To online meetings, services and volunteer management. We did better at this when we were well prepared or we invested in building skills, training and ensuring good equipment and connections for our people.

Online meetings meant more people got to participate who would not normally be able to come to meetings or to access leaders. This helped connect more people, facilitate better learning and knowledge management and provided a more inclusive voice in decision making. But only where there were good connections and skills.

In some cases, many more volunteers could be engaged digitally, and new services were created or adapted so that they could be delivered digitally. Online volunteer management and inductions improved considerably in some NSs, allowing new types of volunteers.

The shift to online meetings and management meant it was often less expensive and less time consuming to have meetings. However, in some NS it was felt that the number of meetings increased, and they were frequently overwhelmed with constant meetings.

There was a concern that we would return to ‘normal’ pre‑covid practices once the pandemic subsided. People wanted to keep the benefits we gained in digital work. Many also felt we could use this experience to transform further.

Invest in digital skills building for staff and volunteers, along side investments in hardware, tools and internet connections. In a world becoming more digital, the risk of exclusion for those in the digital divide is becoming greater.

Many youth volunteers felt they could be utilized better to help with building digital skills and approaches.

A greater focus on Information management, data practices and digital knowledge management approaches was identified.

People overwhelmingly wanted hybrid work arrangements going forward, recognizing the unique benefits of both remote/digital work and in‑person engagement and the disadvantages of each and investing appropriately for both.