acevo impact report 2010 / 2011

IMPACTREPORT2010

ACEVO is theAssociation of ChiefExecutives ofVoluntary Organisationsand the membership organisation forthird sector leaders (CEOs,directorsand senior managers of charities,voluntary organisations and socialenterprises).We have 2,000 membersnationwide that we support,develop,connect and represent.Our servicessupport the third sector leader andsenior manager personally andprofessionally and include:

• Professional development throughcourses,events,conferences andmentoring

• Sector-specific publications,reportsand briefings

• Information resources such as helplinescovering legal,accountancy andHR law issues

• Membership of other organisations suchas the RSA ,Fundraising Standards Boardand EUCLIDNetwork

• Representation of the third sector leaderand their issues at government leveland in themedia

If you are interested in finding outmore aboutACEVO or about joining,visit www.acevo.org.uk/membership

Making a difference to you as a thirdsector leader.

Making a difference to your thirdsector organisation.

ACEVO’S IMPACT

2 ACEVO IMPACT REPORT 2010

CONTENTS

ACEVO IMPACT REPORT 2010 3

This report provides an overview ofACEVO’s activity from January to December 2010. This aim of the report is to explain whoACEVO is,how we are governed and funded and to demonstrate our achievements.Ultimately, this report should demonstrateACEVO’s impact and the difference we make to and on behalf of members and others in the third sector.

For more information aboutACEVO, visit www.acevo.org.uk If you feel this report is missing information, email [email protected] tell us what you would like to see included in our future impact reports.

Forewords....................................................................................................................................................................................................................4

AboutACEVO.............................................................................................................................................................................................................8

Membership...............................................................................................................................................................................................................10

Key 2010 Projects.....................................................................................................................................................................................................12

Finance.......................................................................................................................................................................................................................26

Governance and Board....................................................................................................................................................................................28

Contacts...............................................................................................................................................................................................................29


The role of a thirdsector leader isunique withspecific challengesand problemsto solve.

Charity CEOs started the new decade inthe shadow of the Noughties,whichamongst many things will be rememberedfor playing host to one of the deepestrecessions experienced. In addition, the startof 2010 was dominated by an impendingGeneral Election. Feelings of financialinstability coupled with significant changesin the political landscape evoked profound –and in many cases unfamiliar – feelings ofdeep uncertainty for the sector’s leaders.How will the new government dealwith the financial crisis?What funding will beavailable? How can my organisationcontinue to deliver to beneficiaries?Theseare just a few questions charity CEOswould have been considering.

Towards the end of 2010, theComprehensive Spending Reviewrevealed the public spending cuts thatwould be made but importantly,it also made known the support thatwould be available to third sectororganisations including the extendedRegional Growth Fund and the £100millionTransition Fund. David Cameron’sannouncement of the sector’s role inBig Society threw a spotlight on thevalued work of charities and voluntaryorganisations. So despite starting 2010as what could have been a third sectorleader’s annus Horribilis, there are somepositives that can be drawn upon.

The role of a third sector leader is uniquewith specific challenges and problems tosolve. Being at the top of the organisation,leaders are relied upon to analyse theirorganisation’s place in society and makethe right strategic decisions on behalf ofnumerous stakeholders.ACEVO exists tosupport the third sector leader by providingthe unique information, resources andsupport needed to make the right strategicdecisions and in turn, create a real differencefor beneficiaries.

2010 was a bumpy ride; uncharteredterritory.We hope that with this ImpactReport,we have clearly demonstrated howACEVO has helped members steer theirway as smoothly as possible through the year.

SIR STEPHEN BUBBChief Executive,ACEVO


LESLEY-ANNEALEXANDERChair,ACEVO


As CEO of a third sector organisation,I have seen - and experienced first-hand –the complex challenges that have faced thesector’s leaders in the last year.“It’s lonelyat the top” is a cliché but it is also true.As a leader you’re sometimes expected toknow everything and have all the answers.We know in reality this isn’t the case.Leaders don’t always have the answers,especially when the climate in which weoperate is constantly changing - andrapidly too.

Effective organisations are in many waysthe result of good leadership and soundstrategies. The more effective anorganisation, the more beneficiaries it canserve. It is this fundamental dynamic thatmakes the work ofACEVO so important.

Support fromACEVO is vital for third sectorleaders.ACEVO provides forums for CEOsto connect with and learn from each other;it champions the issues that matter most tothe third sector leader; facilitates dialoguebetween members and government andprovides the training and resources thatsupport a third sector leader to performeffectively.A vital service and lifeline to someis theACEVO CEO in Crisis service whichprovides support to CEOs facing difficultywith their boards.Over the last yearACEVO received a significant number ofcalls, supporting an unprecedented numberof members that faced serious problems thatoften threatened their role as a leader. Inaddition,www.cutswatch.org.uk waslaunched to provide CEOs with up-to-datenews on the public spending cuts helpingthem to stay informed and make the rightdecisions. I am proud to be on the board ofan organisation that makes an importantand often tangible difference to thirdsector leaders.

The vision ofACEVO is of a modernenterprising third sector.Through supporting,developing, connecting and representing thirdsector leaders and key decision-makerswe hope to achieve this vision.

2010 ended on a high note when the NewYear’s Honours list was published with ourCEO awarded a Knighthood.This waswell-deserved recognition for Stephen'sachievements for the sector but also atribute to the way thatACEVO has grownin influence and standing.The voice of thesector chief executive is strong todaybecause of what Stephen andACEVOhave achieved.


Effective organisationsare inmany waysthe result of goodleadership andsound strategies.Themore effectivean organisation,themore beneficiariesit can serve.

ACEVO’sVisionACEVO’s vision is of a modern enterprisingthird sector.

ACEVO’s MissionOur mission is to support,develop, connectand represent our members – leaders andsenior managers of third sector organisations– enabling them to perform more effectivelyin their roles for the benefit of theirorganisation and the wider third sector.

ACEVO’s StrategyACEVO's strategy has been developed bymembers and our work has evolved as theneeds of members have changed.

The current strategy has been in place sinceMarch 2008.Since the adoption of this strategy,ACEVO has achieved a number of majordevelopments including: the establishment ofour office in Leeds allowing us to better servemembers in the north of England, thedevelopment of support for aspiring CEOsand senior managers,a revised leadershipdevelopment offering with cross-sector learningopportunities,and the significant growth of ourpolicy work to better represent leaders in themedia and with government policy makers.

The board monitors the development ofACEVO's strategy and the overall healthof the organisation through six keyperformance indicators:

• Membership retention and growth

• Delegate satisfaction ofACEVOevents

• Press coverage

• Delivery of projects

• Staff training and development

• Spend against the budget

The management team within ACEVOdevelops departmental and project planswhich reflect the strategy, a number ofwhich are illustrated in this report. Forexample, the creation ofwww.cutswatch.org.uk was led by theobjective to “Improve and develop supportand advice services”.As public spendingcuts became a greater threat for thirdsector leaders there was a clear need forconsolidated information on how cutswere effecting the sector, and for freesupport on coping with and managingcuts; hence the aims of the project wereto: deliver key news stories on the

spending cuts to those in the third sectoror those interested in the third sectorbeyond ACEVO members; provide at least10 documents that help organisations inmanaging cuts, and provide the details of atleast 20 free resources and publications fororganisations to access. Progress againstthese aims can be seen on page 14.

During 2010 members contributed to thedevelopment of a revised strategy throughnationwide consultation events, feedbackfrom our events and services and boardmeeting discussions.The revised strategywill be launched in spring 2011. It willreflect the changing support third sectorleaders need to be able to seizeopportunities, realise their ambitions andsteer their organisations throughchallenging times.

ABOUTACEVO



ACEVO STRATEGYMAP

ACEVO’s vision is of a modernenterprising third sector.One way inwhich we hope to achieve our visionis by developing membership andleadership networks through:

• Improving and developing our supportand advice services

• Developing and embedding activityin the regions

• Developing and growing networksof leaders

• Supporting future third sector CEOs

We have five membership categories.

Full MembershipFullACEVO membership is for the thirdsector leader - the most senior personwithin a third sector organisation regardlessof their job title.The majority ofACEVO’sresources are aimed at providing the thirdsector leader with the resources they needto perform effectively as an individual andto run their organisation more efficiently.

Associate MembershipDeputy CEOs, trustees, directors, aspiringleaders, out-of-post CEOs,or anyone in asenior management team can joinACEVOas anAssociate Member.OurAssociateMembers also include those simply wishingto keep abreast of third sector leadershipissues and include public sector officialswho shareACEVO’s aims and engagewith the sector.

Affiliate MembershipAs part of our aim to support leaders ofthe smallest voluntary organisations, in 2009we created a new membership category:Affiliate Membership.The discountedmembership fee gives CEOs of organisationswith annual turnover of less than £50,000access to many ofACEVO’s valued resources.

International MembershipLeaders abroad with an interest in the UK’sthird sector can joinACEVO as InternationalMembers.This is a unique offering that allowsCEOs from all over the world to connectwith their peers in the UK.Where possibleACEVO facilitates cross-border relationshipsthrough events abroad; travel bursaries andjob shadowing opportunities.

Corporate PartnershipsCompanies that have a corporate socialresponsibility agenda are welcome to joinACEVO as Corporate Partners along withcompanies that offer services to the thirdsector or companies that simply want tokeep abreast of the issues facing senior thirdsector decision-makers.

MEMBERSHIP



Membership by category Membership by region Full members by income of organisation

Full 86%Associate 8%Affiliate 0.5%Corporate 5%International 0.5%

London 42%South East 14%NorthWest 8%SouthWest 7%East 6%Yorkshire & Humberside 6%West Midlands 5%North East 4%East Midlands 4%Wales 2%Scotland 1%Northern Ireland 1%

Less than £150k 9%£150k - £1m 39%£1m - £5m 33%£5m - £20m 14%Greater than £20m 4%

The ImpACT Coalition is a movement ofcharities and sector umbrella bodies thatworks toward improving accountability,clarity, and transparency (ImpACT) in thethird sector.The coalition is based atACEVO in recognition of the need to debateaccountability and transparency at chiefexecutive level if we are to create the changewe want to bring about.

The Coalition aims to support third sectororganisations increase their accountabilityand transparency, and to increase the public’sunderstanding of charities.

ACEVO’sAim for 2010To enable third sector organisations toimprove accountability, clarity andtransparency; to develop a strategy forreducing the effects of negative mediacoverage of charities; and to increase thenumber of ImpACT Coalition supporters.

The DifferenceWeMadeAwareness raising:Over the last yearwe have helped third sector organisationsto understand the importance of beingaccountable and transparent throughour magazine articles, blog, and memberseminars.

Knowledge and skills:Through ourresources,workshops and one-to-onesupport we have helped third sectororganisations to gain the practical skills andknowledge required to improve transparencyand accountability and to better demon-strate the difference they make.

Challenging negative media coverage:Following our response to a negative charityarticle in TheTimes we secured a meetingwith the Editor to discuss the effects ofnegative press on public perceptions ofcharities. Similarly, our response to anattack on face-to-face fundraising by BBCNewsnight led to a roundtable eventattended by CEOs of the top 50 fundraisingcharities in the UK.The meeting resolvedto present a more coordinated response toattacks by the media to mitigate the damageto public perception of the sector.

“I came to the ImpACT toolkit thinking thatI knew how well we would do. I was wrong. It'sthe sign of a well thought out tool where theoutcome gives you real food for thought and theprocess is painless! I'm really pleased QSA usedthe toolkit - it has provided some very clear,tangible actions for us to take to improve ouraccountability and transparency.”Judith Moran,QSA Director

KEY 2010 PROJECT - ImpACT Coalition

12 ACEVO IMPACT REPORT 2010 - Read thisACEVO Impact Case Study in full at www.acevo.org.uk/impactreport2010

Funded by Capacitybuilders and led byACEVO, this project has been a significantinitiative in its field. ACEVO and its partnershave been an important advocate for incomegeneration.The programme has run 25projects focusing on trading and enterprise,assets, procurement and commissioning, aswell as initiatives to better understandneeds and enable expertise sharing.Thesehave been delivered in a range of waysincluding training, consultancy and coaching.

ACEVO’sAim for 2010To stimulate a culture change in the supportoffered to the sector so that frontlineorganisations understand the many vehiclesof income generation and can make thebest use of them to maximise financialsustainability and independence.

The DifferenceWeMadeConfidence:There is evidence of increasedconfidence by programme participants. 95%of participants in the CommunityAssetsMatter and Community SectorTradingprojects reported an increased confidence.92% of those receiving training on thedeveloping consortia toolkit also reportedincreased confidence.Those involved in theprocurement training network reportedthey would be better able to supportfrontline organisations.

Reach:The income generation programmehas succeeded in reaching priority targetaudiences. 46% of participants in theprogramme have been senior managersor chief executives, and 43% have beendevelopment workers. The programmealso attracted participants from all Englishregions and held events throughout the

country.The programme succeeded inattracting participants from BME anddisability third sector organisations. 18% ofcourse participants were from BME groupsand 17% from disability groups.

The programme succeeded in targetingsupport providers. 59% of the 1,216participants came from organisations thatare primary support providers (i.e.organisations whose primary purpose isproviding support to other voluntaryand community organisations). 23% camefrom secondary support providers(e.g. community anchors and localauthorities).We also reached a further3,000 people who have downloaded theguide to theTax Implications ofTrading.

KEY 2010 PROJECT -The Income Generation Programme

Read thisACEVO Impact Case Study in full at www.acevo.org.uk/impactreport2010 - ACEVO IMPACT REPORT 2010 13

Cutswatch.org.uk is a microsite that wascreated byACEVO to help third sectorleaders to understand and keep up-to-datewith the changes around public sectorservices and funding.The microsite hostsnews stories and thought pieces and lists arange of resources including free eventsand publications.

ACEVO’sAim for 2010To provide on-going support to those in thethird sector that require information on thepublic spending cuts, enabling them to makemore informed decisions on behalf of theirstakeholders.

The DifferenceWeMadeKnowledge building:Through theavailability of news and free resources wehave helped both members and non-mem-bers to learn about how to manage thecuts within their organisations.

Information sharing: We have activelyasked members and partners to createcontent for the site and share knowledgewith their peers on how to manageorganisations during this tough economicclimate.

KEY 2010 PROJECT - Cutswatch.org.uk


Leadership and Governance is one of 13workstreams funded by Capacitybuilders toimprove governance support to the thirdsector. Each workstream aims to ensure thatthird sector support providers are equippedto provide high quality support services tofrontline organisations.The Leadership andGovernance workstream focuses onstrengthening the ability of support providersto provide development support ingovernance and leadership in order toincrease the effectiveness of third sectororganisations.This workstream is led byNCVO and partnered byACEVO andthe Community Sector Coalition.

ACEVO’sAim for 2010To provide support on leadership andgovernance to increase the effectivenessof frontline organisations; to promote goodleadership and governance practices bysupport providers and frontlineorganisations.

The DifferenceWeMadeInvesting in Leaders:Now in its thirdyear,ACEVO’s ‘Investing in Leaders’programme, through the Leadership andGovernance workstream, has developednew methods of supporting third sectororganisations by removing barriers toaccessing leadership development.Thisincludes resources through cross-sectorlearning and bursaries.

Engaging the public and private sector:We have built on our successful relationshipswith the private and public sectors toprovide innovative opportunities for crosssector learning, and passed on these skillsthrough our resources.We have demon-strated the impact of these relationships,both as a sustainable CSR activity, and amutually beneficial development opportunity.

Effective Engagement:We haveexamined the role and effectiveness ofthird sector leaders in sub-national decisionmaking.We have engaged with officials andGovernment leaders to ensure the thirdsector voice is heard effectively at sub-national levels.We have developed thirdsector leadership skills in three key areas;campaigning, influencing and communication.

“The bursary was absolutely crucial in enablingme as CEO to gain my Chair's approval to takepart in the New CEO Programme.Thanks to theway the course has been structured, I am easilyable to take time out of the office to meet otherCEOs and an experienced tutor to both shareand learn things that should help me to becomea more effective CEO.”Clifton Robinson, Chief Executive,HousingDiversity Network


KEY 2010 PROJECT - Leadership and Governance Programme

“ACEVO’s ability to organise small groupmeetings with Ministers,Home secretariesor Directors of Offender Management in myexperience is extraordinary.”Rob Owen, CEO, St GilesTrust

“ACEVO’s publication The CEO’s Guide to BoardDevelopment gave me a real insight into thechair and CEO relationship and to this day it isstill one of my trusted yardsticks.”Sharon Allen, CEO, Skills for Care

“ACEVO’s GovernanceReview Service (GRS)was a more roundedreview at a competitiveprice.This is definitely agood time to undertaketheACEVO GRS.You need to make sureyour board is robustenough and you needgood leadership.”Rodney Hill, CEOWiganLeisure and CulturalTrust

“TheACEVO New CEO Coursewas absolutely crucial in helpingme through my first year in mynew role. I, like many of the CEOswho were on the course,was takingon a major change programme inmy charity, and I needed all of thetools and support I could musterto get through it.”Pat Fitzsimons, CEO,Community Network

“ACEVO membership gave me access toan advisor who knew exactly what I wantedand how to help. I was impressed by theadvisor’s insight and professionalism.”Angela Dinsdale, CEO, St Cuthbert’s Hospice

“Enjoying the updates [email protected] links/knowledge being shared.”Ben Matthews, CEO, Bright One

The National Programme forThird SectorCommissioning (NPTSC) is an LGImprovement and Development (formerlythe IDeA) initiative being delivered byACEVO and other public and third sectorpartners. The programme aims to improvethe contribution of the third sector to publicservice design and delivery by developingsmarter and more effective processes andcommissioning practices.The initiativesupports the development of key skills andthird sector organisation capacity to helpwin business and influence commissioningpractice.

ACEVO’s role and delivery has focused ondirect support with tendering and biddingworkshops aimed to increase the sector’scapacity to make the transition to adjustto individual budgets.

ACEVO’sAim for 2010Improve the bidding practice of third sectororganisations.

The DifferenceWeMadeTailored Support:Our tailored supporthas enabled four organisations to winbusiness.Training delegates told us the OneDay BidWriting session helped sharpenthinking; gave clear pointers on bidapplication and addressed priorities for nextsteps.Over half of the organisations usingour Bid Decision MatrixTool reported thetool helped them make good decisions aboutwhich tenders to apply for and preparebetter for them in the future. 98% ofdelegates attending Individual BudgetSeminars told us the course was relevant.75% reported the Individual Budget Courseanswered their questions about thetransition process and pricing.


KEY 2010 PROJECT -The National Programme forThird Sector Commissioning

Over the year leading up to the 2010general electionACEVO was activelyengaging with all the major political parties.During this period it became clear that itwas highly likely the Conservatives couldform part of the next Government.

In that scenario, their decisions would havea significant impact onACEVO members’beneficiaries and onACEVO members’organisations,with the Government nowthe single biggest source of income for thesector as a whole.

ACEVO’sAim for 2010To build leading Conservatives’understanding of, and relationships with,third sector leaders.

The DifferenceWeMadeOur engagement with leading Conservativeshas helped put the sector at the heart oftheir programme for Government.

Their manifesto included numerouscommitments to giving third sectororganisations a greater role in deliveringpublic services.

Those commitments have been reflected inthe plans the Conservatives have outlined aspart of the coalition Government: thecoalition agreement and the SpendingReview made explicit commitments togrowing the third sector’s role in deliveringpublic services and to supporting the sectorin its work more generally.

Many of the specific issues we raised withConservative shadow ministers over thecourse of the year and through theConservative/Third Sector Summit – forinstance, the importance of social investment,the need to regulate prime contractors’treatment of subcontractors – have nowbeen translated into Government policy.


KEY 2010 PROJECT - Influencing the Next Government

Lambeth Council andACEVO established astrategic partnership to prepare the localthird sector for the implementation ofpersonalisation.ACEVO was tasked withworking across the Borough, tapping intoand creating local cross-sector networks topromote understanding of the shiftingcommissioning environment, identifyingcapacity challenges for the sector anddeveloping the skills of local third sectorchief executives to ensure the greatersustainability of organisations acrossthe Borough.

ACEVO’sAim for 2010To increase the number of third sectororganisations aware of the personalisationagenda; to support organisations tounderstand the impact the changes incommissioning will have on the way theyoperate; to develop the skills fororganisations to survive and grow in thecoming years.

The DifferenceWeMadeAwareness raising: During thisprogrammeACEVO has raised awareness ofthe national and local policy context withinwhich personalisation is being introducedthrough workshops, presentations,face-to-face meetings and the LambethCommission on Personalisation’s final report.

Knowledge and skills:Through theworkshops, presentations, events and thefinal report we have developed knowledgeand the skills to adapt to the newcommissioning landscape amongst localthird sector CEOs.

Developing cross-sector networks:The work of the Lambeth Commissionwas widely praised by the Councilrepresentatives and third sector leadersalike for the way it promoted constructivecross-sector working.Historically,relationships between the public and thirdsectors have been fairly fractious and thiswas seen as an intervention that madesome headway in improving this.

Raising the profile of Lambeth’sapproach:Following the launch of theCommission’s final report,we securedarticles and blogs in Third Sector and theCharityTimes promoting a collaborative,cross-sector approach to theimplementation of personalisation.

The project managed by ACEVO has beenimportant for the development of both thevoluntary sector and statutory sector.The processhas been instrumental in developing constructive,co-productive working relationships betweencommissioners and providers in a way that hasnot been possible before.The forum facilitated byACEVO provided an opportunity to sharethoughts and views on the challenges andsolutions in transforming service delivery and thereport,‘Survive andThrive’, provides practicalguidance to assist anyone with an interest intackling the changes needed to makepersonalisation a reality for the majority ofservice users.Helen Charlesworth-May, Executive Directorof Integrated Commissioning, LondonBorough of Lambeth


Read thisACEVO Impact Case Study in full atwww.acevo.org.uk/impactreport2010KEY 2010 PROJECT - Strategic Partnership with Lambeth Council

ACEVO is a delivery partner for theNational Performance Programme, aCapacitybuilders funded programme thatsupports local infrastructure organisationsto improve their performance. In 2010ACEVO worked with the ChurchesConservationTrust to create a method tomeasure its environmental impact.Thelessons from the project will be sharedwith the sector in 2011.

The National Performance Programme’soverall aim is to increase awareness andunderstanding of the need for effectiveperformance,with a particular emphasison the leader’s role in prioritisingperformance management.

ACEVO’sAim for 2010To provide third sector organisations withthe information required to measure theirenvironmental impact and to raise awarenessamong third sector leaders of the need toprioritise performance management.

The DifferenceWeMadeAwareness raising:We continued theawareness raising campaign we launched inyear two to promote better understandingof the need for performance management.This took the form of e-bulletins andmagazine articles, each of which reached atotal of 2,000 chief executives.

Knowledge and skills:The ChurchesConservationTrust understands and isbetter able to manage its environmentalimpact.The wider impact of this projectwill be measured over 2011 when thelearning from the project is distributed tothe third sector.

Summary of achievements:2010 wasthe final year of the National PerformanceProgramme.Over the last three years wehave: distributed 6,000 sustainabilitypublications; designed and implementedperformance management systems for threelocal infrastructure organisations; designedand delivered an environmental impactmeasurement system for one organisation;and delivered a two year campaign aimedat third sector leaders to raise awarenessof the importance of performancemanagement.


KEY 2010 PROJECT - National Performance Programme

Late in 2009, the then Health SecretaryAndy Burnham announced that the NHSwas his ‘preferred provider’ to deliverhealth services.

Third sector organisations delivering healthservices to their beneficiaries under contractor grant from the NHS quickly reported theimpact on the ground,with some commis-sioners interpreting the move as meaningthey would have to cut funding to the thirdsector.Many more third sector organisationshoping to provide more health servicesfeared they would be shut out.

ACEVO’sAim for 2010To enableACEVO members who want todeliver health services to their beneficiariespaid for by the NHS to do so.

The DifferenceWeMadeReversal of policy: In the Department ofHealth guidance on competition to deliverhealth services,‘preferred provider’ waseffectively neutered.The Principles and Rulesof Competition and Cooperation statedthat ‘commissioning and procurement mustbe… non-discriminatory’, and the PCTProcurement Guide made clear that ‘thecommissioning process… should benon-discriminatory… neither favouringnor excluding any particular provider.’

The future Health Secretary,Andrew Lansley,committed to reversing the ‘preferredprovider’ policy. Though the DH pulled theplug on our case against GreatYarmouthandWaveney PCT, the ‘public sector only’procurement process they had enteredinto was stopped.

Through coverage in the Health ServiceJournal and national media, a clear messagewas sent to NHS commissioners thatanti-competitive procurement would bechallenged and ran counter to Governmentguidance.


KEY 2010 PROJECT -The NHS as ‘Preferred Provider’

TheACEVO CEO in Crisis Service provideshelp to chief executives that feel they havereached a crisis situation and requireemotional or legal support. Service usersmay also fear that their job may be at riskor fear that they are facing dismissal.Thisservice has been a free member benefit fora number of years.Cases are dealt with byformer ex-third sector leaders and solicitorswith third sector expertise – members aresafe in the knowledge that their case will behandled by experienced individuals.

ACEVO’sAim for 2010To provide an excellent service for membersat a time when the economic climate wouldcreate high levels of stress and pressure forthe sector’s leaders and to develop theservice to provide members with practicalresources.

The DifferenceWeMadeService levels:This yearACEVO handled asignificant number of CEO in Crisis cases.Cases covered issues with CEO/chairrelations, unfair dismissals and bullying inthe workplace.

Practical resources:We published a guidefor Full members ofACEVO entitled TheCEO and Chair in Crisis – Positive Stepsfor Recovery.This was distributed to allCEOs in membership to provide them withinformation on how to resolve conflicts withthe chair, realigning the CEO and chair rolesand how to make sense of their crisis.

Our National Conference featured akeynote presentation from a third sectorCEO on maintaining good relations with theCEO and board. 280 delegates attendedthe conference. In addition, one of theworkshops on the day, The CEO in Crisis:Howto RecoverWhenThings GoWrong, providedpractical help for CEOs that felt isolated andneeded resources that would help them toreverse their situation and recover fromtheir individual crisis intact.

“The CEO in Crisis service provided me withexpert, accessible and timely advice. The charityCEO can be a lonely job, especially for first-timeCEOs.The CEO in Crisis service was aconfidential helping hand and I would definitelyrecommend it to ACEVO members.”Udeni Salmon, ex-third sector CEO andclient of theACEVO CEO in Crisis Service


KEY 2010 PROJECT - CEO in Crisis Service

42The number of CEO in Crisiscases that the team has dealtwith over the last year.

1,622The number that saidthey would recommendanACEVO event toothers.

5,594The number of membersand non-members thatattended anACEVOevent in 2010.

91%The percentagethat said theworkshops atour NationalConferencemet their needs.

700ACEVO members involved in theACEVOLinkedIn Group.

315Number of mentionsin the press.

9,557Downloadswere made ontheACEVOwebsite.681

The number of books thatACEVO sold in 2010.

30The number of free publications,guides and factsheetsACEVOproduced in 2010.

100,000Visitors to theACEVO websitein the last year.

10The number of interns thatACEVOhas supported and helped find employment.


FINANCE

This summary financial information is takenfrom the fullTrustees' annual report andstatutory financial statements,which wereapproved by theTrustees on 29 July 2010.The statutory financial statements, on whichthe auditors,GrantThornton UK LLP, gavean unqualified audit report, have been sub-mitted to the Registrar of Companies andthe Charity Commission.

This summary information may not containsufficient information to gain a completeunderstanding of the financial affairs of thecharity.The fullTrustees' report, statutoryfinancial statements and auditors' reportmay be obtained from the CompanySecretary or downloaded from theACEVOwebsite:www.acevo.org.uk/accounts

Lesley-AnneAlexanderChair, ACEVOSigned on behalf of theTrustees


HOWWE RAISED OUR INCOME IN 2010

HOWWE SPENT £3.2M IN 2010

MEMBERSHIP 22%GRANTSAND CONTRACTS 45%EVENTS & PD 22%PUBLICATIONS 2%INTERNATIONAL 4%DONATED SERVICES 2%ACTIVITIESTO GENERATE FUNDS 3%

COSTS OF GENERATING FUNDS 3%GOVERNANCE 3%PUBLICATIONS 8%INTERNATIONAL 6%GRANTS & CONTRACTS 43%EVENTS & PD 24%MEMBER SERVICES 13%


GOVERNANCEAND BOARD

ACEVO’s board oversees the directionand management of the association.Theboard meets five times a year including astrategic away-day. Board members areoften involved in other aspects ofACEVO’swork such as sitting on sub-committees,chairing Special Interest Groups and actingas ambassadors forACEVO.We arecommitted to good governance and theboard has reviewed its performance againstthe code of good governance using themethodology ofACEVO’s own governancereview tool.

The board consists of:• up to twelve full members electedby themembership

• up to three individuals co-optedby the board

• a treasurer appointed by the board

• ACEVO’s Chief Executive

2010 Board MembersLesley-AnneAlexander,CEO,RNIB (ACEVO Chair)CliffAllum,CEO, Skillshare InternationalVirginia Beardshaw,CEO, ICANStephen Bubb,CEO,ACEVOStephen Burke,CEO,Counsel & CareTony Collins,CEO, Saint Michael's HospiceTom Flood,CEO,BTCVLeila Furguson,CEO,West Berkshire MencapSimon Hepburn,CEO, Advisory Centre for EducationDiana Kingdon,CEO,Greenoak HousingAssociationPriscilla Nkwente,CEO,Black HealthAgencyAllison Ogden-Newton,CEO, Social Enterprise London (ACEVOVice Chair)Srabani Sen,CEO,Contact a FamilySudhir Singh, BakerTilly (Treasurer)JanTallis,CEO, Schools Home SupportJudyWeleminsky,CEO,Mental Health Providers Forum

The chair, vice chair and treasurer form the officers of the board.For further information about our board, please contact theCompany Secretary on 020 7280 4934.

CONTACTSACEVO membership is available to any leader or senior manager in the third sector.Would you like to find out more? Contact the staff below or visit www.acevo.org.uk/membership

London Office1 New Oxford StreetLondonWC1A 1NUT:+44 (0)20 7280 4960F:+44 (0)20 7280 4989

Leeds Office3Albion PlaceLeedsLS1 6JLT:+44 (0) 113 243 2333F:+44 (0)20 7280 4989

Email us via [email protected]

Visit www.acevo.org.uk

Follow us onTwitter:@acevo

Join us on LinkedIn:ACEVO

Become a fan on Facebook:ACEVO

View photos on Flickr:ACEVO

Contact theTeamSir Stephen BubbChief ExecutiveT:020 7280 4969E: [email protected]

Peter KyleDeputy Chief ExecutiveT:020 7280 4930E:[email protected]

Seb ElsworthDirector of StrategyT:020 7280 4964E: [email protected]

Katherine HudsonDirector of Membershipand MarketingT:020 7280 4973E: [email protected]

Louise SmithDirector of FinanceT:020 7280 4966E: [email protected]

Jenny BerryACEVO North DirectorT:0113 243 2333E: [email protected]

FilippoAddariiDirector of InternationalProgrammesT:020 7280 4979E: [email protected]

YemiAdeshiyanHead of EventsT:020 7280 4965E: [email protected]

Liam CranleyHead of ImpACTT:020 7280 4938E: [email protected]

Orli GorenskiHead of Business DevelopmentT:020 7280 4976E:[email protected]

Agnes JumahHead of MarketingT:020 7280 4983E: [email protected]

Erin McFeelyHead of Regional Policy andDevelopmentT:0113 243 2333E: [email protected]

Richard McKelveyHead of Corporate PartnershipsT:020 7280 4978E: [email protected]

Ralph MichellHead of PolicyT:020 7280 4972E: [email protected]

Dionne NelsonHead of Income GenerationT:020 7280 4935E:[email protected]

Julia RichardsHead of Professional DevelopmentT:0113 243 2333E: [email protected]


All of the work ACEVO does would not be possible without the help and support of a number of people and organisations.We would like to take the opportunity to thank all the individuals, partner organisations, government departments andfunding bodies that make the work that we do and the changes that we make possible.

Most of all we would like to thank all ACEVO members.


THANKYOU

acevo impact report 2010 / 2011

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