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Impact Report 2015-16

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Impact Report 2015-16 Foreword 2015/16 was a challenging year for both the sector We engaged nationally with our members on and ACEVO. We saw a general election and the a new three year strategy and the message we ensuing change of government. We saw significant received was loud and clear: more engagement, debate over the future of the sector, and we saw more member services, more accountability and our CEO of 15 years step down to lead a new more innovation in what we do. At the same time venture focussed on strengthening governance. we were given the welcome steer by our members that they want us to keep on being robust in our Throughout this transition, we have continued media work - and be the voice on the sector’s side. to lead on key debates for the sector. We have We have developed partnerships across the sector been a stronger voice than ever before, advocating and beyond, with other representative bodies, with on behalf of our members. On topics including business and with government, that deliver value for fundraising, governance, Freedom of Information members and enable us to multiply our impact. and campaigning, we have been helping lead the sector response. We have also been commenting Our three year strategy, ‘Leading the Charge’ makes on areas we know matter to our members, real those key commitments to engage ever more including the closure of harmful care institutions locally, democratically, innovatively and accountably, and public service reform. Our voice, and that of and this is what our task will be in 2016/17. 2015/16 our members, is stronger and further reaching than was a year of transition but I am confident that we ever. Indeed, our coverage was triple that which we will come to view it as a key year of investment received in 2014/15 – which was itself a doubling of and evolution, where a new and exciting identity the year before. for the UK’s leading network for charity and social enterprise leaders began to be formed. In these challenging times, our members need us to be more than a voice. So, 2015/16 saw our programme of leadership development classes, local networking forums, and direct member support expand and benefit our membership. Calls to our Paul Farmer CEO in Crisis line continued, unfortunately, to Chair proliferate, showing just how stark the challenges are across the sector. It has never been more difficult to be a social sector leader – and ACEVO is a point of constant contact, support and encouragement that seeks to help our members keep on making the decisions that help others. 2 About ACEVO ACEVO is a network of our members, for our members. We want to see a nation of inspiring We provide support and representation charity and social enterprise leaders who for members ranging from leaders of small are empowered to make the biggest community based organisations to some difference they can to their beneficiaries, of the nation’s best known charity brands. to their organisations and to society. In everything we do, we strive to be: Our network means that we can work directly with charity and social enterprise chief executives and leaders to play our part to achieve that vision, as well as opportunities to learn from and support each other. Our members collectively have a turnover of more than £10 billion, lead thousands of charity staff and help millions of beneficiaries. The depth, seniority, diversity, expertise, engagement and strength at the local level of our network allow us to offer each of our members support that no other network can. 3 Our Membership Good leadership matters. It matters to Full membership by organisations and it matters to the public. It 90 can guarantee success and it can make the income of organisation members difference when resources are scarce. We aim to achieve high quality leadership in our sector by supporting and inspiring members, creating networks of leaders, supporting leadership in the regions, nurturing future leaders At the end of March we had 1,373 members. 427 Membership Categories members Full Membership Are you a CEO or the income band most senior executive in your organisation? Northern Ireland Then our Full Membership is for you. Full Less than £150k Membership provides the resources CEOs 1% need to run their organisations effectively and £150k to £1m successfully. Senior Leadership Are you a Deputy £1m to £5m Chief Executive or a Director? In a senior management team? Or an out-of post CEO? £5m to £20m Perhaps you would like to develop your skills and become a third sector CEO? Senior 377 Leadership keeps you up-to-date with all third Greater than £20m members sector issues and can provide the training you need if you’re looking to progress your career to Chief Executive level. Associate Membership Are you a Chair or Trustee, or interested in civil society leadership? Associate Membership gives you access to information and select events as well as 156 discounts on our expert publications. members Affiliate Membership Discounted membership which is available to all CEOs or senior leaders in not-for-profit organisations 79 with an income of under £150,000. members 4 Membership by region* *4% have not provided these details North East Northern Ireland 3% 1% Yorkshire and Humberside North West 7% 9% Midlands East 9% 4% London South West 34% 6% South East 23% 5 Advice and Support Many third sector leaders are under great Governance Helpline pressure to deliver their mission. ACEVO’s advice and support services are tailored to issues The ACEVO Governance Helpline exists to that challenge our members most. offer members support on general governance queries. It can also be used as a sounding board to discuss relationship issues between the CEO CEO in Crisis Helpline and Chair or board that haven’t yet hit crisis point Our CEO in Crisis service supports members but where guidance is needed. Calls to the service whose relationship with their Chair or board has during 2015/16 have included queries on trustee broken down and who need support in trying to confidentiality agreements, dealing with AGM repair the relationship. Alternatively, a CEO may resolutions and discussing succession planning for believe their job is at risk and want to understand the Chair role with the current Chair. their rights and options. During 2015/16 there were 40 separate callers to During 2015/16 we had 48 callers to our CEO in the Governance Helpline. Crisis helpline. Publications I joined ACEVO for the networking and contacts mainly, I was aware of the ACEVO’s governance and leadership publication crisis service and thought it was a good database continues to be a great resource thing, but always wondered who would for members on subjects such as leadership, ever need it. I didn’t quite understand governance, finance and fundraising. During 2015/16, 381 publications were ordered. Our most what it was there for or who, as a popular titles include ‘The Chief Executive’s First CEO, wouldn’t be able to deal with any 100 Days’; ‘Leading the CEO and Chair to Effective problem arising and would need to use Governance’ and ‘Understanding Your Costs’. it. I now know what and who it is and I’m so grateful that you are there for this, and for me now. CEO in Crisis user 6 ACEVO Solutions ACEVO provided consultancy support for a range Transformation Highlights: of organisations with our in-house expertise • We won a total of £90k to support three including capacity building, commissioning and organisations through the Big Potential procurement, bidding, governance and consortium Fund, keeping our commitment to support development. organisations in the third and public sectors to ACEVO has provided: specialist Voluntary, make greater use of social investment. Community and Social Enterprise (VCSE) • We won our first NHS England contract engagement and advice for over £5m worth of to deliver market development support contracts; over 300 hours of bid writing, reviewing in the learning disability sector, keeping and editing support; over 200 hours of support to our commitment to supporting voluntary get VCSE consortia off the ground, and workshops organisations to engage more effectively with and training for nearly 200 people. commissioners, and showing commissioners We have supported four organisations with specific how they can benefit from the best the sector social investment advice and business development. has to offer. We have continued to provide strategic • We supported several large consortia with a commissioning and procurement advice to central range of complex support, laying foundations government, the NHS and local authorities. for future business and contracts, including In the last year we have transformed and expanded winning significant employment support our business model. opportunities. 7 Networking and Events One of the things our members value most Special Interest Groups about ACEVO is the opportunity to network with their peers – often whilst hearing from Our Special Interest Groups (SIGs) are an high profile speakers through our events opportunity for CEOs from a specific sector or programme. During 2015/16 ACEVO provided with a specific interest to share experiences, 93 events including local, grass-roots forums, hear from relevant speakers, discuss pertinent round tables and conferences for members, policy issues and develop shared solutions. giving 1,275 leaders the opportunity to During 2015/16 ACEVO ran SIGs for Arts, network with their peers, share knowledge Heritage and Sport; Health and Social Care and and keep up with best practice. 61% of our Women CEOs. events take place outside London. Just a quick thank you for another Annual Conference excellent forum meeting today. I found the presentation really thought Our flagship event, the Annual provoking and came away with a set of Conference in November short and long term actions that I am 2015 was attended by over confident can really enhance how we 250 delegates who heard from are currently working.
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