Hero or zero? Who has made the list
Dec 30, 2020
David Green

The best and worst of 2020

I’ve been watching too much television! Those reviews of 2020, highlighting the many heroes we’ve created during the pandemic, prompted me to write about some heroes and zeros of my own for 2020.


Without doubt, the impact of COVID-19 has demonstrated the enormous value of our health service workers, care workers, council workers, postal workers, shop workers, delivery drivers, bus drivers, lorry drivers, teachers, teaching assistants, police and many more. When the more fortunate retreated to their safe suburbs and countryside escapes, it was the key workers, many low-paid, that kept them fed, safe and supplied. Too often taken for granted, we owe a great debt to those on the front line.


Alongside key workers was an army of volunteers, formal and informal, who came together to support the vulnerable and disadvantaged. Medicines and foods were delivered to the doorstep, phone calls were made to the lonely, and dogs were walked where needed. What the media called "Dunkirk spirit" was in fact collective action, organised by individuals, voluntary groups, charities and communities. Human kindness, empathy and concern for others defined these heroes.


Some heroes had a far-reaching impact on others; and deserved the media attention they received. Captain Tom’s fundraising inspired and lifted us all, while Marcus Rashford’s simple but popular call for action forced a reluctant government to do the right thing.


During 2020, politicians had to make difficult decisions. New Zealand's Jacinda Ardern has received many plaudits, but closer to home, Scotland's First Minister, Nicola Sturgeon, also makes my list. Throughout the pandemic, and despite the largely hostile media, she has spoken to the Scottish people almost every weekday, on-time, openly; and with clear empathy. Here is her new year message.


On the other hand, Boris Johnson has to be zero number one. When he wasn’t speaking in metaphors and avoiding scrutiny, he was throwing vast sums away on policies that simply failed to deliver what he promised (the world-beating COVID app, the world beating test and trace system). This pattern continued, with Johnson making many U-turnsthroughout 2020. Just how Priti Patel could describe the government as being ahead of the curve on COVID-19 is beyond me. 


Joining Johnson on the zero list would be Dominic Cummings (I hadn't forgotten him), the celebrities who have been breaking the COVID rules, and the anti-vaccination/COVID-19 conspiracy activists. Let's be clear, COVID-19 is not transmitted by 5G radio signals, nor does 5G degrade your immune system!


Fortunately, proper science has come to the fore during this pandemic. Voices of reason like Professors Devi Sridharand Jason Leitch have been greatly welcome. Meanwhile, it was science that brought us the vaccines upon which we are now pinning a great deal of hope. 


Which takes me to a particular nasty type of zero. Those anti-lockdown advocates among the fit and healthy who want to hide away the over 60s and/or people with pre-exisiting health conditions so that everyone else can lead normal lives. Some have even gone on record saying that saving the elderly is not worth the cost


And so to the biggest zero of all...which isn't even human. COVID-19 has travelled the world; and the death toll continues to rise. Many countries it seems, were not properly prepared; and it can be argued that some, like the UK, were also slow to react. As expected, it was the poor, the disadvantaged and the vulnerable who suffered most under COVID-19. Sadly, there will be more suffering before enough of us are vaccinated to make a difference. Until then, the front line workers and volunteers will lead the way; and the politicans will I hope, learn from their previous mistakes.


Indeed, the lessons from this year must be properly understood, so we can be ready the next time this happens.

Happy new year.

graphic of people in different patterns and colours
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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Creating content with artificial intelligence
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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.
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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