Charities SIG

Sector impact - from IRM’s network of SIGs Charities SIG

Roberta Beaton of the Nursing & Midwifery Council, Steve Brown, Alzheimer’s Society, Alyson Pepperill, CFIRM, Arthur J Gallagher and Anita Punwani, CFIRM, IRM Director

The immediate impact of Covid-19 revolves around loss of fundraising channels leaving charities unable to deliver vital/core services (sometimes in place of government), through to charities having to postpone funding programmes and divert existing funds to the Covid-19 response. Whilst the NHS and other ‘emergency’ charities are doing well from people’s generosity, major charities that rely on face-to-face fundraising and/or income from charity shops have dwindling revenues. Major charities like Cancer Research have announced that their research will be set back by years. Charities are in a precarious position. While public trust is improving due to the sector’s response to the crisis, many feel the pinch and can do little to counter the circumstances. Key considerations are: > Whether staff are furloughed, working from home, or continuing to work face to face with people, how to support and manage their health, safety, and wellbeing is a top priority

> Planning to recover to the ‘normal’ will involve similar considerations > Re-setting strategic planning and budgets for the new normal in a very changed landscape > The impact on volunteers (often in high-risk groups) and staff with children if there is a new surge The sector plays a major part in supporting vulnerable people, as well as the wider community. There have been some remarkable success stories, for example, the Nursing & Midwifery Council mobilised a remote workforce in days (including contact centres), amended regulatory rules, deprioritised non-essential services, and recruited thousands of retired and student nurses to the NHS.

Other examples: > Alzheimer’s Society switched from face-to-face to online support (e.g. Singing for Brain choirs) > Others offer online creative and wellbeing support > The Samaritan’s and Mind increased capacity > The Trussell Trust ramped up foodbanks

Charity risk managers have stepped up and with a ‘can-do’ attitude, skills and networks supported the sector response. Going forward, risk management will be an essential part of long-term planning, as well as playing a greater role in organisational preparedness and crisis management.