs so clearly that the United States is not a reliable partner. It is not an entity that you can trust or depend on to make good on its word, says Hilary Matfess, an assistant professor at the University of Denver Josef Korbel School of International Studies. And that’s a really easy narrative to exploit if you are one of our near-peer or great power competitors. That could spur anti-U.S. sentiment, and more. Without the U.S. providing much-needed aid around the globe, there will be a vacuum that other countries may be strategically looking to fill. If youre Russia or China right now, you just have to be kind of sitting back giddily to watch the United States be so willing to sacrifice the reputation that its built through its aid programs, Matfess says, adding that from a policy perspective, this was like the U.S. shooting itself in the foot.” Combating the influence of rising powers like Russia and China is done, Matfess says, in part by cultivating global alliances and doubling down on partnerships based on the idea that we can do good in the world. . . . This withdrawal suggests that all of that is fragile and untenable. It also suggests the U.S.’s approach to foreign relations is to “bully” its way into maintaining influence, she notes, though she says she doesn’t “have a lot of faith in that being able to work.” De Waal called the action of freezing foreign aid “entirely impetuous and reckless.” He says the move only makes sense in the context of a total reboot of U.S. strategy. (The aim of that reboot may be to completely change the country’s approach to foreign aid; the freeze came as part of Trump’s “America First” agenda, nd a State Department memo noted that Rubio will, over the next few months, decide whether to “continue, modify, or terminate programs.”) But in the moment between pushing the reboot button and the reboot happening, de Waal says, an awful lot of havoc can happen.
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Israa Nasir is a psychotherapist and founder of WellGuide, a digital community for mental health awareness. Her work centers around helping people redefine their relationship with productivity and achievement to lead more mindful, purpose-driven lives. She has been featured in Vox, NBC, and Teen Vogue and invited to speak at Google, Meta, and Yale. Whats the big idea? Productivity isnt always a good thing. It can be a way to fill the void of unmet emotional needs, perpetuate a constant state of busyness, and erode well-being. For productivity to be healthy rather than toxican activity, not an identityit must come from a place of self-care, balance, and personal fulfillment. Below, Israa shares five key insights from her new book, Toxic Productivity: Reclaim Your Time and Emotional Energy in a World That Always Demands More. Listen to the audio versionread by Israa herselfin the Next Big Idea App. 1. Know the difference between healthy and toxic productivity On the surface, healthy and toxic productivity can both look like achieving goals, but their roots couldnt be more different. Healthy productivity aligns with your values and allows you to work with intention and purpose without sacrificing your well-being. Toxic productivity pushes you to do more out of fear, shame, the need for external validation, or a drive to prove your worthnot out of genuine purpose. In toxic productivity, productivity habits become an identity rather than an activity. We learn harmful or unhelpful messages about productivity throughout our early childhood experiences. You must bring awareness to your habits and patterns before you can unlearn them. Ultimately, the long-term effects of toxic productivity are harmful. Studies show that if you link your self-worth solely to productivity, youre at a greater risk for mental health challenges like anxiety and depression because youre constantly striving to meet self-imposed, impossible demands. By recognizing when productivity stops serving you and starts consuming you, you can shift to a healthier, more intentional way of workingone that enhances your life rather than depletes it. 2. Emotions play a role in productivity Its easy to think of productivity as a purely logical process, but emotions like guilt, fear of failure, and the need for approval deeply influence productivity. Sometimes, we use productivity to cope with uncomfortable feelings. Other times, productivity habits or lack thereof can trigger uncomfortable feelings. For instance, productivity guilt is the feeling that youre never doing enough, often resulting in overwork. The American Psychological Association shows that those who struggle with productivity guilt tend to work long hours and take fewer breaks, which leads to burnout. Emotional regulation isnt just about feeling better. It enhances productivity. Learning to regulate your emotions is crucial. This means learning to identify, understand, manage, and release difficult emotions. Tools like mindfulness, journaling, movement crafts, and setting realistic goals can help you manage feelings constructively, allowing you to operate from a place of balance instead of anxiety. Emotional regulation isnt just about feeling better. It enhances productivity. By helping you focus, make clearer decisions, and stay motivated through emotional awareness, you can begin asking yourself: Am I working from a place of purpose or fear? This question is the key to creating sustainable productivity. 3. Toxic productivity often hides in daily habits Toxic productivity isnt always obvious. It often lurks in small, seemingly harmless habits, such as working through lunch, checking emails at midnight, or staying glued to your phone for fear of missing something. Toxic productivity can also mask itself as personal development habits, self-care, meeting emotional needs, and chronic busyness. These behaviors can snowball into a lifestyle that prioritizes doing over being, leading to feelings of disengagement and exhaustion. You can transform toxic habits into nurturing ones. Instead of working nonstop, schedule genuine breaks, like a quick walk or a few minutes of mindful breathing. Research shows that taking short, regular breaks can boost productivity by up to 40%. Allow your brain space to reset. Also, balance the well-being of your relationships with your productivity habits. This helps you stay connected to community and have your emotional needs met so that you dont have to turn to toxic productivity habits. This approach turns productivity from a draining cycle into a process of growth where self-care is the driving force rather than self-neglect. 4. Busting myths that keep you trapped in toxic productivity Our culture is filled with productivity myths that can keep you stuck. For example, you might believe multitasking makes you more efficient, but research shows it can reduce efficiency by up to 40%. Then theres the myth that busyness equals productivity or that doing more equates to more success. But thats also far from true. Research shows that only 20% of daily tasks drive 80% of our results. These beliefs can lead you to overcommit, so youre constantly busy but rarely fulfilled. Working smarter-not-harder means giving yourself permission to focus on what really matters rather than just filling time. By reframing these myths, you start to see productivity as a personal, flexible practice, not a rigid checklist. Working smarter-not-harder means giving yourself permission to focus on what really matters rather than just filling time. Youre not bound by external definitions of success, achievement, or productivity. Be guided by your own sense of fulfillment. 5. Rest is essential In a society that glorifies the hustle, rest is often seen as something you earn only after checking off your to-do list. But rest is not a reward; its essential. Neuroscience research shows that the brain needs downtime to process information, form memories, and spark creativity. A study from the University of California found that people who took regular rest breaks were 26% more likely to experience breakthroughs in problem-solving compared to those who worked nonstop. Rest isnt just about physical recovery either. Its also a mental reset for approaching tasks with fresh energy and creativity. By intentionally building rest into your day, such as setting aside quiet moments or practicing active rest through hobbies, rest becomes part of the productivity cycle. Embracing rest as a cornerstone of productivity means honoring your own rhythm, allowing you to approach each task with clarity, resilience, and purpose. Re-imagining productivity means questioning cultural frameworks about achievement and self-worth. Toxic productivity is the quiet whisper urging you to always be in the next stage, closer to the conclusion. But living this way takes you out of the preent. It keeps joy at a distance. The most optimized life is not the happiest life. This article originally appeared in Next Big Idea Club magazine and is reprinted with permission.
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The U.S. government gives other nations $68 billion of foreign assistance annuallymore than any other country. Over half of this sum is managed by the U.S. Agency for International Development, including funds for programs aimed at fighting hunger and disease outbreaks, providing humanitarian relief in war zones, and supporting other lifesaving programs such as the Presidents Emergency Plan for AIDS Relief. President Donald Trump suspended most U.S. foreign aid on January 20, 2025, the day he took office for the second time. The next day, Secretary of State Marco Rubio issued a stop-work order that for 90 days halted foreign aid funding disbursements by agencies like USAID, the United States Agency for International Development. A week later, dozens of senior USAID officials were put on leave after the Trump administration reportedly accused them of trying to circumvent the aid freeze. The Office of Management and Budget is now pausing and evaluating all foreign aid to see whether it adheres to the Trump administrations policies and priorities. Im a scholar of foreign aid who researches what happens to the U.S. governments local partners in the countries receiving this assistance when funding flows are interrupted. Most of these partners are local nonprofits that build schools, vaccinate children, respond to emergencies, and provide other key goods and services. These organizations often rely on foreign funding. A reckless move Aid to Egypt and Israel was spared, along with some emergency food aid. The U.S. later waived the stop-work order for the distribution of lifesaving medicines. Nearly all of the other aid programs remained on hold as of January 29, 2025. Many development professionals criticized the freeze, highlighting the disruption it will cause in many countries. A senior USAID official issued an anonymous statement calling it reckless. InterAction, the largest coalition of international nongovernmental organizations in the U.S., called the halt contrary to U.S. global leadership and values. Of the $35 billion to $40 billion in aid that USAID distributes annually, $22 billion is delivered through grants and contracts with international organizations to implement programs. These can be further subcontracted to local partners in recipient countries. When this aid is frozen, scaled back, or cut off altogether, these local partners scramble to fill in the gaps. The State Department manages the rest of the $68 billion in annual U.S. foreign aid, along with other agencies, such as the Peace Corps. How local nonprofits respond and adapt While sudden disruptions to foreign aid are always destabilizing, research shows that aid flows have fluctuated since 1960, growing more volatile over the years. My research partners and I have found that these disruptions harm local service providers, although many of them manage to carry on their work. Over the years, I have conducted hundreds of interviews with international nongovernmental organizations and these nonprofits local partners across Latin America, Africa, and Asia about their services and funding sources. I study the strategies those development and humanitarian assistance groups follow when aid gets halted. These four are the most common. 1. Shift to national or local government funding In many cases, national and local governments end up supporting groups that previously relied on foreign aid, filling the void. An educational program spearheaded by a local Ecuadorian nonprofit, Desarrollo y Autogestión, called Accelerated Basic Cycle is one example. This program targets young people who have been out of school for more than three years. It allows them to finish elementary schoolknown as the basic cycle in Ecuadorin one year to then enter high school. First supported in part by funding from foreign governments, it transitioned to being fully funded by Ecuadors government and then became an official government program run by the countrys ministry of education. 2. Earn income Local nonprofits can also earn income by charging fees for their services or selling goods, which allows them to fulfill their missions while generating some much-needed cash. For example, SEND Ghana is a development organization that has promoted good governance and equality in Ghana since its founding in 1998. In 2009, SEND Ghana created a for-profit subsidiary called SENDFiNGO that administers microfinance programs and credit unions. That subsidiary now helps fund SEND Ghanas work. Bangladesh Rural Advancement Committee and the Grameen Bank, which is also in Bangladesh, use this approach too. 3. Tap local philanthropy Networks such as Worldwide Initiatives for Grantmaker Support and Global Fund for Community Foundations have emerged to promote local philanthropy around the world. They press governments to adopt policies that encourage local philanthropy. This kind of giving has become easier to do thanks to the emergence of crowdfunding platforms. Still, complex tax systems and the lack of incentives for giving in many countries that receive foreign aid are persistent challenges. Some governments have stepped in. Indias corporate social responsibility law, enacted in 2014, boosted charitable incenives. For example, it requires 2% of corporate profits to go to social initiatives in India. 4. Obtain support from diaspora communities Diasporas are people who live outside of their countries of origin, or where their families came from, but maintain strong ties to places they consider to be their homeland. Local nonprofits around the globe are leveraging diaspora communities desire to contribute to economic development in their countries of origin. In Colombia, for example, Fundación Carla Cristina, a nongovernmental organization, runs nursery schools and provides meals to low-income children. It gets some of its funding from diaspora-led nonprofits in the U.S., such as the New England Association for Colombian Children, which is based outside of Boston, and Give to Colombia in Miami. A push for the locals to do more Trumps stop-work order coincided with a resurgence of a localization push thats currently influencing foreign aid from many countries. With localization, nations providing foreign aid seek to increase the role of local authorities and organizations in development and humanitarian assistance. USAID has been a leading proponent of localization. I believe that the abruptness of the stop-work order is likely to disrupt many development projects. These projects include support to Ukrainian aid groups that provide emergency humanitarian assistance and projects serving meals to children who dont get enough to eat. To be sure, sometimes there are good reasons for aid to be halted. But when that happens, sound and responsible donor exit strategies are essential to avoid the loss of important local services. Susan Appe is an associate professor of public administration and policy at the University at Albany, State University of New York. This article is republished from The Conversation under a Creative Commons license. Read the original article.
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