Catalyst - Fall 2020 Vol 3 No 1 - Page 13

of primarily people of color. Trying to balance that with the urgency of the work has meant that some of our timelines move around, maybe more than they would’ve before the pandemic. That means that maybe we set up our meetings a little differently, or just have to rework deliverables altogether for some projects. It’s taken some adjustment. Our team stays connected via Google Chat each day and we hold a weekly staff meeting; we try to inject some non-work things into both of those, so we’re both staying personally connected and as well as connected to the work. Do you have any lessons learned of what you all have seen and experienced during this time? Do you have any takeaways, either positive (obviously, there’s a lot of negative) or otherwise? It’s almost hard to know, because there’s not been time to sit down and process all of it. Again, I think that the work through partnerships and being in coalition with people and with other groups that have shared values has been a reinforced learning for us. It’s something we’ve always valued but has been especially critical to the little successes we’ve seen over the last couple of months. I think balancing the humanness of our work with the current political realities (something we always have to contend with in some way in our advocacy efforts) has been an especially tough thing to do right now, so we’re learning what that balance is from moment to moment. How has your time with EmpowerHealth influenced or impacted Georgians for a Health Future’s response to COVID-19? In a few ways – one is that we’ve really been looking for the spaces where we can add value at this moment. That’s definitely something that was a takeaway from Empowerhealth: without duplicating services or missions, how can we add value in this space where there maybe is already are a lot of work being done? There’s a ton of work right now on minimizing state budget cuts, but we feel like we can add value by highlighting a few specific ways that budget cuts would hurt health, and then specific ways that revenue changes could actually improve health in Georgia. We’re trying to find spaces where we can really contribute to a larger goal, but can also add specific value. The other way that EmpowerHealth has helped us in this moment is how we think about the different forms of capital that GHF has; our programmatic capital (the existing programs and systems that we have in place); our financial capital; and then our human capital (being our staff and our board and the relationships that we all hold). That was something I learned through EmpowerHealth, and that I’m continuing to think about as we’re navigating our way through this and looking forward to what do the next six months or year hold. I’m trying to make sure we have the supports in place so that we have sufficient capital in each of those areas. As GHF’s primary fundraiser, I frequently think about our financial capital, but I’m trying to spend time developing and supporting each of the other two areas of capital. 13