2022: No return to normal
Dec 14, 2022
David Green

A review of this difficult year

This last year has been difficult for the voluntary sector. We started 2022 with the continued delivery of services under COVID-19 restrictions. Months later, we are still dealing with the impact of COVID as organisations recover from the financial and health impacts of the pandemic.

When COVID restrictions were then lifted earlier in the year, getting back to normal was a slow process. Indeed, some organisations have scrapped the idea of “normal” and continued with home working.

For organisations who re-opened their premises, a COVID risk assessment was needed to ensure that those most as risk from the virus continued to stay safe. Add in funding pressures and it is perhaps not surprising that service delivery hasn’t returned to pre-pandemic levels. For example, one Oxford based loneliness charity is not yet providing services as normal due to the COVID anxiety that remains among its beneficiaries. Meanwhile, a Scottish infrastructure organisation switched to online training throughout 2022 and will continue doing so into next year.

To compound the effect of COVID-19, the sector now has to deal with the increased cost of living, affecting not just an organisation’s finances, but that also of its beneficiaries, staff and volunteers. This is putting increased demand on the sector as people struggle to make ends meet.

It has also been a year of political instability, despite the Tories having been in power at Westminster since 2010. To see three prime ministers in one year, all from the same party, is quite an achievement. Unfortunately, they have overseen some of the worst behaviours and policy failures of modern times.

I have written previously about Tory failures on COVID, but this year their approach was put under the spotlight, resulting in fines for the then prime minister Boris Johnson and the current prime minister Rishi Sunak. Johnson was finally dupmed by his party, so next we saw the protracted summer campaign to find a replacement. Not a lot of governing happened in the meantime. Finally Liz Truss and her far right friends emerge victorious; and we all know what happened next

But despite tanking the economy, despite 12 years in government, the Tories are taking none of the blame. It’s the war in Ukraine, it’s world problems, it’s the trade unions. They make this stuff up all the time. But whilst the war has certainly had a bearing on things like energy prices, the most damaging influence on our economy is still ignored.

Even now, despite all the evidence of Brexit failure, the tories say they can make it work with their Brexit freedoms bill that will scrap many of the current protections for workers, the environment and consumers. Sunak has told the CBI that he won’t allow any return to alignment with EU rules, effectively ruling out re-joining the single market, the customs union, or allowing us any freedom of movement within Europe.

There will be many other issues I could have covered in this short review, but I didn't want to write an essay. Indeed, the very existence of food banks and warm hubs underlines the type of year we've faced.


So whichever way you look at things, it has been a continued challenge for most people; and certainly for the third sector. One thing is clear though: 2022 did not result in a return to normal.


Note: To read newspaper links will require free registration with the paper concerned (this includes the FT). You do not require a subscription.

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Integrating Equality, Diversity and Inclusion into Service Delivery

by David Green • 21 Apr, 2024
In today's interconnected world, every organisation, regardless of size, should be promoting equality, diversity, and inclusion (EDI). For small charities, embracing EDI principles is not just an ethical goal but also a strategic necessity to better serve their communities. So, what practical strategies can small charities adopt to enhance EDI in their service delivery? Hopefully, you are already working along these lines: Cultivate a Diverse Team : Try to improve diversity within your charity's team. Where possible seek candidates from different backgrounds, cultures, and experiences to bring varied perspectives and insights that reflects the communities you serve. Establish Inclusive Policies and Practices : Develop clear policies that uphold equality and inclusion. Include anti-discrimination measures, flexible working arrangements, and accessibility measures for full participation. Engage with the Community : Build strong connections with the communities you serve. Where practical, aim to be more user-led. Gather input from beneficiaries and other stakeholders through community forums, social media, or surveys to tailor services effectively. Provide Training and Education : Invest in training to raise awareness of EDI issues among staff and volunteers. Cover topics like unconscious bias, cultural competence, and inclusive communication. Offer Culturally Relevant Services : Customise services to reflect the community's diversity. Provide materials, where appropriate, in different languages, incorporate cultural traditions, and offer specialised support for different demographic groups. Foster Partnerships and Collaboration : Collaborate with organisations sharing EDI commitment to address inequalities collectively. Share ideas and expertise for more effective interventions and a broader reach. Monitor and Evaluate Progress : Establish ways to monitor and evaluate EDI efforts. Assess team diversity, gather user feedback, and track outcomes to refine strategies over time. Integrating EDI principles into service delivery takes commitment, but if it leads to better engagement and outcomes, it will be worth the effort. Indeed, such an approach should mean that regardless of background, your beneficiaries have access to the support and opportunities they need to thrive.
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Should charities use AI?

by David Green • 15 Mar, 2024
Creating content with artificial intelligence
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The Pros and Cons of Hybrid Working

by David Green • 13 Mar, 2024
Post-COVID many organisations introduced a hybrid mixture of home and office working. But what are the pros and cons? The pros of hybrid working: Increased flexibility: Hybrid working allows staff to have a better work-life balance by giving them the flexibility to work from home on certain days. This can be particularly beneficial for those with long commutes or personal commitments. Improved productivity: Studies have shown that home working can increase productivity due to fewer distractions and interruptions in a home environment. Hybrid working allows staff to choose the most suitable environment for their tasks, leading to increased focus and efficiency. Cost savings: Hybrid working can result in cost savings. Staff can save money on commuting expenses, and meals etc. Employers can also save on office space and related expenses. Reduced environmental impact: With fewer people commuting to the office every day, hybrid working can contribute to a reduction in carbon emissions and traffic congestion, leading to a positive environmental impact. Enhanced satisfaction and retention: Offering hybrid working options can improve staff satisfaction and morale. It shows that the organisation values work-life balance and trusts staff to manage their time effectively. This, in turn, can lead to higher employee retention rates. The cons of hybrid working: Communication challenges: Hybrid working can create communication gaps between those in the office and those working at home. It may be more difficult to collaborate, share information, and maintain team cohesion, especially if not all staff have access to the same communication tools. Potential for decreased collaboration and innovation: In-person interactions often foster collaboration, creativity, and innovation. Hybrid working may limit spontaneous brainstorming sessions, informal conversations, and face-to-face problem-solving, which can hinder the development of new ideas. Blurred work-life boundaries: While hybrid working offers flexibility, it can also blur the boundaries between work and personal life. Some individuals may find it challenging to switch off from work when they are constantly connected to their home office. Inequality and fairness concerns: Hybrid working may not be feasible or accessible for all staff. Those with limited access to technology, suitable home working environments, or caregiving responsibilities may face disadvantages, leading to potential inequality and fairness concerns. Potential for decreased employee engagement: Without regular face-to-face interactions, some may feel isolated or disconnected from their colleagues and the organisational culture. This can impact engagement, motivation, and overall job satisfaction. Reinforcing existing prejudices and discrimination: Research by the TUC found that perceived issues with work commitment led to closer monitoring of hybrid workers from black and minority ethnic communities. The same study also found that hybrid working led to some people working longer and constantly being available in order to cope with increasing workloads or to prove their worth. It is important for organisations to consider all these pros and cons when implementing hybrid working and to find ways to address the potential challenges to ensure a successful transition. A good hybrid working policy can set out how such challenges can be avoided or overcome. For charities, a big problem is a lack of investment in IT. Traditionally, the private sector has had deeper pockets when it comes to installing the infrastructure needed for home based working. If charities are to deliver successful hybrid working, then they need to ensure their staff and volunteers have the technology and Internet speeds that will enable them to work smoothly from home as well as the office. What’s more, they must ensure their staff are trusted, treated fairly and feel supported. Involving staff (or their trade union) in the design of hybrid working systems, and staying in touch can help to anticipate and deal with any problems. As such, charities should ensure that communication within their team is as seamless as possible. Indeed, once hybrid working arrangements are up and running, regular monitoring is essential for success.

Writing Better Reports

by David Green • 16 Jan, 2024
Trustee boards, funders and partner organisations may ask for written reports. But how do you get your information across in a readable manner? In order to write a concise and effective report, there are a few important steps you should follow. First, clearly define the purpose and scope of your report to keep yourself focused and avoid including unnecessary information. Reports typically include the following types of content: Details of an event or situation The consequences or ongoing effect of an event or situation Evaluation of statistical data, feedback, outcomes, survey responses etc Interpretations based on the information in the report Predictions or recommendations based on the information in the report How the information relates to other events or reports Decide what type of report you are writing and stick to it. Next, gather all the relevant data and information needed to support your report. Make sure to use credible sources and cite them properly. These might include project outcomes, surveys, case histories, quotes from service users or even reports produced by others. Organise the information in a logical and coherent manner, using headings and subheadings to create a clear structure. To help with this, list all the key points and then create a rough outline of subheadings with bullet points, rearranging them until you are satisfied. When writing the report, use simple and concise language. Avoid using jargon or technical terms that may confuse your readers. Present data in a visually appealing way using bullet points, photographs, tables, and graphs. Remember to include an introduction that provides an overview of the report, a body that presents the main findings and analysis, and a conclusion that summarises the key points and offers recommendations if necessary. A typical report structure might be: Executive summary : A standalone section that summarises the findings in a few paragraphs. Introduction : Provides background information and sets up the body of the report. Body : Explains the major findings, broken up into headings and subheadings. It might include graphs, tables , photos, case histories, and quotes. Conclusion : Brings together all the information and provides a definitive interpretation or judgment. Recommendations : Lists any recommendations arising from the findings. Proofread your report carefully to eliminate any grammatical or spelling errors. Pay attention to formatting and ensure consistency throughout the document. It's also a good idea to have someone else review your report for a fresh perspective and to catch any mistakes you may have missed. By following these steps, you can write a concise report that effectively communicates your findings and recommendations.
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