Getting back to normal means prioritising wellbeing

Mar 30, 2022

David Green

How should we mangage a return to the workplace?

Should we be worried by the recent increase in COVID-19 cases? And will the new COVID wave prevent charities and voluntary groups from getting back to normal?

With summer approaching, the UK recorded over 100,000 new cases on 21 March 2022. More than double the figure for a month earlier. Of course, with an increase in cases comes an increase in hospitalisations. In England, they stand at their highest rate for more than a year for the over-75s. In Scotland, patients in hospital with COVD-19 have reached record levels.

Fortunately, vaccination and new treatments have made the disease a lot more manageable for most of us. Indeed, many people report symptoms similar to those of a bad cold. But I know from experience that COVID can be very debilitating.

It wasn’t just the extreme headache and the spiking fever, it was the brain fog and fatigue that were the biggest problem as they lasted weeks after the other symptoms had ended. Working during that time was out of the question; and I dread to think how bad it might have been if I hadn’t had a complete course of vaccinations.

So how should the Third Sector manage the current wave of new cases?

Going forwards, only Wales will still require organisations to undertake a COVID-19 risk assessment. For England and Scotland, compulsion has been replaced by encouragement.

But organisations in the sector have always had a civil duty of care towards their staff, volunteers and the public. What’s more, employers, in addition to their duties under the Health and Safety at Work Act are required by regulations to assess health and safety risks.

A responsible approach therefore is to continue assessing the risk from COVID-19 in our workplaces, events, and activities. When evaluating risk, you should consider not only the number of cases in your area and any relevant guidance, but also how often you expect to interact with anyone from high risk groups (i.e. those with serious health conditions). Other considerations are likely to be the age demographic, and how well prepared you are to deal with key staff calling in sick with COVID or self-isolating.

For most organisations, it will mean that familiar controls (social distancing, improved ventilation, face coverings etc.) may need to continue for a while longer. In this way we can reduce the chances of staff, volunteers or service users from becoming ill with COVID-19.

Remember, a team member with COVID-19 can easily spread it to others if they come into the workplace. Not surprisingly, the official advice in such circumstances, regardless of where you live, is to stay home and self-isolate. The employment service Acas says that employers “…should take into account keeping the workplace safe for everyone and any concerns from staff.” They say it is good practice to agree a policy with staff on self-isolation.

But with the end of free testing (1 April in England, 18 April Scotland), it will be more difficult for individuals to know whether they have COVID-19, especially if they have few or no symptoms. An agreed policy, going forwards, then becomes very helpful. It could cover not just “when to stay home” but also pay (or sick pay) for staff asked to self-isolate, testing of individuals (and whether the organisation will pay for lateral flow tests); and home-working options. The key is agreeing the policy with those it will affect, and ensuring it is properly communicated.

The pandemic may no longer be such a government priority, but COVID-19 will continue to present greater health risks to the more vulnerable; and a likely need for continued vaccination boosters. Pretending otherwise would be wrong. As Professor William Hang from Harvard says, living with the virus “doesn’t mean doing nothing about it.”

For charities and voluntary groups, returning to near normal should mean prioritising wellbeing. We need to keep our people safe and also support their mental health. It also presents opportunities, where wanted, such as moving to hybrid working.

I’m confident the third sector can get back to near normal operations, but it will be a lot easier with agreed policies and effective risk assessment.

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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.