Shameful statistics and a failure of government
28 January 2021
David Green

Westminster's poor response to COVID continues...

Johnson says he is “deeply sorry” that the UK-wide COVID-19 death count has reached 100,000. So he should be. In fact he should be deeply ashamed that his government has overseen this tragic loss of life. Yet he has the temerity to claim that his government has “done everything it can”.


But they haven’t.


He could have locked down earlier last March, he didn’t. He could have closed borders last spring, he didn’t. He could have been cautious coming out of lockdown, he wasn’t. He could have required home-working throughout the pandemic, he didn’t. He could have made test and trace work properly, he didn’t. He could have increased self-isolation compliance by providing proper financial help, he didn’t. He could have agreed to a “circuit breaker”, in the autumn, he didn’t. He could have banned Christmas mixing, he didn’t.


Nor is this just hindsight. Because he could have learned from other countries; and he could have listened more closely to the science. He didn’t. Indeed, he could have aimed to eliminate the virus altogether, but he didn’t.


Yet the prime minister appears largely unmoved; and his party are still ahead in national opinion polls. Conveniently, the list of failures, u-turns, poor messaging and contracts for tory party donors is quietly forgotten in the face of weak political opposition, and a broadcast media that rarely holds the government to account


For further evidence look how comfortably they used their over-representation in Westminster to squash an attempt to protect the NHS (a service they claim to support) in future trade deals. 


Even the current pressure on our health service is blamed, not on government, but on of those who aren’t following the rules. Few people it seems, have any influence over government policy; and as a result, tory ministers are so confident of their own position and rhetoric, that they can blame the high death rate on an overweight and ageing British public.


I should add that previous UK governments must take some of the blame too. We have underlying problems in our society, resulting from successive government policies, which have contributed to inequalities in health, hitting vulnerable people the hardest. The lack of pandemic preparedness, the steady privatisation of health care, the under-funding of social care, the derisory amount of statutory sick pay provided in the UK, and of course the huge disparities in wealth.


Somewhat surprisingly, Johnson says he accepts responsibility for it all, but what does this really mean? There is no proper scrutiny; and surely nothing will actually change.


The focus has already moved onto the vaccines; and the media is happy to follow. Fortunately for all of us, including Johnson, the vaccines rollout is hopefully a game changer; and for once the UK is ahead of the curve. But vaccination has come too late for the lives already lost.

Meanwhile, as I write, Johnson is visiting Scotland to "save the union". He is doing so in breach of COVID rules on non-essential travel. He isn't welcome here, and he's not impressing anyone. But he is certainly demonstrating his continued arrogance.

graphic showing a hand preventing a row of books from falling.

Your risk register is a vital document, please don't ignore it

by David Green • 15 July 2024
The importance of risk management cannot be overstated. It is an essential aspect of charity governance, helping trustees to act in the best interests of their organisation. So what is involved? Ideally, you will have a risk register. This will serve as a compass, guiding your trustees through the unpredictable waters of potential hazards. It's a comprehensive document that identifies, assesses, and prioritises risks that could impede the achievement of an organisation's objectives. These risks can range from financial uncertainties and operational setbacks to reputational damage and regulatory compliance issues. In particular, it should also suggest options for avoiding or mitigating each risk. By regularly reviewing your risk register, the trustees will be in a much better place to assess emerging threats and review the severity of existing risks. Not surprisingly, developing your register requires a thorough assessment of all anticipated risks. Common risks faced by charities include financial mismanagement, fraud, reputation damage, cybersecurity threats, regulatory compliance issues, loss of key personnel, and loss of funding. But there will likely be others specific to your circumstances. So your assessment of risk should cover internal processes, external factors, beneficiary and other stakeholder expectations to create a comprehensive risk profile. Once risks are identified, the trustees must develop and implement robust risk management strategies to mitigate potential threats. This involves establishing actions to be taken, assigning responsibilities to key personnel, and fostering a culture of risk awareness and accountability within the organisation. Then once you have your risk register, regular monitoring and evaluation of risk management practices are essential. You must be ready to adapt to new and evolving risks and ensure the effectiveness of mitigations you have put in place. In conclusion, charity risk management is a vital process that requires proactive identification, assessment, and mitigation of risks to safeguard the mission and reputation of the organisation. By implementing effective risk management strategies, charities can enhance their resilience, build trust with beneficiaries and other stakeholders, and continue making a positive impact on the communities they serve.
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Integrating Equality, Diversity and Inclusion into Service Delivery

by David Green • 21 April 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 March 2024
Creating content with artificial intelligence
Photo of desk showing coffee, bag and laptop

The Pros and Cons of Hybrid Working

by David Green • 13 March 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.
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