Just a small sample of some of our case studies and successful client engagements
Age UKs in Kent Consortium
Achill Management worked with 6 Age UKs in Kent, covering the whole county, over a period of 6 months to support the development, formation and early stage operation of this new consortium. Although all part of the Age UK wider brand the six charities were all very different in style, size and operational approach and had spent significant time discussing joint working without being able to form a coherent plan as to the way forward. By supporting the steering group of chief officers and working with their trustees, alongside representatives from the head office Achill Management was able to help the consortium members prioritise what was important and galvanized them into action. Read more
International Network for Building, Architecture and Urbanism (INTBAU)
The Director of this small charity was due to take 12 months maternity leave. The Trustees required a cost-effective solution to cover her role which ensured continuity, provided a “safe pair of hands” and ensured the work of the charity was developed in the interim. This needed to be delivered as cost-effectively as possible. With his knowledge of the sector, Jim was able to act as the interim Director for 12 months, working alongside the charities Trustees and other key stakeholders to develop and deliver the charity’s work programme, adding value through enhancing both strategic programmes and tactical events and services, as well as providing line management support to a central staff member. Read more
The Aldingbourne Trust
The Aldingbourne Trust cares for and supports adults with learning disabilities across the South of England. Kevin and his team created a tiered, integrated marketing strategy which supported the charity as a whole and the 9 separate entities within it all leveraging the core brand, philosophy and focus. They created internal communications programmes to engage with the staff and volunteers (volunteers weren’t previously included at all) and their ‘Friends’. Incorporated internal and beneficiary audience research and collation of feedback to drive the activity planning and coached the in-house team to deliver the plan. In addition they launched two new social enterprises. Read more
Hidden Britain is a UK-based rural development charity. Kevin Baughen woked with the charity to create a valid marketing approach including strategic priorities and relevant activity plans, designed and launched a new product range via multi-media campaigns to a limited budget. He created a new website and built a social media presence to influence stakeholders and evidence value of the new way of doing things. He engaged the beneficiaries and key stakeholders through extensive primary and secondary research to underpin key activity planning: Online surveys, social media research, face to face interviewing, focus groups and interpretation and analysis. Read more
Voluntary Action Islington
Achill Management worked with Voluntary Action Islington following their merger to support organizational restructuring and business planning. A full organsiational audit, reviewing all aspects of the charities operations, staffing, governance and leadership included interviews with all staff, trustees and stakeholders, led to a comprehensive report with a detailed set of recommendations for change.
Following presentation and acceptance by the Board of Trustees of the recommendations, the Achill Management team supported the Chief Executive and his senior managers through a new strategic planning process, which ran alongside the relocation to a new and larger office premises.
Our focused intervention allowed the newly merged organisation to move quickly into an effective high performing operation which continues to grow.
Building Team Resilience
The Finance Team of a faith based charity were struggling to deal with the demands being placed on them as recession bit. The organisation was seeing donations reduce and the expectations on the team increase. Difficult decisions were making them unpopular, stress related illness had increased. and a freeze on new appointments was increasing the daily pressures on individuals. The Finance Director invited Carole Pemberton to come and work with the team because he felt that both his own and the team’s resilience were being impacted. Read more