Communities that are more sustainable fared better over the pandemic

One of the most profound thinkers on community development is John Turner, now retired on the South coast of England, whose work on housing in Latin America and India turned conventional wisdom on its head.

“What they thought was the solution (slum clearance) turned out to be the problem” he told me many years ago “and what they thought was the problem (informal settlements) turned out to be the solution.

I was reminded of John’s words when chairing a session earlier this Summer for researchers on rural development across the world, Regions in Recovery Global e-festival organised by the Regional Studies Association.

For years, rural areas have been seen as a problem in terms of economic development. Policy at national and European levels characterise rural areas as ‘peripheral’ regions that are backward and needing to catch up with the centre. Across the OECD, rural regions account for 80% of the land mass and are home to 30% of the population. The challenges are characterised as scattered people, population decline, poor access, distance from markets and low diversity.

But how have these peripheral areas fared under COVID-19?

A team of researchers across a range of European countries, including Scotland, Ireland, Finland, Sweden, the Faroe Islands, Iceland, Greenland and Canada came together to examine this, funded by the (European) Northern Periphery and Arctic Programme. Appropriately, many of the researchers were bringing their own lived experience to bear and the research was coordinated from the Outer Hebrides by CoDel, Community Development Lens. 

The research findings were that rural areas were both advanced in terms of their sustainability, but also organised and effective in terms of responding to challenges, with more positive health and economic outcomes.

  • Cohesive communities and responsive local governance found local solutions, for example to implement test and trace systems effectively, to shut down community transmission swiftly and to vaccinate local populations rapidly. 
  • There had been extensive community engagement and participation, volunteering and generosity expressed in practical action to help the most vulnerable.
  • Over half of the entrepreneurs surveyed, consider that COVID-19 brought about new business opportunities.

The presenters of the research included Mads Randbøll Wolff who has been a leader in rural sustainable development, new Nordic food and bioeconomy action in Denmark and Liam Glynn, Professor of General Practice, School of Medicine, University of Limerick. Liam helped to lead the inspiring community campaign, ‘no doctor, no village’ and is Chair of the organising committee for the next World Rural Health Conference in June 2022.

As a practising GP alongside his academic research, Liam concluded that “the resilience shown by rural and remote communities during Covid-19 has been a testament to the inherent engagement, cohesiveness and flexibility of these communities.  The pandemic has generated a renewed vigour in re-imagining life on the periphery as a very attractive place for people and businesses to come, work and live.”

Theona Morrison of CoDel suggested that the the social and economic infrastructure of voluntary organisations, social and community enterprises have proved critical for island and rural communities during Covid. And her colleague Thomas Fisher, stressed that “this builds on 40 years of practice among island communities such as Uist in delivering to community needs, building community wealth, and developing our islands as attractive places to live and work.”

This includes efforts around culture and participation, such as this wonderful poster coming out of a Scottish Rural Parliament.

Perhaps in recognition of this, earlier this year, Uist and Lewis were named as Social Enterprise Place award winners by Social Enterprise Scotland. As Thomas says “at last our island communities are being more fully recognised for their dynamism, enterprise and resilience.” Things are starting to change.

Similarly Patrick Krouse, CEO of the Scottish Crofting Federation commented in the research that “I really do believe that crofting, and rural and island, are coming into their own. I have noticed that policy makers are looking at crofting a lot more as a way forward, rather than an anachronism, as they used to.”

At the heart of this is a recognition that many rural communities are at the forefront of the shift towards a more sustainable economy, using natural resources with care, encouraging a diverse micro-enterprise base and recognising the scope for community action and ownership.

Covid-19 has also shifted how people view the attractiveness of rural living. There are signs of people leaving cities and buying properties in rural areas and islands. Ironically, of course, this in turn can lead to tensions around housing, with some concerns of a new ‘economic clearance’ if local people are priced out and forced out of their own communities.

As John Turner might conclude, with a wry smile, the problem has again become the solution. The rural, the sustainable, has become the place to watch.

What did you do during the pandemic? The inspiring story of one food bank in Liverpool

As the next faltering step passes on the roadmap to a life after pandemic, we can start to imagine the question “what did you do during the pandemic?”

Kevin Peacock has an answer and it is an extraordinary one. He is CEO of St. Andrews Community Network, a charity caught up in the heart of action around the COVID-19 pandemic and one that at Pilotlight we have been working to support, indeed throughout the pandemic.

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Kevin describes how this started on a date etched in his memory – Saturday March 14th 2020. “Those days are etched in our brains now as important to us, the early days of the pandemic. We would have been getting ready to collect food at home games for either Liverpool and Everton around twenty five per cent of the food we collect came from games at the two clubs. Instead, football was cancelled under government orders and we were meeting to discuss that as we wouldn’t be able to collect food in the same way.”

“Our local MP had been in a parliamentary briefing. He advised that the restrictions wouldn’t be short term, wouldn’t be over quickly, so we needed a plan. So that morning, we sat down and we made a plan.”

St. Andrews Community Network is a small charity which originates from a church project. It coordinates North Liverpool Food Bank, connected to the national Trussell Trust, which is a network of eleven churches and community organisations delivering food, with around 400 agencies distributing vouchers that refer people into the food bank. The charity also provides financial and debt advice, regulated by the Financial Conduct Authority. At the start of the pandemic, they had around 200 people help out as volunteers.

“The plan that we made on that same Saturday” says Kevin “and evolved as we went through was to switch our donations base as we knew that people wouldn’t be going to supermarkets, to be able to drop off at our door or collect at football matches. So, working with our friends at Fans Supporting Foodbanks, we published instead options for people to give to us financially. By the end of that first Saturday, we had raised £8,000. People were incredibly generous. Over the twelve months, we have raised £180,000, just by inviting people to give what they would normally have given in food.”

“We also recognised that our normal distribution systems wouldn’t work in the pandemic. People would normally come to the food bank, sit and have a cup of tea, gather their food and take it away in person. So we moved to an online voucher issuing system, we pre-packed all our food, commandeered some community centres and put our volunteers to work to do this. We put out a call for help in April and by the end of the month, we had another two hundred people to add to our midst.”

“We also contacted all of the people we were supporting with money advice. In general, things were quieter for them, because they couldn’t see face to face advisors and equally creditors couldn’t chase them in person for repayment. We still needed to make sure that we were contacting people.”

The big change for Kevin and the team was that the charity became a core part of the emergency response in the city. To begin with, the city council and other partners struggled to adapt, to respond even as people were short of food and queueing in supermarkets. Kevin was able to say that the charity had been doing this for years. And he made a simple offer “how can we help?” Some of the help was about clear thinking – who needs food, why do they need food and how do we get to them. And some was very practical help. The charity had foodstocks, vans, volunteers. It could do what was needed in terms of legwork on the ground.

“Because we acted with generosity in those early days”, says Kevin, “We have adopted a role which was unexpected for us, which is much more strategic.” Kevin has been on the City Council’s COVID Recovery Group and now chairs a Food Insecurity group, to make sure that what happen to people without food in those early stages doesn’t happen again.

One of the results was a rapid growth in the charity itself as it stepped up its services in collaboration with others in the city – growth in demand, services and donations.

“We have grown from an organisation that would ordinarily normally turn over £300,000 to just over one million this year, so huge financial growth. We have added seven staff over the period of the year, four since January to focus on debt advice and benefits advice post COVID recovery.”

In this context, the support from Pilotlight was perfectly weighted. “The thing that I really valued about our Pilotlight involvement over this period was focusing on mission. So, yes OK grow, but don’t become distracted by the things you weren’t there to do originally and focus on the people you were there to serve. Growing and staying focused on mission is quite a challenge, but we have done it.”

Cutting across all of Kevin’s story is incredible staff and volunteer dedication. “We very early on stated that COVID safety trumped everything – we gave people the choice to opt in or opt out. By and large most people opted to stay involved. This kind of empowerment and choice really stood us in good stead through the pandemic. Many of our people, staff in particular, have worked outside of job descriptions for an extended period of time in order to make happen what we needed to make happen.”

An example is one of the charity’s debt advisers, who is a retired fireman. Having done some health and safety training, he quickly became a guru at COVID safety, to the extent that the materials that he wrote around risk assessments became adopted by Public Health Liverpool as best practice for other to adopt. “We were acting beyond our authority” explains Kevin “but based on something that was quite instinctive and reactive for us”.

The way that staff and volunteers acted was no accident. “We already had a culture of responsibility” says Kevin. Throughout the process, the charity ran on open, participatory lines, giving responsibility to staff and asking questions like ‘what do you think?’ and ‘how are we going to deal with this?’. This approach allowed staff and volunteers to share their concerns and worries as well as generating mature conversations around how to get things done rapidly at a time of risk and uncertainty.

In return, Kevin and the trustees focused in on the little things that make a difference in terms of people’s well-being. “We have periodically offered £50 wellbeing pick me ups, no questions asked” comments Kevin. One staff member bought garden furniture, another a painting by numbers kit. It was what was needed.  Staff went round to the house of a staff member had been furloughed, to leave a birthday cake on his doorstep. “He had felt bad about being on furlough as he had to stay indoors,” said Kevin. “We made him feel part of the team and he really valued that.”

Generosity is a value that Kevin stresses. “Whenever we have come up with an idea, or had a plan, we have shared it with others. We have not kept it to ourselves. Our risk assessments for example have been used by multiple charities across the city. With our food stocks, we were sharing and passing food between people, genuinely working in partnership with others, giving away where needed because we realised that to come through this pandemic, we needed a joint and collaborative approach. We were really generous all the way through and I am really proud of that” he concludes.

“One of the reflections from our Pilotlighters which I really valued” he continued “is that we could be agile in a way that other organisations couldn’t easily be. I could get people together to say OK what are we going to do about this and then things would happen.” This was being clear as a leader, but not being dictatorial, instead finding ways to talk things through, to consult and then to get to decisions and move to take action at speed and as a team.

That first weekend in March 2020 set the tone. “We met on a Saturday morning, set a funding platform set up and had donations in by 7pm in the evening.”

What did Kevin and his colleagues and neighbours in the St. Andrews Community Network do during the pandemic? They provided lifeline services to people in Liverpool at a time of extreme vulnerability. And they did so at the right speed, acting as fast as the crisis itself was unfolding.

Morgan Stanley Strategy Challenge – teams competing for the joy of social change

Can social change be joyful? Well, I have now had my first encounter with one key initiative here at Pilotlight that shows how.

Strategy Challenge is a pro bono programme run by Morgan Stanley, with support in the UK from the team here at Pilotlight. This year was the seventh annual Strategy Challenge in London (it has run in New York since 2009).

Our colleagues have worked with a wonderful set of talented colleagues from the bank, supporting them to collaborate together in teams to help six charities on the challenges that they face. Drawn with different skills and from different parts of the bank, the employee teams work together with the charity they are supporting over nine weeks to come up with creative solutions and actions. Everyone comes together to present and report back – with one of the teams selected as the year’s winner. It is co-operation, it is a competition and it is all for a cause.

The challenges set for the teams are practical and pressing. Great Ormond Street Hospital Children’s Charity want to know how to improve their support for parents and families through a more strategic approach to their property assets. Every day 619 children and young people arrive from across the UK at Great Ormond Street Hospital.

The Felix Project asked for a delivery model for their new East London depot, to address hunger in the area – over 1.5 million people in London now are reported to be at risk in terms of their food insecurity. The City Year UK social enterprise, which places coaches into schools to help pupils from disadvantaged communities, asked if it should expand to more cities, and if so how. The health volunteering charity Helpforce, just four years old and supporting around 10,000 volunteers, wants to identify the most effective business model for it to succeed over time.

Barnardo’s asked the Morgan Stanley team for support in researching, developing and promoting a new product suitable for its potential market of 18 million UK families.

Perhaps the most remarkable – and uplifting – story of a charity facing challenges is NHS Charities Together. The charity was formed in 2008 as a collaborative alliance of health charities and was at the helm of the COVID-19 Appeal launched in 2020, which raised over £100m in just six weeks. Led by Ellie Orton, the charity had gone in twelve months, from a turnover of £400,000 to one of £150m and from 100 member charities to 241, with the staff growing from four to twenty two. 

The team supporting City Year UK received the prize for outstanding work, but there was overwhelming agreement that all teams delivered incredibly valuable outputs to the six charity partners.  As Mark Curtin, CEO at The Felix Project said “in my twenty year career in the sector, this is by far the most valuable pro bono programme I have ever benefited from.”

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The Morgan Stanley headquarters in Times Square, New York lit up to celebrate the 2021 UK Strategy Challenge Winner

It was a joyful event and to convey and share the sense of this, here are some quotes that I took from people contributing to the day:

Ellie Orton, CEO NHS Charities Together

“This has made a huge difference to our organisation, the consultation has been invaluable. The balance of tactical and practical inputs and solutions is perfect. I often describe us as flying the plane whilst still building it. The team understood the human factors of our organisation and the emotional well-being of our team. They have empowered us to make the business case for the changes we need to make. Thank you to Morgan Stanley and Pilotlight. For us, for me, the timing could not have been more impactful. It will make a real difference to how our organisation is shaped and grows in future.”

Kevin Munday, CEO City Year

“You have answered the question, done a thorough review of what we do. From September we can target more schools and help more young people. On your approach, you got to know us and became part of our team. You worked in a way that skilled us up. You have provided us with practical tools not just ideas. I have experienced many pro-bono projects in my time – one management consulting firm left us with a long slide deck but a year later there was nothing to show for it – and this is by far the best.”

Mark Lever, CEO of Helpforce

“We are a small team with only 11 staff, this work has massively impacted our ability to review and respond to our challenges. You have helped us to see how we can leverage our small team and contacts to have a huge impact. We saw a diverse range of charities and challenges and superb impact from Morgan Stanley for the sector, expertly supported by Pilotlight. Thanks so much.”

The benefit to the charities was tangible, but the Strategy Challenge was clearly also important to those who took part with such commitment for the teamwork and learning that they took away. As one said with joy at the close “we have seen our firm’s core values played out in what we have done.”

What have we learned from online volunteering during the lockdown?

This has been a year of experiment, and it is natural to reflect on what we have all learned and what we should take with us in future, rather than simply reverting to what we did before. These thoughts below come out of our work at Pilotlight and focus on the shift of our work from face to face to remote volunteering online.

For me, I learn first through doing and second through conversation, so I would warmly welcome hearing of your experience and your thoughts.

Pilotlight is a charitable social enterprise that curates pro bono volunteering programmes in support of charities across the UK, drawing in over six hundred senior volunteers from business (we call ‘Pilotlighters’) and using their skills to provide organisation development support free for small charities.

Because our services are about relationships, we could and did move it all online. And we kept a close tab on this all through a systematic approach to impact assessment, sensing and adapting as we went along.

Looking at the impact data for 2020 as a whole, we can see that the move to virtual delivery, from face to face before, was as successful as before in terms of the direct outcomes for charities and the experience of volunteers. But it was also less effective for some indirect, relationship and network benefits to volunteers and to the charity leaders that they are supporting.

The levels of satisfaction with the Pilotlight Programme were very high, in line with ratings before for 2019 (see chart 1). Charity leaders were particularly positive about the way in which Pilotlight had managed the move to virtual delivery and the skill of the project manager in ‘re-calibrating’ project aims where necessary.

Chart 1: satisfaction with Pilotlight Programme 2020 and 2019 (out of 5)

“Pilotlight pivoted on the spot and did not miss a beat but smoothly moving things online.”

However, in terms of indirect benefits, the percent of charity CEOs saying that their involvement had increased their professional networks was significantly down from 98% in 2019 to just 50% in 2020 – an indicator of the increased challenge to relationship building in a virtual environment.

“The process was great, the only reason that it didn’t exceed my expectations was due to the pandemic and the restriction that it placed on human contact. I do believe that the connection would have been far stronger earlier on if we had have been able to meet in person.”

“The more stilted nature of zoom engagement meant that the relationship building took longer than would have been the case with more face-to-face interaction.”

Similarly, the percent of charity leaders saying that their involvement had increased their career development was down from 68% to 50% – even if this is not surprising, perhaps, in the context of an economic crisis threatening jobs in the sector.

For the Pilotlighters, 96% felt their involvement with Pilotlight had increased their understanding of other perspectives, 91% felt it had increased the awareness of different leadership styles and 79% felt it had increased their personal wellbeing.

Mirroring the findings on impact on charity leaders, there was a fall in the percent of Pilotlighters working in a corporate setting who see their involvement as benefiting their career development (down from 81% to 66%) and professional networks (down from 89% to 73%).

Many of our Pilotlighters are or go on to become trustees on their journey into social engagement. For charities looking to attract people to these roles, there is a great new resource published today – The Trustee Recruitment Cycle.

Produced in collaboration with Getting on Board, Association of Chairs and Small Charities Coalition, this resource provides practical help and inspiration to charities to recruit openly and inclusively – from an initial dialogue about board composition through to evaluation of the process. Equity, diversity and inclusion are embedded through every stage of the cycle, with tips, tools and insights from other charities.

Charity Commission research shows that over 70 per cent of boards still recruit their trustees informally, using their own networks. As a result, boards often lack diversity and skills in key areas like lived experience, marketing and digital.

We are still collecting impact data and feedback ourselves, so these are interim findings for an age of social distancing. Over the Summer, around our annual event on June 1st, on the theme of The Power of Charity, we will publish our overall Impact Report, as feedback and a tool for learning and accountability for our members and partners.

Now, more than ever, we need to know what works.

Is it just me or are some things shifting for the better?

The Mayo family always looks for silver linings. It is not a great tendency, because at times, we just avoid hard truths, swerving away in the hope that something positive might emerge. But it is an ingrained habit.

So naturally I was pleased to see this finding from a new Demos report from its Renew Normal Commission on Life After COVID:

“On every issue we researched, from finance to friendships, healthcare to hunger – some people’s lives got better, and others got worse. But on average: things got worse. On almost every topic more people said life had got harder, with only two exceptions: connection to community, and connection to family. While mutual aid groups were established in streets and estates across the country, and community organisations mobilised to look after millions of vulnerable people, it is clear that community organising was not a universal experience. And yet, where it did happen, it was one of the few sources of hope and optimism in an extraordinary year.”

These connections to community and family translate into a practical, personal sense of well-being. Around three million people who had nobody at all before to turn to for help, now feel that they do.

The Demos research did not, as far as I know, ask about our connection to nature – that would have been interesting too. But, again positively, green space did top their poll of issues that have become more important as a result of the pandemic

I am told that whenever crisis, war or disaster has hit over the last century, around three or four out of five people volunteer to help. It is who we are. Polling from King’s College back in April 2020 found that 60% of people had offered help to others, while 47% had received help from others.

A connection to community, of whatever form that takes, is the bedrock of social action and improvement. So is this something on which we can now build?

With my friend and colleague Pat Conaty, I worked with Tony Gibson on the Teviot Estate in East London twenty years ago and with him, we developed an early training course on community economic development. It was called Nutshell – one of Tony’s acronyms, which stood for ‘neighbourhood use of time, space, homes and environment for livelihood and leisure’. Rather than start with money (the conventional economic or philanthropic route), Tony guided us to start by matching local resources to local needs. Nutshell was the potential for great oaks in every tiny acorn, as if every seed has a dream.

Although there are programmes of work today on high streets and on the needs of market towns and coastal towns, the community component is an afterthought, at least in England.

One exception is the ten-year pilot programme, Big Local. In Plymouth, the Big Local community work over COVID has taken on a dreamer’s objective, that people know everyone’s names in their streets.

In the West End of Morecambe, Lancashire, their goal in this year of the virus is for the neighbourhood to smell better. 

Can we feel some slivers of hope emerging from all of this COVID shit?

Can we have a year of empathy?

What do you think comes next? After a torrid year of social and economic pain and inequalities, is it possible that we can see a great rebalancing, with a year of empathy?

I have always believed in the power of empathy – a willingness to connect with others – and its potential too, if we could only nurture the conditions for its encouragement.

I have suggested some actions to build empathy coming out of our work at Pilotlight.

Here are my five favourite authors and quotes on empathy:

1. “Without the capacity to put ourselves cognitively and emotionally in someone else’s shoes, to feel what they feel, to be interested in their fears and motives, longings, griefs, vanities, and other details of their existence, without this mixture of curiosity about and emotional identification with others, a combination that adds up to mutual understanding and sometimes even compassion, Homo sapiens would never have evolved at all.” Sarah Baffer Hrdy, Mothers and Others

2. “Society depends on a second invisible hand, one that reaches out to others.” Frans de Waal, The Age of Empathy

3. “Empathy moves as a form of contagion, like a game of emotional tag.” Marc D. Hauser, Moral Minds

4. “People’s capacities for cooperation are far greater and more complex than institutions allow them to be.” Richard Sennett, Together

5. “If every human life, the species as a whole, and all other life-forms are entwined with one another and with the geochemistry of the planet in a rich and complex choreography that sustains life itself, then we are all dependent on and responsible for the health of the whole organism.” Jeremy Rifkin, The Empathic Civilisation

Let’s build this conversation and focus on what matters – the foundations for connection and social co-operation.

Dingwall: the town that is fighting back

Once the capital of its county Ross and Cromarty in the Scottish Highlands, Dingwall is a market town with a population of around 5,500 people – a number which has been in decline for years, with a struggling local economy and young people moving to Inverness and beyond. The local Edinburgh Woollen Mill shops have closed and jobs are scarce. One Tesco store is the largest private sector employer and there are few facilities for any visitors who might want to stay.

The town’s isolation is in part a by-product of regional transport planning. When the town was effectively by-passed by the Cromarty Bridge and Kessock Bridge, shops, jobs and businesses gravitated to Inverness, now within easier reach.

The town is full of life once a fortnight when Ross County, the football team lying ninth in the Scottish Premier League, play at home at Victoria Park (officially the Global Energy Stadium after the naming rights were sold for corporate sponsorship years ago). There is pride in the club and the population of the town doubles for a couple of hours, but the swarm does little for the local economy in between.

Blueprint from the work of John Pearce and Scotland’s pioneering community business sector

But the town has dreamers, and they banded together five years ago to form a co-operative whisky distillery, Glenwyvis, community owned, using renewable energy and barley from local farmers.

The last distillery in the town closed a century ago, bringing to an end a long tradition of whisky production. Dingwall was home of Robert Burns’ favourite tipple and when the town’s Ferintosh distillery closed, the poet was moved to declare:

Thee, Ferintosh! O sadly lost! Scotland lament frae coast to coast!”

When I was working at Co-ops UK, we published an uplifting short video shot by Blake House Media Co-op on the early years of the new distillery.

I caught up with their more recent efforts when speaking to Josh from Glenwyvis in advance of a lecture I have given recently as CEO of Pilotlight in honour of the great Scottish co-operator and social entrepreneur John Pearce – hosted by Professor Cam Donaldson and the wonderful Yunus Centre for Social Business and Health at Glasgow Caledonian University.

They power their operations using wind, hydro, solar and biomass energy. The co-op has raised funds for its work from a series of community share issues, bringing in three and a half thousand people as members to put up £2.6 million between them to invest in something that they could believe in.

While the distillery takes shape, they have been grappling with madcap local planning catch-22s that stimy their hopes to attract visitors to the distillery. The tours they plan are all for 11am, timed to release those who come to eat out locally afterwards. Their ambitions are not limited to whisky as they want to turn around the fortunes of Dingwall by attracting in tourists and developing local services to meet the needs of locals and visitors alike.

During the lockdown, they have run virtual tours of the distillery, as a taster as it were. Casks have been a good seller, with people buying them as investments and Glenwyvis is selling bottles now of their inaugural malt, for delivery by Christmas 2021.

You can join me as one of those who will open a bottle in twelve months, but you will have to be fast before this first run is all sold. We are promised “a light, balanced oak influence with fruity maltiness and a little dessert richness.”

You may just taste the community spirit too? Glenwyvis is creating a community charity for local social action, to benefit from a cut on each sale.

Or you can opt for their GoodWill Gin, a Highland premium craft product with locally picked Hawthorn berries… and available this Christmas.

“So many distilleries in Scotland are owned by huge multinational corporations and, although the whisky industry is fantastic for Scotland, a lot of the wealth is taken out,” says Cait Gillespie, local historian for Dingwall.

The tools of a co-op and a community charity, a focus for our support at Pilotlight (see for example this post – does it have to be business or charity?) are a device for dreams: for bridging the present and a possible future.

The members and their supporters have a long way to go, but as I explain in the John Pearce Memorial Lecture they are using the tools of community economic development to make that journey.

They are helping to regenerate a town which the economy has left behind. With the economic headwinds ahead, this is a story that we can all take heart from.


The 2020 John Pearce Memorial Lecture – The Power of Dreams: community economic development after the virus – is now freely available to view online.

Coventry Rape and Sexual Abuse Centre – reaching people that others can’t, working with them in ways which others won’t…

Most voluntary organisations are started by volunteers and as they take shape and flight, their story is often one of exploring how to organise resources in the most effective way.

In 1981, Coventry was a city marked by violence and efforts to challenge that violence. The home band, The Specials, released their classic song Ghost Town as a single in June that year, playing an anti-racist gig following a series of racist attacks in town.

With that tune on the radio around the time, a group of local women established the Coventry Rape and Sexual Abuse Centre (CRASAC). They were inspired by an example in North London, the first UK rape crisis centre, that had operated a volunteer service successfully for five years. Until 1990, when CRASAC received its first formal funding and employed two full-time workers, the counselling service was run entirely by volunteers active in or sympathetic of the women’s movement.

Fast forward thirty nine years and the principle of support services for victims and survivors of sexual violence is established, but the challenge of achieving justice remains unresolved, with more people speaking up, women and men, on sexual abuse, in the context of the #MeToo movement, but the courts evidently failing survivors of rape, a rise in domestic violence in the context of the pandemic and constant, endemic insecurity of funding for work delivered through rape crisis centres.

A survey released today by the Victims’ Commissioner Vera Baird shows that only one in seven rape survivors in England and Wales believe they will receive justice by reporting a rape.

CRASAC is one of the most effective centres in the country and has grown over the years to serve the people of Coventry. 8,000 people have used their services over the last year, reaching across the diversity of the local population.

This includes men who have suffered. Anyone can be raped or sexually assaulted, CRASAC says, but if they believe that they are expected to be strong, to be able to act in defence, many men “often blame themselves for the abuse and turn the anger on themselves for not preventing what happened.

All the services CRASAC offer are rooted in feminist values and a human rights framework, designed to “ensure the well-being, health and mental health effects of sexual violence and abuse are addressed in a safe service and victims and survivors are enabled to regain critical power and control lost through their experiences of sexual violence and abuse.”

As with so many other frontline charities, #nevermoreneeded as the hashtag says, CRASAC has worked throughout 2020, accepting referrals, offering telephone and online support, restarting some face-to-face services and re-opening their premises after the first lockdown ended – as soon as they could be classed as ‘Covid-secure’.

Over recent months, Pilotlight has had the privilege of working with Natalie Thompson, the relatively new CEO of CRASAC, with the support of a talented and motivated team of Pilotlighters (our members) drawn from Barclays Bank. The work is under the theme of Setting Directions.

The organisation challenge that the team have looked to help with is the opportunity to develop a new service, which would be using the skills of the charity, its staff and volunteers, to train and accredit organisations in society or the economy on addressing sexual violence.

The idea of a training service would, as Natalie described it, be a ‘win, win, win’, generating unrestricted income for the charity, raising awareness and supporting victims/survivors of sexual violence. One of the first engagements was with the University of Warwick. The university has worked with CRASAC over time, stepping this up when a series of complaints by students on sexual abuse were mishandled.

Another priority sector highlighted by the Barclays Pilotlighters in their report, delivered to Natalie and colleagues this month, is the legal profession. A global survey in 2019 across 135 countries by the International Bar Association confirmed that sexual violence is endemic in the sector, with one in three women who responded reporting that they had faced sexual harassment in a workplace setting.

The need for training is also because ironically, despite more exposure in recent years from the Everyday Sexism and #MeToo movement, there are still so many myths about rape and sexual abuse – including about what consent is, about the kind of people who rape and about who it happens to. As CRASAC says “these myths discourage survivors of sexual violence from coming forward after they’ve been raped. They shift the responsibility for the crime from the perpetrator to the survivor who may fear that they will themselves be put on trial.”

One of the benefits of a new service if it takes off as a social enterprise arm would be to reduce a reliance on statutory and grant funding of the charity. CRASAC is in a relatively stable financial position compared to some, having benefited from strong support over time from Coventry’s decision-makers. But as a CEO with twenty years experience of work in the voluntary sector, starting at the Doncaster Council for Voluntary Services, Natalie knows that an economic downturn puts pressure on charity incomes.

Organisation choices such as this are commonplace across voluntary organisations and to succeed in a climate of risk has meant a close focus on organisational capacity, the core work of Pilotlight. As Jane Grant writes in her outstanding biography of the Fawcett Society “The women’s voluntary sector is on in which it has been notoriously difficult to operate… Women’s organisations are chronically underfunded, which makes the struggle more difficult. At the same time, women’s organisations have faced problems of governance and leadership, often believing that women cannot misuse power in the same way as men and that ‘being sisters together’ will somehow of itself ensure peace and harmony. Unsurprisingly, they have been, often painfully, disabused of these beliefs and have had to struggle to build structures that enable and protect both individuals and groups.”

In this context, the work of CRASAC and other women’s organisations is all the more important and the more impressive for the formula that they have found for values, volunteering, employment and governance.

The importance of CRASAC’s work is expressed well by Duncan Shrubsole, Lloyds Bank Foundation, talking about rape crisis centres more widely: “such a charity often reaches people that others can’t, works with them in ways which others won’t and stays engaged with them in ways which others don’t.”

In 2021, Coventry will be the UK City of Culture. The Specials will return, with band members due to take to the stage to play live again.

CRASAC will celebrate an anniversary of forty years of service… and with a fair wind, we will see a new training and accreditation service take off for tackling sexual violence for the years ahead.

The story of philanthropy

The world is full of self-help books, it always seems to me, and rather short on books on how to help others. A new book on philanthropy by the distinguished writer Paul Vallely tries to redress the balance.

The book, Philanthropy from Aristotle to Zuckerberg (Bloomsbury), is weighty. It runs to around 750 pages – excluding the footnotes and references which are set apart online. It justifies the length with the quality of research and writing that takes the reader on a journey from the earliest times and ideas around giving to others around you through to the extraordinary chapter of contemporary philanthropy at a time of deep inequalities.

An example is what appears to be the oldest continually operating charity in England, which is the medieval hospital of St Cross near Winchester.

The founder was Henry of Blois, grandson of William the Conqueror. Appointed as a young Bishop of Winchester in his twenties, in 1129, Henry was an active warrior during the period dubbed ‘The Anarchy’ of struggles between the supporters of Stephen and of Mathilda for the crown. The Peterborough Chronicle described the period as ‘nineteen long winters, when Christ and his saints slept.’

Whether as a penance for his warfare, on the side of both candidates in turn, or because he saw a vision of the Virgin Mary, some time between 1132 and 1136, he founded the Hospital of St Cross as an almshouse to provide shelter for thirteen poor men in dire need of help. Mary had visited him in the form of a young peasant girl who begged him for help as people were starving because of the civil war which had laid waste to the land.

The construction of the building, the size of a small cathedral, with its limestone walls and associated buildings made a big impact on the local economy. The nursery rhyme ‘See Saw Marjorie Daw’ is said to have its origins in the efforts of Henry, whose name was anglicised as ‘Messr de Blaw’ which then became Marjorie Daw. The new master was offering an attractive wage – a penny a day – to workers (Johnny, an Everyman name for craftsmen).

The possible original version of the rhyme is quoted by Vallely as:

See Saw: Messr de Blaw, Johnny shall have a new master, He shall get a penny a day, yet shan’t have to work any faster.

Perhaps not surprisingly, the story slows down as it comes closer to the present, including indeed a late inserted chapter on philanthropy at a time of COVID. What results is an expansive account of the accelerating recent trends in philanthropy, good and bad, with Matthew Bishop’s book on philanthrocapitalism critiqued in effect as a prescient but one-sided account of the field.

The value of a historical approach is to allow the writer to elucidate on but not endorse the increasingly bold claims and big sums of contemporary philanthropy. He commends the understanding, dating back to Jewish, early Christian and Muslim teachings, that “the act of giving creates a three-way relationship between the giver, the receiver, and the society in which they both live.”

Drawing in particular on Catholic social thought, on which the writer is both at his best and at his most comfortable, Vallely sets out how philanthropy can ‘recover its lost soul’.

Having written a short history of mutual aid myself, I found parallels and differences in reading the story of philanthropy. The most evident contrast is in where power lies – so much mutual aid is the self organising of those relatively without power in society, where philanthropy is both the exercise and expression of that power.

As the soldier priest Henry de Blois showed, in a gift of enduring generosity that continues today, you probably don’t have to be anywhere near perfect to show your love for other people through an act of philanthropy. But as in his vision of Mary in a field of hunger, you have to be open to what love asks of you.

Open to help – the Pilotlight Programme

It is tough for pretty much everyone at the moment in business, but spare a thought for those charities, community co-ops and social enterprises who face the same conditions but with far more of an urgent call on their time and services from people in need.

I’m proud that the Pilotlight Programme is open to help with patient strategic support. This is one of the leading organisation development programmes in the UK, with skilled support on tap (our network of pilotlighters) and a track record of impact. We don’t give money, we give something more precious – capability.

Organisation development is an art or craft and not a science, but the best programmes do something consistent, which is to allow organisations to breathe, and in breathing, to move forward in a more effective way. One word I have heard consistently of the Pilotlight Programme from those who have been through it is ‘magic’ and there is magic in the best of organisation development.

As Alison Pringle of Independent Advocacy North East said to me “Our Pilotlight experience was utterly transforming. The insight and support we received from the four business professionals was more than we could have hoped for.”

The Pilotlight Programme is here to help. We are now open for applications. Please do spread the word!