Same, but different

Since last week’s newsletter, the world seems to have lurched on its axis. Everything looks the same, yet everything is different. Horizons have narrowed, time has slowed, and the city has stilled. The peace should help me to concentrate, but my mind is racing.

I’m the kind of person that wants to fix things so I’ve been keeping busy trying to help people and do stuff. The enormity of this crisis, plus the lockdown, has forced me to slow down. I spent some useful time earlier in the week trying to be clear with myself what I can take on and what I can’t. Fortunately there are hundreds of amazing volunteers that have come forward in the Stockwell Mutual Aid group to help.

Adapting

People are learning to work in ways that could never have been imagined. Cabinet meetings by video conference. Restaurants that have had to close are turning into hospital canteens. Airbus is planning to build ventilators. Organisations are collaborating in ways and at a pace that we could never have imagined.

Nowhere more so than in the charity sector, where the sector has come together to advocate for charities at a time where demand for our support will be enormous, yet our planned income streams are decimated. Extraordinary numbers of people have come forward to offer their time but this is also adding to the strain as systems and processes to volunteer safely take time to put in place. I also want to pay tribute to the excellent work underway between local authorities, primary care trusts and community groups to support people in their areas.

Talking of adapting, my parents-in-law celebrated their Diamond Wedding Anniversary by Whatsapp and an international inter-generational Caldicott email chain has begun.

I even managed to host an interview live-streamed on the Fundraising Chat group on Facebook. It was fun. I might do it again.

Not adapting

In contrast, some businesses have failed to adapt appropriately in response to the crisis. Wetherspoons had to back down over its refusal to pay staff but is still refusing to pay suppliers. Richard Branson and Philip Green have also behaved appallingly towards their staff. Interesting to note that all of these businesses are led by super-wealthy men of a certain age. Consumers won’t forget when all this is over.

Earlier in the week ACEVO hosted an online event to discuss what charities can do to ensure they have equity at the centre of their decision making and designing when responding to COVID-19. It’s very important that work on diversity and inclusion do not get put to one side at this time. We will all be affected by this crisis, but the more vulnerable will be affected disproportionately. That’s why work on equity in the sector needs to remain central as we respond, even at this distracting time.

It has also been fascinating to witness the contrasting approaches to leadership on display at this time. This article by Girish Menon of Actionaid makes some important points about the importance of putting in place systems to support people’s mental health at this time alongside all the measures for remote working.

I thought this was a fascinating read on what the virus could mean for cities. Maybe the densification trend will be reversed.

Thousands of people showed their appreciation of our incredible NHS staff and other workers on the frontline in the crisis by coming out of their homes to #ClapforCarers. My favourite film was this one from a Welsh sheep farmer.

Diolch!