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2020-09-30-accounts

2019–2020

Annual Report Financial Statements and Auditor’s Report 1 October 2019 – 30 September 2020 ecpr.eu

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ECPR | Annual Report

Founded in 1970, ECPR is the leading European academic association with a mission to advance political science.

We bring scholars together across our global network to develop research and grow the discipline.

Our members are universities, and the communities within them, engaged in the research and teaching of social sciences. Through our events, publications and research groups, we foster scholarly collaboration across borders.

We support academics at every stage of their career, providing training, research opportunities and professional development. ECPR helps interpret the world’s complex and changing political landscape for the benefit of all.

2019–2020

2019–2020

Report of the Executive Committee

The European Consortium for Political Research (ECPR) is pleased to present the Trustee’s Report together with the financial statements of the charity for the 12 months ending 30 September 2020

The financial statements comply with the requirements of the ECPR’s Constitution, the charity’s trust deed, the Charities Act 2011 and ‘Accounting and Reporting by Charities:

Statement of Recommended Practice’, in accordance with

the Financial Reporting Standard applicable in the UK and Republic of Ireland published in October 2019.

About us

The ECPR is a learned society and UK registered charity that supports the advancement of political science.

Our mission is to advance political science. We do this in two ways:

Our members are universities and research institutes concerned with the teaching and research of political science and related disciplines.

Within these institutions is a community of tens of thousands of scholars, from PhD student to senior professor, all of whom benefit directly from ECPR membership. While the ECPR is a membership association, our activities are open to all.

Our charitable status

Public benefit

development of a range of activities and initiatives to foster deeper and more productive collaboration between scholars worldwide, with the aim of producing the best quality research. These activities include:

The Executive Committee has a duty to ensure that the activities undertaken by the ECPR fulfil its charitable objectives and provide a public benefit. Our public is the academic institutions which make up our membership and those scholars who study and teach within them. It is also the wider general public, whose lives are influenced by the resulting research. The EC ensures this public benefit is met through the creation and continued

This report provides a summary of these activities carried out in the 2019–20 financial year.

Grant-making policy

As a membership association we provide a range of funding opportunities to both individual scholars and groups affiliated with the ECPR. This provision of funding and financial support to our affiliates and Standing Groups and Research Networks, is one of the primary ways in which we achieve our charitable objectives.

In 2019 the EC reviewed the ECPR’s funding provision and developed a new Fee and Funding Policy which included a number of provisions aimed at increasing and improving the value to affiliates and in turn their institution. From this, the following changes were to be implemented from the 2019–20 financial year:

The Covid-19 pandemic meant that international travel was not possible from late February 2020. Therefore, with the exception of the Winter Methods School which was held in Bamberg in February, all ECPR events took place virtually. The travel element of the funding budget was repurposed to increase the overall fund available for fee waivers, thus also increasing the number of recipients to which it was available. The online format of events opened up participation beyond our traditional boundaries, which, along with the increased funding, made them far more accessible for all members of the profession in 2020.

We support the ongoing development and activities of our Standing Groups and Research Networks through practical support and allocations of funds. Financial provision enables our groups to hold training schools, workshops, and conferences. It also supports the attendance of younger scholars. Funding is made available to allow Standing Groups and Research Networks to sponsor external events in collaboration with third parties which align with the thematic topic of that group.

Nearly €80k (the budget is set in Euros) was made available in 2018–19. £40k was distributed to and via these groups. In 2019–20 the pandemic restricted possibilities for in-person events. Though some events were held virtually, the amount of funding required was significantly lower, at £16.5k. We supported Standing Groups’ participation in our virtual General Conference, making significant funding available for them to allocate to participants, in cases where the greatest need was identified.

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ECPR | Annual Report

2019–2020

2019–2020

Statement from our Chair

The coming years will oblige us to find the right balance between intensive, in-person exchanges and the cost and impact of academic travel

This Annual Report looks back at probably the strangest year yet for the ECPR. Having closed a very successful 2018–19, we were getting ready to celebrate our 50th anniversary in 2020. That golden anniversary would have marked all our events, and included the launch of a new event aiming at providing professional and career-building skills to young scholars in the final stages of their PhD. A tiny virus has, however, shaken our world, and academic research and teaching has been deeply affected.

An organisation like ECPR, committed to advancing political science, had to adapt and change its plans. While doing so, we did, however, proudly celebrate our anniversary. One achievement was the creation of the 50th Anniversary Fund, which now helps scholars facing difficulties to participate in our events.

Keeping in mind ECPR’s major mission to provide political scientists with the means and platforms to present and publish their work, to exchange ideas, to receive training and to build and expand their networks, our central commitment has been to keep on going .

The Winter School of January 2020 was offered as a ‘normal’ in-person event, but from there on, all activities and events were transformed into successful virtual events. A large number of scholars participated in them, with very high degrees of satisfaction. Knowing that we are able to offer good-quality virtual experiences, we rapidly decided to go virtual again for all events and activities in 2021 and to plan carefully for the best possible experience. The situation is, of course, not ideal. We have a long tradition of events, always organised on the campus of a member institution. Virtual alternatives cannot offer the same intense exchanges and the pleasure of sharing time with the colleagues.

The financial picture for 2019–20 does not look too bleak. By not cancelling or postponing events, and by offering well-organised and attractive online alternatives, we have been able to generate enough income to keep the books balanced. We have built a solid financial basis over the past few years, and can absorb some shocks if needed.

We do, however, expect to face a few challenging and difficult years. We are all eager to go back to normal, but we also know that the pandemic will exert a lasting impact. Universities are under increasing financial pressure, and that will undoubtedly have consequences for the way scholars can engage in international exchanges. The coming years will oblige us to reflect on the number and type of our events, and to find the right balance between intensive, in-person exchanges on the one hand, and the cost and impact of academic travel on the other.

The Executive Committee that took office in May 2018 set itself several goals. One of these was to streamline ECPR’s governance structure, creating a clear framework of delegation of tasks among the Executive Committee, and between the EC and staff at Harbour House in Colchester. That goal has been achieved.

The EC has also – following a thorough scoping and consultation exercise – published a new Framework for ECPR’s Standing Groups and Research Networks. With the new Framework we have given these groups more flexibility in the way they organise themselves. We also offer them much more direct support – financially and logistically – for the activities they develop.

Another goal was to improve the gender balance across the different aspects of ECPR’s work. Our 2018 Gender Equality Plan identified the problems, set clear targets and defined the actions needed to reach them. The results are now visible, but there is still some way to go. We are not yet the gender-equal role model that we would like to be. And achieving a better gender balance can only be the first step towards becoming an organisation that truly reflects the increasing diversity of the political science community.

From May 2021 a new Executive Committee, chaired by David Farrell, will take office. Thanks to the new rules for electing its members, this EC is the first in ECPR’s history with the same number of male and female members.

I wish the new team all the best. It arrives at a difficult but also challenging and interesting time, that allows for a creative rethinking of the way Europe’s most important political science association can remain the point of reference for all of us. ECPR’s major events mark the rhythm of the academic year, and its high-quality publications are an important source of information about political science research.

I am convinced that ECPR will continue to offer good services to our community. It will continue to advance political science in a turbulent world, in which the insights offered by political science are more needed than ever before.

Kris Deschouwer, Chair, ECPR Executive Committee, 2018 – 2021

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2019–2020

2019–2020

A Year of ‘Firsts’

In last year’s Director’s statement, I wrote about change resulting in both challenges and opportunities. Little did I think then that these words would come true in such a literal way.

2020 will remain for many a year of sadness, isolation and a period defined by the restrictions imposed upon our lives. Although we are not out of the woods quite yet, the vaccine has given us a new hope of life getting better again. As we regroup, we reflect on a year of ‘firsts’ for ECPR.

In March 2020, Harbour House closed its doors to staff and members for the very first time to enter Lockdown 1.0; since then, staff have been working from home, striving to deliver a service that is as close to usual as possible. This was followed swiftly by the first virtual Publications Retreat, and the first ever full virtual EC meeting.

Last year, I wrote about change resulting in challenges and opportunities. Little did I think these words would come true in such a literal way

In April, the 48th Joint Sessions became not only our first virtual Joint Sessions, but also ECPR’s inaugural virtual event, delivered on a shoestring, held together by the goodwill of those who attended. And much like the very first Joint Sessions back in 1973, this event shaped all other ECPR events to come.

May brought further firsts, with virtual recruitment resulting in the appointment of editors for our new blog site, The Loop. This was followed in June by our first virtual Standing Group Retreat. It was also the time when we began to deliver virtual Standing Group events, starting with the Conference of our Standing Group on Teaching and Learning.

We created awards such as the Rising Star to nurture future talent, the 50th Anniversary Fund to support scholars in need, and the Bonus Fund to provide seed-corn funding to enable scholars to advance innovative and novel ideas.

And we listened to you, our members, introducing initiatives such as the allocation of grant funding to Standing Groups, allowing them to distribute and lower barriers to participation, in recognition of the challenges of additional caring responsibilities.

August saw the first virtual Methods School, in collaboration with CEU, and the first virtual General Conference, run on ECPR’s very first custom event platform. Here, ECPR celebrated its landmark 50th anniversary, not with a bang perhaps, but a gentle bugle, premièring a film and launching The Loop. And finally, to September, where we held our Council Meeting in a virtual environment, again, for the first time.

Like many other organisations, we enter our next financial year carrying the burden of a tough previous one. ECPR’s income for the year has been affected not only by the economies of the pandemic, but also by our choices.

We consciously chose to waive fees where possible, and to maintain or reduce them where it was not. We not only continued to fund our members to attend our events, but we also channelled more into those funds by re-purposing other budgets to bolster the number of grants we could give.

Recounting this last year feels strange, the events and experiences too many to fit into just twelve months. And so, we look to the future, to the next twelve months, with some trepidation perhaps and also, with humility, because we know that our lives are yet to return to normal.

It is my hope that you will continue with ECPR, that you remain confident we are here for you, and that you, too, can look back with pride at everything you accomplished, despite the global pandemic.

ECPR will continue to forge ahead, building spaces for our members, providing stability and a sense of kinship in a rapidly changing and uncertain world. We are able to do this because of the support that exists in our community – and for this I’d like to offer you my sincere thanks.

Tanja Munro, ECPR Director

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ECPR | Annual Report

2019–2020

2019–2020

A year in review

Impact of the Covid-19 pandemic

Like many organisations, the impact of the global pandemic on our operations has been significant. On 17 March 2020, following advice from the UK Government, we took the decision to close our offices at Harbour House and all staff worked remotely from home throughout the pandemic.

reduced programme. Registration fees for the live event were refunded, and the 87 participants who took part in the virtual Joint Sessions did so free of charge.

Our next virtual event was the Summer Methods School , conducted using a mixture of pre-recorded and live teaching materials delivered via Zoom, with assistance from Central European University Budapest’s Moodle platform.

Making the switch

Thanks to the international nature of the organisation and our activities, and investments already made in technology and processes, ECPR already had much of the infrastructure and equipment in place to allow a fast and relatively seamless transition to remote working for staff, so day-to-day operations were not largely disturbed.

ECPR’s in-house IT Team developed a bespoke virtual conferencing platform for the General Conference . It aimed to replicate the feel of a live conference in a virtual environment, combining Zoom integration with a simple way of navigating the different elements of the event.

Due to the untested nature of it format, the EC decided to postpone the launch of our new graduate event, the ECPR Futures Lab , amid the pandemic.

However, the sudden disruption to the working environment while juggling other commitments, such as home-schooling and caring responsibilities, was a challenge for our staff.

Innovating in adversity

Weathering the storm

2020 did see the launch of a number of new ECPR activities, some already under development and some invented out of necessity.

2020 was ECPR’s 50th anniversary year. Several new activities were scheduled on top of our regular programme to celebrate it.

The House Lectures , named after ECPR’s headquarters, Harbour House, launched in December 2020, to round off the year and thank the community for its support. Our first two speakers were recipients of the Lifetime Achievement and Rising Star Awards respectively. More lectures are planned for 2021.

Long established events had to be rapidly reimagined in a virtual context so we could continue to deliver activities and membership benefits to our community. Feedback from all stakeholder groups was extremely positive, and we feel ECPR is in the best position it can be to weather the continuing impact of the pandemic.

The Loop blog site launched in autumn 2020, publishing impactful content aimed at bridging the gap between academe and the public sphere. Taking into account the pandemic, Brexit and the US elections, we were not short of fascinating content to kick-start this new venture.

Calendar of events

Of all our planned events, only the Winter Methods School took place in person, from 14–21 February 2020 at the University of Bamberg.

Finally, many of our Standing Groups embraced the opportunities presented by online meetings to launch a number of new seminar series, each on a topical theme reflecting their area of interest. With several sessions taking

The Joint Sessions of Workshops , due to be held at Sciences Po in Toulouse, took place virtually via Zoom, with a significantly

place every week at times, these new events have significantly enriched our offering to the community.

Virtual governance

Beyond the impact on events and administration, there was also an impact on Governance. The Executive Committee was forced to cancel its scheduled meeting at Harbour House in March 2020 and instead hold the meeting via Zoom – a first for ECPR The EC summer meeting usually held at the General Conference was also conducted via Zoom, as was our annual Council meeting.

Other meetings normally held at Harbour House, such as the Publications and Standing Group retreats, also took place virtually.

50th Anniversary year

2020 marked the occasion of ECPR’s 50th Anniversary. Much was planned to celebrate the milestone.

In 2019 we decided to use our 50th Anniversary as an opportunity to review the ECPR brand and to create a fresh new look to carry the organisation forward into its next half century. We worked with a local creative agency to establish a clear and contemporary new visual identity, reflecting ECPR’s rich heritage and our vibrant current community.

We also began planning a number of commemorative activities for the anniversary year, a 50th Anniversary Film, and celebrations that would take place at our flagship events. A brand-new event, the ECPR Futures Lab, was set to launch.

Membership

Our membership comprises the world’s leading academic institutions concerned with teaching and researching political and social science. From this membership stems tens of thousands of individual ‘affiliate’ members across some fifty countries. The activities and services we provide are aimed primarily at these affiliates, but ultimately also benefit their institution.

Financial impact

The most significant impact of the pandemic was on our finances. We did not charge participants to take part in the Joint Sessions, and General Conference registration fees were significantly reduced. Our event income reduced by £282k compared to the previous year.

While some costs, such as room hire, were saved, other expenses such as Zoom licences, were incurred. The significant administrative costs remained the same because ECPR staff had to develop completely new practices for delivering virtual events and providing support for them. Subsequently, the surplus produced by the events portfolio dropped by £34k.

Another major element of our work to be affected was the investment portfolio. In the 2018–19 year, this produced investment gains of £60k, but in 2019–20, it gained only £6k. Overall, our surplus dropped from £266k in 2018–19 to £86k in 2019–20.

The pandemic meant that 2020 was not the year we had planned, but we still managed to mark the occasion. The re-brand had already launched, and work on our book Political Science in Europe: Achievements, Challenges, Prospects was complete. We also managed to record our 50th Anniversary Film, conducting interviews with ECPR’s two surviving founding fathers, Richard Rose and Jean Blondel, at Harbour House in October 2019 and January 2020. The remainder of the film’s subjects were recorded remotely. Our film premièred at the virtual General Conference in late August.

Finally, as noted above, The Loop launched at just the right time, in autumn 2020, to capitalise on the opportunity to shine a political science light on major international issues and current affairs.

The membership year runs concurrently with our financial year, from 1 October–30 September.

Our highest membership recorded to date was 350 in 2015–16. 2019–20 saw a small drop from 331 in 2018–19, to 320.

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Events

We organise a comprehensive programme of academic and professional events every year, comprising:

two annual events, the Winter and Summer Schools.

In addition to this core programme, a variety of events is organised each year by our Standing Groups; see the table below.

Relations with other organisations

We continue to work closely with a number of scholarly associations operating within the same field of interest. This includes organising regular panels at each other’s conferences, and in 2019 conducting a World of Political Science (WPS) survey in collaboration with the International Political Science Association (IPSA), looking at the state of the discipline across Europe and the rest of the world.

We are members of the Association for Learned and Professional Society Publishers (ALPSP), the Committee on Publication Ethics (COPE) and the International Science Council (ISC) with whom we award the Stein Rokkan prize.

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Event Standing Group Host institution, if relevant Country Dates in 2020
Workshop New Frontiers in Teaching Gender Vrije Universiteit Brussel Belgium 16 January
Politics, Gender and Sexuality and Politics
Winter Methods School University of Bamberg Germany 14 – 21 February
Joint Sessions of Workshops Virtual Event N/A 14 – 17 April
European Conference Teaching Virtual Event N/A 18 – 19 June
Teaching & Learning Politics, and Learning
International Relations & European Studies
Summer School Teaching and Learning Teaching Virtual Event, in association with N/A 6 – 13 July
and Learning Comenius University in Bratislava
Summer Methods School Virtual Event, in association with N/A 27 July –
Central European University in Budapest 14 August
Summer School Political Epistemology Kantian Political Virtual Event, in association with N/A 27 – 31 July
Thought Keele University
General Conference Virtual Event N/A 24 – 28 August
Conference Theoretical Perspectives on Theoretical Virtual Event N/A 2 – 4 September
Interpretive Approaches to Policy Studies Perspectives in
Policy Analysis
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Publications

Our publishing programme enables us to share the very best new thinking and research across the community and beyond. We publish five journals, a book series and our own imprint, all in partnership with leading scholarly publishers, alongside an in-house political science blog. Our publishing partnerships allow us to harness the expertise, reach and new technologies of the publisher, while retaining editorial oversight through our appointment of the editorial teams.

Our publishing programme consists of:

� European Journal of Political Research (EJPR) � Political Data Yearbook (PDY) and PDY:Interactive � European Political Science Review (EPSR) � European Political Science (EPS) � European Journal of International Relations (EJIR) � Political Research Exchange (PRX) � Comparative Politics Book Series � ECPR Press � The Loop

The Loop is an academic commentary, but it is open and accessible to everyone.

The Loop

2020 saw the launch of our new blog site, the Loop, established as an Open Access forum for innovative analyses to enhance current understandings of politics. Academic ‘conversations’ between researchers with competing perspectives, which often get lost behind paywalls on mainstream news media, are made visible to a broader readership.

Short contributions of 600–1,000 words focus on recent research findings, discuss research in progress, or convey newsworthy information resting on contributors’ professional expertise.

Standing Groups and Research Networks

In 2019–20 ECPR drew further on our Standing Groups’ knowledge and experience of their community. We redistributed funding normally used for travel and accommodation for funded participants to each Standing Group with an endorsed General Conference section.

Over 50 thematic research groups operate under the auspices of the ECPR, covering the full breadth of the discipline. Each group has its own membership and the opportunity to deliver a range of activities. Some are small and provide little more than a focus for networking or sharing of ideas; others are very large and organise their own events on a regular basis.

We asked SGs to identify scholars in their community most in need of support to attend, so that we could waive their fee. This proved a popular move, reflecting the growing importance and integration of SGs and RNs into ECPR. It also meant that the number of funded places at the 2020 General Conference rose to 189, up from 29 the previous year. General Conference funding rose from £6k to £17k.

Each year, Standing Groups and Research Networks play a key role in shaping the academic programme of the Joint Sessions and General Conference through allocation of workshops and sections. They are also supported practically and financially by ECPR to develop their own activities.

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Prizes

We offer a broad range of prizes, which recognise service and achievement across the ECPR community. These prizes honour individuals at many stages of their careers, from distinguished senior scholars to exceptional PhD students

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Prize Awarded for Winner
Thesis – The Politics of Turning Coat: Elisa Volpi
Jean Blondel PhD Prize
A Comparative and Historical Analysis of Party Switching University of Geneva
A major contribution to the advancement Niilo Kauppi [Swedish School of Social Science ]
Mattei Dogan Prize
of political sociology of the University of Helsinki
Book – The Wealth Effect: How the Great Expectations of the Jeffrey M. Chwieroth London School of
Stein Rokkan Prize Middle Class Have Changed the Politics of Banking Crises Economics and Political Science
Andrew Walter University of Melbourne
Lifetime Achievement Award An outstanding contribution to European political science David Miller Nuffield College Oxford
Hedley Bull Prize in George Lawson
Book – Anatomies of Revolution
International Relations Australian National University
Veronica Anghel Max Weber Fellow,
An outstanding PhD student or early career researcher
European University Institute
Rising Star Award with exceptional talent and potential to become
Research Fellow, Johns Hopkins
a leading light in the discipline
School of Advanced International Studies
Best-evaluated course at the Winter or Summer School
Cora Maas Award Cai Wilkinson University of Melbourne
Ethnographic Field Research Methods
Ameni Mehrez Central European University
Dirk Berg-Schlosser Award Outstanding pedagogy as a Teaching Assistant Alberto Stefanelli KU Leuven
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Inaugural Rising Star
Award winner,
Veronica Anghel
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Monitoring success

We monitor our progress and achievements through key performance indicators in three income-generating areas

demographic of scholars who may not have been able to attend in-person events. It does, however, cut off access to those unable or unwilling to engage with the virtual format.

Membership

Since 2011–12 our membership had increased year on year, peaking in 2015–16 at 350. Subsequent years, however, have seen a gradual decline in member numbers. This downward trend continued in 2019–20, when we saw a fall to 320, from 331 the previous year.

Our virtual events in 2020 did prove popular, although the Joint Sessions ran a greatly reduced programme. JS attendance dropped significantly, from 448 participants registed for our scheduled in-person event to just 87 for the online edition.

A key priority for ECPR, therefore, is to understand why membership is declining, and what can be done to prevent further losses – not simply because of the impact it has on the organisation, but because with every institutional member lost, the individuals in that university lose out, too. ECPR aims to be a truly inclusive family, so this exclusion of some members of the community is concerning.

Attendance at the Summer Methods School and the General Conference, however, was up on 2019. Running a virtual General Conference also allowed us to introduce a new category – Observer registration – to attract participants interested in taking part without presenting their original research. These participants were able to sign up for the event at a significantly reduced rate. The initiative proved successful, generating 290 additional registrations.

In autumn 2020 we distributed a membership survey to Official Representatives and to rank and file affiliates. We collated and analysed response data, then held a series of Workshops for Official Representatives throughout February 2021, in which key themes arising from the survey responses were explored further.

Publications

We evaluate the success of the ECPR Press and the Comparative Politics book series by the number of new titles published and the number of books (across the full back list) sold in the year.

We will use the findings from the suvey and workshops to inform our operational and strategic policy over the coming year. These findings will also feed in to a larger piece of work looking at the future of ECPR’s membership model.

To evaluate the health of our journals, we use three key performance indicators:

Event participation

Attendance at our events can be seen as a strong indicator of the value and relevance of our programme. Overall, participant numbers fluctuate, particularly for the General Conference, which can experience a sharp rise in numbers depending on the location of the event. Hence the spike for Hamburg 2018 thanks to our very high membership in Germany.

Virtual events are quite different. They are dependent on the number of people willing and able to engage with the technology required to attend. This opens event attendance up to a new

Figures overleaf are for the calendar year. If an entry is missing, data has not been released at the time of publication.

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Publications data

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Key Performance Indicators for Membership numbers, 2016–2021
2016–17 2017–18 2018–19 2019–20 2020–21
Target Actual Target Actual Target Actual Target Actual Target
Membership 345 340 345 338 345 331 345 320 340
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Key Performance Indicators for participation numbers at events, 2017–2021
2017 2018 2019 2020 2021
Target Actual Target Actual Target Actual Target Actual Target
General Conference 1,500 2,006 1,500 2,463 1,846 1,801 1,850 2,214 2,000
Winter School 350 391 350 399 378 441 400 415 400
Summer School 250 345 300 348 308 379 350 493 400
Joint Sessions 400 393 400 460 407 448 425 87 400
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Key Performance Indicators for book sales, 2016–2020
ECPR Press Oxford University Press Comparative Politics Series
New titles published Units sold New titles published Units sold
2016 25 4500 3 1143
2017 9 3820 3 1276
2018 17 4257 4 1548
2019 11 2763 2 931
2020 7 TBC 4 840
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Key Performance Indicators for journal publishing, 2016–2020
European Journal of
Political Research European Political European Political European Journal of Political Research
(including PDY ) Science Science Review International Relations Exchange
2016 361 82.3% 2.891 86 41.86% 1.292 152 68% 1.722 381 90% 2.277
2017 406 64.2% 3.576 77 60% 0.806 199 73% 1.755 375 89% 2.545
2018 415 88.3% 3.066 100 59% 1.141 176 73% 1.545 365 90% 2.756 27 59%
2019 433 95.6% 2.83 86 47.67% 1.429 197 74% 2.327 391 87% 43 44%
2020 519 90% 110 45.74% 230 83% 87 66%
Total submissions Rejection rate Impact Factor Total submissions Rejection rate Impact Factor Total submissions Rejection rate Impact Factor Total submissions Rejection rate Impact Factor Total submissions Rejection rate Impact Factor
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*2020 data is provisional, as not all manuscipts have completed the peer review process. The 2019 figures have been updated to reflect decisions taken after submission of data to the previous report

Engaging with our community

Our community of scholars is diverse, both geographically and thematically – and also in the way in which it interacts with the ECPR and the services they expect from us. We therefore engage with different sections of our community throughout the year in a number of different ways

Digital engagement

Event participant ~~s~~

Standing Groups and Research Networks – members

At grassroots level, a large community engages with ECPR through social media, our website and e-marketing.

Each year we welcome c3,000 scholars to our events, from the Methods School to the General Conference. A significant proportion of them are from member institutions, but the events are open to, and attended by, many non-members.

Each group has its own membership with whom it can communicate direct via the ECPR website. This channel enables networks to develop and grow, and for groups to share information about activities and events, thereby increasing engagement and participation. Across the 51 Standing Groups and five Research Networks, this totals around 16,635

We have 21,500+ followers on Twitter and 10,364 receive our fortnightly e-bulletin and other organisational news.

Our events are therefore a key tool for showcasing the value of membership to the wider community, especially to younger scholars.

We therefore have a large community engaging passively with us on a regular basis.

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individuals, from ECPR member and nonmember institutions, who are interacting with the organisation in this context.

Standing Groups and Research Networks – Steering Committees

Each Standing Group and Research Network appoints a Steering Committee to run the group for a period of time. The size of these committees varies, but taken together constitutes a community of around 215 scholars engaged in a leadership and strategic function for ECPR.

In 2018 we established an annual Groups and Networks Retreat at Harbour House. Representatives from a number of groups were invited on an annual rotation in 2018 and 2019. They met with ECPR staff and Executive Committee members to receive important information and training around ECPR procedures and guidelines, and to learn about legal and regulatory matters pertaining to the running of their activities.

The event also offers chance for groups to share experiences and best practice, and to build community networks. Our 2020 Retreat took place virtually, with a reduced programme, but more participants, given that physical barriers to participation were removed. This innovative online event provided us with a valuable opportunity to engage with this key group of ECPR stakeholders.

Affiliates

The ECPR community comprises scholars affiliated to a member institution (‘affiliates’) and those whose institution does not hold ECPR membership. In the membership year 2019–20, 26,615 affiliates enjoyed access to member benefits.

Regular, positive engagement with this group is essential to understand how we can continue to meet the needs of the ECPR community, to retain and grow membership, and to ensure our members make the most of the existing benefits available to them.

Official Representatives

Each member institution appoints an Official Representative (OR) to act as a main point of contact with ECPR and to be a member of our governing Council. The OR role is critical to ensure continuation of membership each year, because they are often the main advocate for membership in their institution.

In autumn 2020 we launched a new initiative aimed at better understanding the needs of our membership and the role of ORs. This began with a membership survey and was followed by a series of OR Workshops in early 2021. The workshops were extremely well received and will form the basis for ongoing improvements in the way we communicate and engage with this important group.

Editors and publishers

The editorial teams for our publications are scholars from ECPR member institutions, appointed by the ECPR Publications Subcommittee. These scholars play a key role in shaping the content and output of our journals and book series, and in shaping the conversation across the discipline more generally.

We work closely with these scholars throughout the year and every spring we invite them to Harbour House for the Publications Retreat; a two-day event held since 2015. This provides an opportunity for the full editorial team for each publication to meet, including the editorial assistant and publisher, to review

the progress of the past year and plan for the year to come. Each team presents its annual report to the Executive Committee, who use this as chance to discuss key contractual or financial issues with the publishers.

The Publications Retreat is a valuable opportunity to foster cross-publication projects and initiatives, to review working practices and key developments in scholarly publishing, and to strengthen this community of important stakeholders.

In 2020 the Publications Retreat took place virtually with a slightly reduced programme focussed primarily around receiving reports and other governance functions. We plan to hold the Retreat virtually again in 2021, with a full programme spread across a number of sessions.

Scholarly publishing is changing rapidly, so regular and effective communication with our publishing partners is vital to ensure we can take the actions necessary to keep pace. We work closely with our publishers day-to-day, at operational and strategic level.

Other organisations

We collaborate regularly with other scholarly societies working in the field of political science and international relations, who represent different geographies or approaches. This allows us to share best practice, experience and data, and to take part in collaborative events and activities.

There is a degree of crossover between our memberships, so collaboration allows us to develop and deliver a consistent and cohesive approach for the benefit of all our communities.

The environment around us

Academic freedom

Brexit

The UK’s 2016 referendum vote to leave the European Union caused uncertainty over how ECPR’s day-to-day activities may be affected. But a UK-EU deal was reached only towards the end of 2020, and came into effect from January 2021. There was, therefore, little impact on ECPR in 2019–20. Our key Brexit-related concerns have been:

ECPR was founded on the principle that all member institutions should be politically free. As democracy grew across Europe, so did our membership. But recent times have seen a resurgence in authoritarianism, prompting the Executive Committee to examine the impact of potential restrictions to academic freedom on our members and their work.

We have released a number of

statements over the past few years in defence of academic freedom, and have supported member institution Central European University Budapest in its struggles with the Hungarian government.

Scholars facing infringements or persecution can contact us via our dedicated Scholars at Risk email address. The 50th Anniversary Fund provides practical, financial support to those scholars facing restrictions who wish to attend our events.

The publishing landscape

Driven by the philosophy that publicly funded research should be available for all to read outside of a publisher’s paywall, the open access movement continues to gather pace.

As a learned society, ECPR is in an invidious position. We represent academics who have long felt aggrieved by the degree to which publishers benefit financially from their labour, while at the same time we receive a significant income from our agreements with those same publishers.

The largest area of concern has been in relation to VAT regulations; the situation is still evolving so whilst we have contingency plans in place, it has not yet been necessary to implement them.

While the ECPR is supportive in principle of the move to OA (indeed, we launched a new, fully OA journal in 2018) we have concerns about the suitability of Plan S for the social sciences and humanities and the potential barriers to publication this may impose for those scholars unable to access funds to publish.

We are also concerned about the impact on the income we receive from publishing agreements, because it supports other important ECPR activities such as event participant and Standing Group funding. We continue to work closely with our publishing partners and members to navigate the best path forward.

Climate change

Organising large-scale events that attract attendance from participants around the globe has a detrimental impact on the environment. This is an issue about which we have been concerned for some time. The pandemic forced us to consider how traditional in-person academic events might translate effectively into a digital environment, negating the need for travel.

Despite very positive feedback for our virtual events throughout 2020, a significant portion of the academic community is telling us that such online events cannot entirely replace in-person interaction. Demand for physical events is, therefore, likely to remain.

ECPR must now consider carefully how we can apply learnings from 2020 to offer a range of events across in-person, virtual and hybrid platforms that continue to meet the needs of the profession, while reducing the overall impact on the planet.

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ECPR | Annual Report

ECPR | Annual Report

2019–2020

2019–2020

Operating responsibly

Supporting our volunteers

Staff wellbeing

Much of what has been learned during the pandemic can be applied as we move back into more normal life, including a longer-term flexible approach to home working once a return to the office is permitted.

Our staff at ECPR’s Colchester headquarters work hard to deliver an extensive range of benefits and services to a large community of scholars across the world. We are therefore committed to providing a healthy and enjoyable working environment for them all.

Volunteers are defined as people who conduct work on behalf of ECPR without financial reward. Currently, we define Standing Group and Research Network Steering Committee members, along with Associate Editors of PRX journal, as volunteers.

Many ECPR staff are required to travel within and outside the UK as part of their role. We have developed a number of policies to support their health and wellbeing when working away. While travelling for ECPR business, all necessary costs incurred by staff are reimbursed.

Staff have been based at Harbour House since 2015, which provides not only a headquarters for the organisation but also a comfortable and well-equipped working environment. Staff benefit from flexible working, so they can work the hours that suit their own personal situations and staff required to work additional hours at times of high workload, can accrue time off in lieu in addition to the standard 25 days annual leave plus Bank Holidays.

We recognise the contribution of this group to meeting the mission of the organisation and we aim to support them in several ways. These include opportunities to meet with staff and trustees; reimbursement of out-of-pocket expenses; clear guidance documents; and advice and training.

We provide a defined contribution pension scheme for all employees, to which ECPR doubles any contribution made by staff, by up to 16% of their salary. ECPR is committed to paying employees fairly and in line with market rates. Employees receive an annual cost of living increase based on the UK Consumer Prices Index.

Complaints Handling Policy

Over time, ECPR has developed infrastructure and working practices to enable remote working, either while attending an event or meeting, or when staff need to remain at home. When the pandemic hit, this enabled all staff to transition quickly and effectively to full-time homeworking.

Staff are provided with a benefits package which includes shopping discounts, reduced-price train tickets, spreading the cost of technology, childcare and vehicles, access to over a thousand e-learning modules and courses, free coffee and movies, and discounts on gym memberships.

We work hard to ensure we always deliver the best service to our members and affiliates. To support this effort we have developed a Complaints Handling Policy to allow us to receive, review and take action on any concerns raised.

We ensured staff had access to all equipment and physical resources needed to manage their work, and devoted considerable time and resource to supporting the physical and mental wellbeing of all staff. To do so we drew on existing policies, the expertise of our two trained Mental Health First Aiders, and the free counselling service available to staff via the benefits package.

The procedures around complaints were reviewed and strengthened in 2020 and linked into the Code of Conduct, which was also expanded to make it more robust and enforceable.

Procurement

and sustainability

Complaints can now be made in person, over the phone or via a dedicated confidential email address: complaints@ecpr.eu. Once received, complaints are processed by our Management Group or Director.

We have adopted a Procurement Policy which seeks to balance the need to protect ECPR resources by achieving value for money, against factors such as sustainability and supplier values. The policy seeks to achieve this balance by requiring any trustee, volunteer or member of staff considering a purchase to evaluate the following criteria when considering a purchase: price of product,

Practical initiatives include regular team and all-staff social meetings, and a daily no-contact hour to give staff a period during which they can relax and switch off from their work, perhaps to take some exercise or spend time with their families.

quality of product, ability of product to fulfil the charity’s need, supplier’s reputation, range of products, service, delivery ability and sustainability principles.

ever-changing. We continue to monitor it, and to develop contingency plans.

they have not yet been vaccinated. Vaccination policies are likely to vary from country to country.

Exchange rate volatility was previously categorised as ‘Likely’, but this has been downgraded to ‘Minimal’ because it does not seem likely that it will have a significant impact in the short-term future.

The EC is responsible for adopting the annual budget and ensuring our accounts are properly audited. Day-today management of our income and expenditure lies with operational staff, specifically, our Finance Department and Management Group, with regular oversight by the Chair of the Finance Subcommittee.

For large purchases or long-term supplies, formal quotes and tenders are sought from at least two competitors. Those made by charities or other notfor-profit organisations, and which are local to our headquarters or event host (whichever is more appropriate), are considered favourably.

The risk of loss of members has been upgraded from ‘Very Low’ to Medium, given that membership does seem to be following a downward trend, which will likely be exacerbated by the impact of the pandemic on university budgets.

Reserves policy

Risk management

The cancellation of 2021 events is rated as a ‘Medium’ risk. Although all core ECPR events have been cancelled in the live format, they will all still take place virtually, so the mitigation brings the Net Risk rating down to a tolerable level.

The ECPR aims to maintain reserves equivalent to the risks identified in the Risk Register. At the end of the 2019–20 year, liquid reserves were £1.4m.

We regularly evaluate the risks facing the organisation through the Risk Register, which then informs the degree of reserves required to sustain the business in the event of one or more of these factors materialising.

The 2019–20 Risk Register, as at February 2021, identified a Net Reserves Goal of £1.7m (down from £3.4m) so the reserves held were at 80% of target (as per the net current assets total).

A new risk, for Covid-19, has been added. Also considered is the possibility that although we may once again hold in-person events, actual attendance numbers may fall significantly if participants are unable to travel because

Previously, the Brexit risk was graded ‘Very high’. This has now reduced as the situation has become more stable, with a deal in place. The situation, however, is

Current principal ongoing or ‘standing’ risks faced by ECPR

----- Start of picture text -----
Risk Brexit Exchange rate volatility Loss of members Cancellation Vaccination programmes
of 2021 events for COVID-19 not
progressing enough
to allow travel to
2022 events
Impact Risk of having to seek GBP value increasing Reduction in Cancellation due Events are planned to
re-clarification of our VAT against Euro increases subscription to global event be held in person but
position in EU countries, post-Brexit income which results in loss attendance numbers
increased VAT costs of income due to decline as a result of
for countries that were refunds individuals from other
exempt, increasing travel countries not being
costs e.g. insurance/visas able to travel
Mitigation Evaluation of possible Monitoring and Monitoring news re Monitoring the Monitor the news
impact and identification potentially sourcing political situation Covid-19 situation and the situation
of mitigating actions as much in the UK as and marketing and holding digital/ as it evolves
possible if costs do rise campaigns hybrid events
due to declining GBP instead
Net risk Minimal Minimal Medium Medium Likely
rating
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ECPR | Annual Report

ECPR | Annual Report

2019–2020 2018–2019

2019–2020

Financial review

Income

� EJPR income increased slightly by 3.9% to £296k. � EPS income rose by 51.2% to £79k, largely because it was included in Springer’s package, increasing readership and access. � EPSR income increased by 19.4% to £42k.

Our four primary income streams are:

� Registration income from the annual General Conference � Membership subscriptions

� EJIR income increased by 13.9% to £18k. � PRX recorded income reduced by 33.2% to £9k.

� Publications income, of which the majority is produced by the European Journal of Political Research � Methods School registration income

Event income decreased from £1m in 2018–19 to £808k in 2019–20.

� General Conference income reduced by 50.7% to £228k. This was because significantly lower fees were charged to attend the 2020 virtual event than were charged to attend the in-person event in Wrocław, in 2019.

Overall, income in 2019–20 dropped by 13.2%, from £2.1m in 2018–19 to £1.9m. Income from publications remained stable, at £439k:

Broken down across our portfolio of journals and book series:

� ECPR Press income dropped by 121% to a deficit of £7k .This is because income that was accrued for at the end of the previous budget year, and should have been received in the period, was not received. The decision was taken not to accrue for any future royalty payments because the contract with publishers Rowman & Littlefield is under review, and it cannot be guaranteed that income due will be received.

� Joint Sessions income reduced by 100% to £0 because no fees were charged to attend the virtual event.

� Methods School income rose by 7.6% to £573k. Winter School income reduced by 14.5% to £265k and attendance numbers dropped by 5.9%. But Summer School income increased by 38.6%, to £308k, and attendance grew by 30.1%.

Income

----- Start of picture text -----
Donations
Investments £2,316
£15,360 0%
1%
Publications
£439,685
Membership 24%
subscriptions
£589,106
32% Other event income
£7,088
0%
Conference
income
£228,054
Methods School 12%
£573,745
31%
Joint Sessions
£0
0%
----- End of picture text -----

summary

Breakdown of income received in 2019–2020

Income compared to prior year

Variance 2019–2020 income against previous year

----- Start of picture text -----
600K
500K
400K
300K
200K
100K
0K
Donations Publications Other event Conference Joint Sessions Methods Membership Investment
income income of Workshops School subscriptions
£589,106 £591,400
£573,745
£533,036
£462,718
£439,685 £438,6244
£228,054
£67,345
£27,903
£2,316 £0 £7,088 £0 £15,360 £15,372
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Current year income

Prior year income

� Other event income , which includes income from Standing Group events, was down 74.6% to £7k. This is simply because far fewer events took place in 2020 amid the pandemic.

� Investment income dropped slightly by 0.1%, so remained £15k.

� We began generating income from donations for our 50th Anniversary Fund and for donations made to Standing Groups , which amounted to £2k.

Other income remained fairly stable:

� Membership subscription income reduced slightly by 0.4% to £589k.

ECPR | Annual Report

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ECPR | Annual Report

22

2019–2020

2019–2020

Expenditure

Overall expenditure decreased by 8% in this period.

� Expenditure on raising funds (membership subscriptions) increased by 19.9% from £21k to £23k, but this was largely due to an accounting change in how these costs are analysed.

� Expenditure on publications increased by 71.1% to £194k. This was in part due to an expenditure item that was not accrued for in the previous period: a change in payment terms for editors which meant they received additional payments in the period. There was also a change in the allocation of staffing costs.

� Conference expenditure decreased by 78.9% to £49k because the event was held virtually.

� Methods School expenditure decreased by 2.6% to £471k. Cost savings were made by holding the Summer School virtually rather than in person.

Expenditure summary

Breakdown of charitable expenditure 2019–2020. Expenditure variance to previous year prior to Head Office and Governance costs being reapportioned

� Joint Sessions expenditure decreased by 22.5% to £32k. This was also due to the event taking place virtually rather than in person.

� Other charitable expenditure , which includes Standing Groups and Research Networks, fell by 19.5% to £136k. Again, this was due to fewer events being held amid the pandemic.

� Head Office costs rose by 10.6% to £822k. Staffing increased during the period, and equipment and software had to be purchased to enable the workforce to operate from home.

� Governance costs decreased by 64.1% from £124k to £44k, mainly because the EC did not travel to any in-person meetings during the period.

Expenditure compared to prior year

Expenditure variance to previous year prior to Head Office and Governance costs being reapportioned

----- Start of picture text -----
800K
700K
600K
500K
400K
300K
200K
100K
0K
Activities for Publications Conference Methods Joint Other Head office Governance
generating expenditure School Sessions of charitable
funds Workshops expenditure
£822,910
£744,065
£471,360 £483,918
£169,993
£113,692 £136,815 £124,069
£48,796 £41,295 £44,579
£23,603 £21,187 £231,161 £32,016
£194,532
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----- Start of picture text -----
Governance
£44,579 – 2% Activities for
Other charitable generating funds
expenditure £136,815 £23,603
8% Publications 1%
£194,532
Joint Sessions 11%
of Workshops
£32,016 Methods School
2% £471,360 Conference
27% expenditure
£48,796
3%
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ECPR | Annual Report

2019–2020

2019–2020

Surplus and deficit

Investment policy and performance

� Overall surplus reduced by 67.6% from £267k to £86k.

� Surplus from publications was down 77.6% to £52k

When we make a surplus, we use this money to build reserves which can be called upon to keep the organisation functioning should it meet any of the risks highlighted by our Risk Register.

� Membership surplus decreased by 1.8% to £543k

� The Joint Sessions deficit increased by 710.1% to -£62k

Following a review by the Executive Committee in 2017 we transferred £855k to Vanguard Investments UK Limited, split 50/50 across two funds: Vanguard LifeStrategy 40% Equity Fund and Vanguard LifeStrategy 60% Equity Fund. These index-tracking funds tend to be less volatile than active funds and attract lower management costs, of 0.24%.

� The General Conference surplus increased by 212.4% to £133k

� The Methods School deficit increased by 0.5% to -£348k. The Summer School reduced its deficit by 41.6% to -£127k and the Winter School increased its deficit by 71.5% to -£221k

By the end of the 2019–20 financial year our total investment portfolio was valued at £975k compared to £954k in 2018–19: a rise of 2.1%. There was a gain on the valuation of the portfolio of £6k and a dividend accumulated of £15k.

� Other charitable activities , including Standing Groups and Research Networks, donations and investments increased their deficit by 15.1% to -£237k. The biggest factor was the difference in investment gains, which dropped by 90.6%, from £60k to £5k

Surplus for all activities

----- Start of picture text -----
600K
500K
400K
300K
200K
100K
0K
-100K
-200K
-300K
Joint General Summer Winter Standing Publications Membership Donations Investments Investment
Sessions Conference School School Groups gains
£552,880 £542,931
£132,594
£231,923 £42,450 £231,923 £51,944 £0 £2,316 £15,372 £15,360 £59,588 £5,609
-£7,732 -£62,633 -£217,865 -£127,271 -£128,901 -£221,110 -£281,049 -£260,565
----- End of picture text -----

Current year surplus and deficit Prior year surplus and deficit

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ECPR | Annual Report

ECPR | Annual Report

2019–2020

2019–2020

Structure, governance, and management

Organisation and control

Trustee induction, recruitment and training

ECPR is governed by its board of trustees, the Executive Committee (EC). Day-to-day operational management is delegated to the Director and Management Group. The EC is responsible for ensuring ECPR acts solely to further its charitable objectives and that it reports to Council, made up of Official Representatives from member institutions.

Exectuive Committee members are appointed by election every three years. Six newly elected members join six ongoing members to form a new EC which takes office on 1 May. Individuals affiliated with ECPR member institutions are eligible for election, and the Official Representatives of full member institutions are eligible to vote.

ECPR activities are divided into six portfolios of work, each with a Subcommittee comprising two to three members of the EC plus the Chair and Vice Chair. The Director, a Manager and their staff work with Subcommittees day-to-day to operationalise EC decisions. Subcommittees have decision-making authority delegated to them via a Scheme of Delegation. They bring key items to the EC in plenary twice a year for decision and strategic discussion.

New EC members undergo a thorough induction and welcome process that ensures they are fully aware of their roles and responsibilities as charity trustees. Training is given in the form of presentations, guides and handbooks and online tutorials.

Staff at Harbour House in Colchester

Employed 1 October 2019 – 30 September 2020

Director Communications

Nirusha Vigi Events Manager from May 2020

Bianca Taylor

Finance Assistant

Tanja Munro

Rebecca Gethen Manager Mary Cenci

Anna Foley

Events Coordinator

Operations

Louise Soper Events Coordinator until March 2020

Editorial Assistant

Management Helen Cooper Group Communications Officer

Marcia Taylor

Kim Jesney Administrator

Kate Hawkins Marketing & Communications Officer

Events Coordinator

Diane Towler

Rebecca Gethen

IT and Website

Olga Dovzhanchuk

Events Coordinator

Communications Manager Mark Kench

Events Marketing Coordinator

Alexandra Turner Events Assistant from September 2020

Rebecca Delve

Mark Kench Manager James Freke Developer from July 2020

IT Manager Helen Morgan

Communications Assistant from September 2020

Finance Manager Rebecca Lock

Finance

Antoni Christodoulou Junior Web Developer Richard Lay-Flurrie Junior Web Developer Colin McPhie Systems Administrator

Events Manager until March 2020

Events

Helen Morgan Manager Shaun Klotia-Clottey Sales & Purchase Ledger Finance Assistant

Nirusha Vigi Events Manager from May 2020

Rebecca Lock Events Manager until March 2020

Trustees for the period 2018 – 2021

Kris Deschouwer Chair ; Vrije Universiteit Brussel

Mary Farrell Vice Chair , Publications Subcommittee; Independent Scholar

Political parties and elections, political representation, regionalism and federalism, and consociational democracy.

Political and policy processes in global governance, the UN in global politics and policy, EU external relations.

David Farrell Finance Subcommittee Chair and Organisation Subcommittee; University College Dublin

Giliberto Capano Publications Subcommittee; University of Bologna

Comparative higher education policy, policy design and policy instruments, and the role of agents in public policy.

Representation, elections and parties, constitutional deliberation.

Maurizio Carbone Publications

Reuven Y. Hazan Finance Subcommittee; Hebrew University of Jerusalem

Subcommittee; University of Glasgow

EU external relations, particularly foreign aid and development-related policies such as trade, security and foreign affairs.

Comparative democracies in general but particularly parties and party systems, legislative studies, and electoral systems.

Hana Kubátová Events Subcommittee; Charles University in Prague

Petri Koikkalainen Training Subcommittee; University of Lapland

Political theory, governance, the history of political thought and contemporary political history of northern Europe.

Majority-minority relations in wartime and postwar Slovakia, identity construction, and microdynamics of (ethnic) violence.

Petra Meier Training Subcommittee; University of Antwerp

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Thomas Saalfeld Organisation
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Subcommittee; University of Bamberg

Representation of citizens of immigrant origin, legislative behaviour, legislative organisation, parliamentary accountability.

Gender politics and policies; democracy and representation; electoral inclusiveness; inequality in multi-level systems.

Sabine Saurugger Training Subcommittee; Sciences Po Grenoble

Anna M. Sroka Events Subcommittee; University of Warsaw

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Public policy, comparative politics, interest
groups, European integration, European
public policies and the politics of law.
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The quality of democracy, mechanisms for democratic accountability, political corruption.

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ECPR | Annual Report

ECPR | Annual Report

2019–2020

2019–2020

Administrative information

Principal Office Harbour House 6–8 Hythe Quay Colchester Essex CO2 8JF

Website http://ecpr.eu/

Bankers Bank of Scotland 35 Princes Street Ipswich IP1 1AE

Auditors

Solicitors Registered Charity Scrutton Bland LLP Chartered Accountants Number 820 The Crescent Birkett Long LLP Colchester Business Park Faviell House 1167403 CIO – Charitable Colchester 1 Coval Wells Incorporated Organisation Essex CO4 9YQ Chelmsford CM1 1WZ

Investment Managers

Vanguard Investments UK Limited PO Box 10315 Chelmsford CM99 2AT

Conflicts of Interest Policy

ECPR Trustees have a legal duty to ensure they always act in ECPR’s best interest when making decisions. It is a legal requirement that Trustees report a potential conflict of interest as soon as it arises. A conflict of interest would arise if:

ECPR has adopted the following practices to safeguard against the above risks occurring:

Conflicts of interest are common in charities, so we adopted practices aimed at reducing the risk of:

Where Trustees delegate their decision-making powers to staff members under the terms of the organisation’s Scheme of Delegation, those staff are also expected to declare any potential conflict of interest and absent themselves from any discussions.

Key management remuneration

All EC members give their time freely and no remuneration was paid to them in the year. Trustees are paid travelling and subsistence expenses when they are working away on ECPR business. Accommodation is usually organised and paid for by the ECPR. The Chair’s institution is given financial support to provide cover

for their absence while they are serving their term of office.

No remuneration is made to serving EC members or to ECPR volunteers without the express approval of the EC, and in line with Charity Commission for England and Wales regulations.

Staff Remuneration Policy

As a UK registered charity, the ECPR seeks to ensure that:

To achieve the above goals, we must balance the need to ensure value for money when expending the Charity’s resources with the need to recruit and retain the best people for the job.

The EC is responsible for setting management pay, including that of the Director, usually by delegation to the Management Subcommittee; the EC is also responsible for the recruitment and appointment of the Director. Staff are awarded an annual cost of living pay increase, which is also approved by the EC.

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2019–2020

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2019–2020
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Trustees’ responsibilities in relation to the financial statements

As a group of Trustees, the EC is responsible for preparing its Annual Report and the financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice).

assets of the Charity and hence, for taking reasonable steps for

the prevention and detection of fraud and other irregularities.

In so far as the EC is aware:

The law applicable to charities in England and Wales requires the EC to prepare financial statements for each financial year which give a true and fair view of the Charity and of the incoming resources and application of resources of the Charity for that period. In preparing these financial statements, the Trustees are required to:

The EC is responsible for the maintenance and integrity of the charity and financial information included on the Charity’s website. Legislation in the United Kingdom governing the preparation and dissemination of financial statements may differ from legislation in other jurisdictions.

On behalf of the Executive Committee 29 March 2021

The EC is responsible for keeping sufficient accounting records that disclose with reasonable accuracy at any time the financial position of the Charity and enable them to ensure that the financial statements comply with the Charities Act 2011, the Charity (Accounts and Reports) Regulations 2008 and the provisions of ECPR’s Constitution. It is also responsible for safeguarding the

On behalf of the Executive Committee 29 March 2021

Independent Auditor’s Report

Scrutton Bland LLP, Chartered Accountants and Statutory Auditor

Opinion

Basis for opinion

We have audited the financial statements of the ECPR (the ‘charity’) for the year ended 30 September 2020, which comprise the statement of financial activities, the balance sheet, the statement of cash flows and notes to the financial statements, including a summary of significant accounting policies.

We conducted our audit in accordance with International Standards on Auditing (UK) (ISAs [UK]) and applicable law. Our responsibilities under those standards are further described in the Auditor’s responsibilities for the audit of the financial statements section of our report. We are independent of the ECPR in accordance with the ethical requirements relevant to our audit of the financial statements in the UK, including the FRC’s Ethical Standard, and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.

The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including Financial Reporting Standard 102, The Financial Reporting Standard applicable in the UK and Republic of Ireland (United Kingdom Generally Accepted Accounting Practice).

Conclusions relating to going concern

In our opinion, the financial statements:

We have nothing to report in respect of the following matters in relation to which the ISAs (UK) require us to report to you where:

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ECPR | Annual Report

2019–2020

2019–2020

Other information

The Trustees are responsible for the other information. The other information comprises the information included in the Annual Report other than the financial statements and our auditor’s report thereon. Our opinion on the financial statements does not cover the other information and, except to the extent otherwise explicitly stated in our report, we do not express any form of assurance conclusion thereon. In connection with our audit of the financial statements, our responsibility is to read the other information and, in doing so, to consider whether the other information is materially inconsistent with the financial statements, or our knowledge obtained in the audit or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether there is a material misstatement in the financial statements or a material misstatement of the other information.

If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact.

We have nothing to report in this regard.

Matters on which we are required to report by exception

We have nothing to report in respect of the following matters in relation to which the Charities Act 2011 requires us to report to you if, in our opinion:

Responsibilities of Trustees

As explained more fully in the Trustees’ responsibilities statement, the Trustees are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view, and for such internal control as the Trustees determine is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error.

In preparing the financial statements, the Trustees are responsible for assessing the Charity’s ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the Trustees either intend to liquidate the Charity or to cease operations, or have no realistic alternative but to do so.

Auditor’s responsibilities for the audit of financial statements

Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with ISAs (UK) will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements.

A further description of our responsibilities for the audit of the financial statements is located on the Financial Reporting Council’s website at www.frc.org.uk/auditorsresponsibilities This description forms part of our auditor’s report.

Use of our report

This report is made solely to the Charity’s Executive Committee, as a body, in accordance with Section 144 of the Charities Act 2011 and with regulations made under Section 154 of that Act. Our audit has been undertaken so that we might state to the Executive Committee those matters we are required to state to them in an auditor’s report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the Charity and the Charity’s Executive Committee as a body, for our audit work, for this report, or for the opinions we have formed.

Signature and approval

29 March 2021, Timothy O’Connor (Senior Statutory Auditor)

Chartered Accountants and Statutory Auditor, 820 The Crescent, Colchester Business Park, Colchester, Essex CO4 9YQ

Scrutton Bland LLP is eligible to act as an auditor in terms of section 1212 of the Companies Act 2006

Statement of financial activities

Year ended 30 September 2020

The notes on pages 38–43 form part of these financial statements

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Note 2020 £ 2019 £
Income from
Donations 2,316 0
Charitable activities 2 1,248,572 1,529,626
Subscriptions from members 3 589,106 591,400
Investments 4 15,360 15,372
Total income 1,855,354 2,136,398
Expenditure on
Raising funds 6 46,175 38,520
Charitable activities 7 1,728,438 1,890,800
Total expenditure 1,774,613 1,929,320
Realised and unrealised investment gains 5,609 59,588
Net income and net movement in funds for the year 86,350 266,666
Reconciliation of funds
Total funds brought forward 2,734,507 2,467,841
Total funds carried forward 2,820,857 2,734,507
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Total recognised gains and losses The statement of financial activities includes all gains and losses recognised in the year.

Funds

Continuing operations All incoming resources and resources expended derive from continuing activities.

All of the income, expenditure and gains for the last two financial periods relate to unrestricted funds.

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2019-2020 2019–2020

Statement of cashflows

Period ended 30 September 2020

The notes on pages 40–45 form part of these financial statements

Balance sheet

As at 30 September 2020

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Note 2020 £ 2019 £
Fixed assets
Tangible assets 11 405,348 416,386
Investments 12 975,892 955,468
1,381,240 1,371,854
Current assets
Debtors 13 415,699 395,673
Cash and cash equivalents 14 1,900,487 1,854,995
2,316,186 2,250,668
Creditors: amounts falling due within one year 15 (876,569) (888,015)
Net current assets 1,439,617 1,362,653
Net assets 2,820,857 2,734,507
Funds
Unrestricted funds 2,820,857 2,734,507
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Note 2020 £ 2019 £
Cash flows from operating activities
Net income for the year 86,350 266,666
Adjusted for
Depreciation of tangible assets 14,460 17,785
Unrealised investment gain (5,609) (59,598)
Dividend accumulated in fund (14,815) (13,749)
Interest received (538) (1,485)
Other investment income (7) (128)
(Increase) / decrease in debtors (20,026) 26,544
(Decrease) in creditors (11,446) (131,193)
Net cash generated from operating activities 48,369 104,842
Cash flows from investing activities
Interest received 538 1,485
Purchase of tangible fixed assets (3,422) (4,074)
Other investment income 7 128
Net cash used in investing activities (2,877) (2,461)
Change in cash and cash equivalents in the year 45,492 102,381
Cash and cash equivalents brought forward 1,854,995 1,752,614
Cash and cash equivalents carried forward 14 1,900,487 1,854,995
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On behalf of the Executive Committee On behalf of the Executive Committee 29 March 2021 29 March 2021

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ECPR | Annual Report
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2019–2020

2019–2020

Notes to the Financial Statements

Year ended 30 September 2020

1. Accounting policies

a. Basis of

f. Expenditure and irrecoverable VAT

The charity constitutes Income from subscriptions from accounting a public benefit entity as members is accounted for in defined by FRS 102. the year to which they relate.

The financial statements have The financial statements are been prepared under the rounded to the nearest £1 historical cost convention, with and are prepared in sterling. the exception of investments, which are included at market b. Going concern value. The financial statements have been prepared in

Income from publications in Expenditure is recognised once the form of royalties is received there is a legal or constructive in relation to the journals. obligation to make a payment Royalty income is accounted to a third party, it is probable for in the year that it becomes that settlement will be receivable, which is when required and the amount of the publication is sold. the obligation can be measured reliably. Expenditure is Income from conferences is classified under the following accounted for in the year in activity headings:

accordance with the second

Having considered the Charity’s reliably. Expenditure is forecasts and projections, the Income from conferences is classified under the following Trustees are satisfied that the accounted for in the year in activity headings: Charity has adequate resources which the conference occurs. to continue in operational � Costs of raising funds existence for the foreseeable d. Interest comprise the costs of future, and for a period of at commercial trading, receivable least 12 months from the date including investment of approving these financial management and its statements. For this reason Interest on funds held on associated costs. the Trustees continue to adopt deposit is included when the going concern basis in receivable and the amount can � Expenditure on charitable preparing the accounts. The be measured reliably by the activities includes the Trustees are not aware of any charity; this is normally upon costs of publications, material uncertainties with notification of the interest paid the Methods School, regard to going concern. or payable by the bank. conferences and other activities undertaken c. Income e. Fund accounting to further the purposes of the charity and their associated support costs.

edition of the Charities Statement of Recommended Practice issued in October 2019, the Financial Reporting Standard applicable in the United Kingdom and Republic of Ireland (FRS 102) and the Charities Act 2011.

The financial statements have been prepared to give a ‘true and fair’ view and have departed from the Charities (Accounts and Reports) Regulations 2008 only to the extent required to provide a ‘true and fair’ view. This departure has involved following Accounting and Reporting by Charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) issued March 2018.

Income is recognised when Unrestricted funds are available the charity has entitlement to spend on activities that � Governance costs to funds, any performance further any of the purposes represent the costs conditions attached to the of the charity. Reserves are of governance item(s) of income have been targeted to be approximately arrangements and met, it is probable that the 12 months’ regular expenditure. include costs associated income will be received with compliance with and the amount can be constitutional and reliably measured. statutory requirements.

Irrecoverable VAT is charged and depreciated over their m. Creditors of the Taxation of Chargeable as a cost against the activity estimated useful economic and provisions Gains Act 1992 to the extent for which the expenditure was lives on a straight line basis as that such income or gains incurred. follows: are applied exclusively to its Creditors and provisions are charitable purposes. g. Allocation of � Freehold buildings recognised where the charity support costs between 2% and 10% per annum. has a present obligation resulting from a past event p. Pension costs that will probably result in the Support costs are those � Office and IT equipment transfer of funds to a third The Charity operates a functions that assist the 25% party and the amount due to defined contribution plan work of the charity but are settle the obligation can be for its employees. A defined not directly attributable � Freehold land is not measured or estimated reliably. contribution plan is a pension to charitable activities. depreciated. Creditors and provisions plan under which the Charity Support costs represent are normally recognised pays fixed contributions into costs attributable to the j. Fixed asset at their settlement amount a separate entity. Once the management of the charity’s after allowing for any trade contributions have been paid investments assets and organisational discounts due. the Charity has no further administration. These costs payment obligations.

Support costs are those � Office and IT equipment transfer of funds to a third The Charity operates a functions that assist the 25% party and the amount due to defined contribution plan work of the charity but are settle the obligation can be for its employees. A defined not directly attributable � Freehold land is not measured or estimated reliably. contribution plan is a pension to charitable activities. depreciated. Creditors and provisions plan under which the Charity Support costs represent are normally recognised pays fixed contributions into costs attributable to the j. Fixed asset at their settlement amount a separate entity. Once the management of the charity’s after allowing for any trade contributions have been paid investments assets and organisational discounts due. the Charity has no further administration. These costs payment obligations. have been allocated between Listed investments are stated n. Financial costs of raising funds and at market value at the Balance The contributions are instruments expenditure on charitable Sheet date. Realised and recognised as an expense in activities based on the unrealised gains or losses are the Statement of Financial proportion of direct costs which calculated based on the market The charity only has financial Activities when they fall due. relate to each activity. The value at which the investments assets and financial liabilities Amounts not paid are shown basis on which support costs are recorded in the financial of a kind that qualify as in accruals as a liability have been allocated are set out statements and are shown on basic financial instruments. in the Balance Sheet. The in note 8. the face of the statement of Basic financial instruments assets of the plan are held financial activities. are initially recognised separately from the Charity in h. Foreign currency at transaction value and independently administered k. Debtors subsequently measured at their funds. settlement value.

q. Significant judgements and estimates

Monetary assets and liabilities in foreign currencies are translated into sterling at the rates of exchange ruling at the balance sheet date. Transactions in foreign currencies are translated into sterling at the rates of exchange ruling at the date of the transaction. Exchange differences arising in the normal course of trading are dealt with in the statement of financial activities for the year

Trade and other debtors are recognised at the settlement amount due after any trade discount offered.

o. Taxation

sheet date. Transactions in discount offered. European Consortium for foreign currencies are translated Political Research is a charity into sterling at the rates of l. Cash and cash within the meaning of the The more significant exchange ruling at the date Charities Act 2011 and as such judgements and estimates equivalents of the transaction. Exchange is a charity for tax purposes involved in the preparation of differences arising in the normal in line with Paragraph 1 the financial statements include course of trading are dealt with Cash and cash equivalents of Schedule 6 Finance Act assessing the depreciation in the statement of financial include cash and short term 2010. Accordingly European rates applicable to tangible activities for the year highly liquid investments with Consortium for Political fixed assets and the way in a maturity of three months or Research is potentially exempt which certain costs should be i. Fixed assets less from the date of acquisition from taxation in respect apportioned. Further details or the opening of the deposit or of income or capital gains regarding these points are similar account. received within categories included within the accounting Individual assets costing £250 covered by Part 11, Corporation policies. or more are capitalised at cost Tax Act 2010 or Section 256

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2019-2020

2. Income from

4. Investment income

charitable activities

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2020 £ 2019 £
Income from fixed-asset investments 14,822 13,887
Bank interest receivable 538 1,485
Total 15,360 15,372
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2020 £ 2019 £
Publications (note 5) 439,685 438,624
Conference income 228,054 462,718
Other event income 7,088 27,903
Joint Sessions income - 67,345
Methods School income 573,745 533,036
Total 1,248,572 1,529,626
Income from charitable activities can be further analysed as:
2020 £ 2019 £
Income from rendering of services 808,887 1,091,002
Income from royalties 439,685 438,624
Total 1,248,572 1,529,626
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5. Publications income

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2020 £ 2019 £
ECPR Press (7,147) 34,080
European Journal of Political Research 296,700 285,440
European Political Science (journal) 79,535 52,593
Palgrave / Sage / OUP 536 675
European Political Science Review
(journal) 41,912 35,093
European Journal of
International Relations 18,406 16,163
Political Research Exchange (journal) 9,743 14,580
Total 439,685 438,624
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3. Subscription from Members

2020 £ 2019 £
Subscription from members 589,106 591,400
100% of the subscriptions from members – £589,106
(2019 : £591,400) relates to the provision of services.

6. Fundraising expenditure

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2020 £ 2019 £
Directly attributable activities
for generating funds 23,603 21,187
Support costs allocated 22,572 17,333
Total 46,175 38,520
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7. Expenditure on charitable activities

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Direct costs £ Direct wages £ Allocated £ 2020 £ 2019 £
Publications 142,661 51,872 186,033 380,566 206,701
Conference expenditure 22,864 25,932 46,664 95,460 420,268
Other event expenditure - 19,322 18,478 37,800 1,438
Standing Groups & Research Networks 34,207 83,438 112,505 230,150 307,514
Methods School 361,885 109,323 450,621 922,829 879,802
Joint Sessions of Workshops 12,527 19,489 30,617 62,633 75,078
Total 574,144 309,376 844,918 1,728,438 1,890,800
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8. Support costs

2020 £ 2019 £ Total support costs are made up of
the expenditure for generating funds
in note 6 of £22,572 (2019 : £17,333) and
the expenditure on charitable activities in
note 7 of £844,918 (2019 : £850,801).
Offce costs 409,293 387,891
Staff salaries and wages 458,197 480,243
Total 867,490 868,134

Basis of allocation

Support costs have been allocated against charitable activities in line with the percentage of other expenditure directly attributable to the activity as follows:

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Support cost Support cost Direct cost
per activity % per activity £ per activity £
Subscriptions – Allocated 2.60 22,572 –
Subscriptions – Direct costs – – 23,603
Publications – Allocated 21.44 186,033 –
Publications – Direct costs – – 194,533
Conferences – Allocated 5.38 46,664 –
Conferences – Direct costs – – 48,796
Other event expenditure – Allocated 2.13 18,478 –
Other event expenditure – Direct costs – – 19,170
Standing Groups & Research Networks – Allocated 12.97 112,505 –
Standing Groups & Research Networks – Direct costs – – 117,645
Methods School – Allocated 51.95 450,621 –
Methods School – Direct costs – – 471,360
Joint Sessions of Workshops – Allocated 3.53 30,617 –
Joint Sessions of Workshops – Direct costs – 32,016
Total 100.00 867,490 907,123
Included within support costs are £44,579 (2019 : £124,069) of expenditure which relates to governance costs. This is broken down as follows:
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Total 100.00 867,490 907,123
Included within support costs are £44,579 (2019 : £124,069) of expenditure which relates to governance costs. This is broken down as follows:
2020 £ 2019 £
Executive Committee expenses, and Director remuneration 30,169 110,394
Audit fee (note 10) 14,410 13,675
Total 44,579 124,069

All members of the Executive Committee are reimbursed travelling and subsistence expenditure incurred in the course of their duties.

In the prior year, the Director and Chair were contractually employed and paid by universities who are not related to the ECPR. ECPR reimbursed their respective employers at an agreed percentage of their employment costs, which totalled £nil for the year (2019 : £75,938).

During the year reimbursed expenses amounted to £8,166 (2019 : £34,456); this amount is included within governance costs. No emoluments have been paid to any member of the Executive Committee.

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2019–2020

9. Staff costs

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2020 £ 2019 £
Wages and salaries 642,859 637,577
Social security costs 57,750 56,976
Pension costs 84,254 81,336
784,863 775,889
Directly attributable wages (note 7) 309,376 295,646
Total wages cost to be included in
support costs allocation (note 8) 475,487 480,243
The average number of employees during the year was
made up as follows:
Management and
administration of the Charity 19 20
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The charity considers its key management personnel to comprise the Executive Committee and the directors who held the position in the year.

The total employment benefits including employer’s pension contributions of key management personnel were £71,865 (2019 : £56,080). One employee had employment benefits in excess of £60,000.

10. Audit fee

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2020 £ 2019 £
Auditors’ remuneration
in respect of audit services 13,300 13,300
Auditors’ remuneration in respect
of tax and other advisory services 1,110 375
Total 14,410 13,675
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11. Tangible fixed assets

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Freehold
Office and IT land and
equipment £ buildings £ Total £
Cost
At 1 October 2019 16,317 446,739 463,056
Additions 3,422 – 3,422
At 30 September 2020 19,739 446,739 466,478
Depreciation
At 1 October 2019 6,631 40,039 46,670
Charge for year 4,669 9,791 14,460
At 30 September 2020 11,300 49,830 61,130
Net book value
At 30 September 2020 8,439 396,909 405,348
At 1 October 2019 9,686 406,700 416,386
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12. Investments

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Assets held for charity use and
to provide investment return 2020 £ 2019 £
Banco Santander shares 1,135 1,135
Funds held with Vanguard Investment
UK, Limited 974,757 954,333
Total 975,892 955,468
The movement in the year is as follows 2020 £ 2019 £
Market value as at 1 October 2019 955,468 882,121
Gain on valuation 5,609 59,598
Dividend accumulated in fund 14,815 13,749
Market value as at 30 September 2020 975,892 955,468
The investments shown above comprise
UK and overseas investments. Below are
investment holdings by category: 2020 £ 2019 £
Managed funds 975,892 955,468
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The managed funds with Vanguard relate to two Vanguard LifeStrategy funds. The LifeStrategy 40% equity fund is made up of 40% equity and 60% bonds. The LifeStrategy 60% equity fund is made up of 60% equity and 40% bonds. The investments are split equally between the two managed funds.

13. Debtors

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2020 £ 2019 £
Trade debtors
(including subscriptions due) 241,866 276,261
Other debtors 149,541 96,514
Prepayments
Conferences 17,072 15,519
Insurance 6,126 6,302
Rates 1,094 1,077
Total prepayments 24,292 22,898
Total debtors 415,699 395,673
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14. Cash and cash equivalents

Cash and cash equivalents consist of the following items for the purpose of the Statement of cash flows:

2020 £ 2019 £
Total cash and cash equivalents 1,900,487 1,854,995

15. Creditors

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2020 £ 2019 £
Deferred income 671,042 674,703
Accruals 131,295 88,300
Trade creditors 12,640 80,226
Other taxation and Social Security 56,039 38,007
Credit card 5,553 6,779
Total 876,569 888,014
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Amounts invoiced in advance represent income in respect of future events, subscription income from members where the subscription year starts on 1 October 2020 and publications income for the three-month period to 31 December 2020.

16. Financial instruments

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2020 £ 2019 £
Financial assets
Financial assets measured 391,407 372,775
at amortised cost
Financial assets measured 975,892 955,468
at fair value
Total 1,367,299 1,328,243
Financial liabilities
Financial liabilities measured 130,635 155,226
at amortised cost
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Financial assets measured at amortised cost comprise trade debtors and other debtors.

Financial assets measured at fair value comprise listed investments.

Financial liabilities measured at amortised cost comprise accruals and trade creditors.

17. Related parties

The related parties of the ECPR are the members of the Executive Committee. The ECPR is controlled by its Executive Committee. No other transactions were identified which should be disclosed under Financial Reporting Standard 102.

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2019–2020 A year like no other

Amid the post-pandemic landscape, in which the insights offered by political science are more valuable than ever, ECPR will continue its mission to serve the academic community. We will forge ahead, building spaces for our members, providing stability and a sense of kinship in a rapidly changing and uncertain world.

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2019–2020

Encouraging the training, research, and cross-national co-operation of political scientists

Principal Office

Harbour House | 6 – 8 Hythe Quay Colchester | CO2 8JF | United Kingdom

ecpr.eu

Registered Charity Number 1167403 Charitable Incorporated Organisation 46

ECPR | Annual Report