THE FOUR-ALMSHOUSE MODEL: INTEGRATING DĀNA INTO BUDDHIST CRISIS MANAGEMENT STRATEGIES DURING THE COVID-19 PANDEMIC IN THAILAND

Abstract

Background and Objectives: During the COVID-19 pandemic in Thailand, communities exhibited remarkable solidarity through food donations and the establishment of almshouses. Despite these efforts, the rapid escalation of the epidemic between 2020 and 2022 posed significant challenges. Globally, including in Thailand, people faced severe distress and diverse needs. Volunteers from various agencies, many of whom had never collaborated before, united swiftly to address these issues and mitigate potential losses. However, managing a large group of volunteers proved challenging due to the lack of formal leadership structures, which led to operational inefficiencies and disruptions. Buddhist monks in Thailand, under the official announcement of the Supreme Patriarch, played a crucial role in resource distribution during the pandemic by establishing almshouses throughout the country. Help Society (HS), a collaborative effort of 38 organizations, including monk organizations, followed the Supreme Patriarch's guidance by brainstorming solutions to manage distress with limited resources. From these collaborations, HS developed the Four-Almshouses Model (FAM), integrating Buddhist principles and the Sufficiency Economy Philosophy (SEP), and employing the Strengths, Weaknesses, Opportunities, and Threats (SWOT) analysis framework to provide timely crisis solutions. This study aimed to investigate the development and implementation of the FAM, based on Buddhadhamma principles, as a response to the COVID-19 pandemic in Thailand.

Methodology: This study employed a qualitative research design, utilizing a case study approach to investigate the development and implementation of the FAM during the COVID-19 crisis in Thailand. A snowball sampling technique was used to selectively identify and interview key informants. Data collection was conducted using a combination of semi-structured questionnaires, focus groups, and in-depth interviews. These methods were complemented by triangulation techniques to ensure the reliability and validity of the data through cross-verification from diverse sources.

Main Results: The FAM emerged from Buddhist networks as a strategic response to the crisis, designed to provide timely assistance. It was developed through a comprehensive SWOT analysis and integrated three crucial components: The Supreme Patriarch's almshouse announcement, Buddhist principles, and the SEP. This innovative Buddhist management model operated across four distinct categories: 1) Onsite almshouses: Provided direct assistance from temples; 2) Offsite almshouses: Extended support to communities beyond the immediate area; 3) Online almshouses: Leveraged digital platforms to reach broader communities across Thailand; and
4) Wisdom almshouses: Emphasized sustainable development and long-term solutions.
The model was adopted in four additional regions during the COVID-19 crisis: Two locations in the central region, one in Chiang Mai Province in the northern region, and one in Narathiwat Province in the southern region.

Involvement to Buddhadhamma: This investigation revealed the application of Buddhism in relation to Buddhist innovations for addressing the COVID-19 crisis. The FAM integrated six core Buddhadhamma principles: Sati and Sampajañña (Mindfulness and Clear Comprehension), Dama (Self-restraint), Khanti (Patience), Dāna (Generosity), and Yonisomanasikāra (Systematic Attention).

The teaching "Attā hi attano nātho" (One is Truly One's Own Protector). These principles were collaboratively refined through brainstorming sessions within Buddhist networks, shaping the FAM into a practical and adaptive solution for crisis management. For instance, Yonisomanasikāra clarified principles, crystallized operational models, and adjusted practices to address varying impacts and evolving circumstances effectively.

Conclusions: The FAM's foundation lay in the Supreme Patriarch's directive and Buddhist principles, which were systematically applied to crisis management. The integration of Buddhadhamma with modern management strategies highlighted the model's potential as a blueprint for addressing future challenges. These principles served as guidelines for driving and addressing problems during the emergency situation of the COVID-19 crisis.