Actions to manage impact covid19

Actions to manage impact of Covid19 on Fundraised Income

Today, 2into3 launched a new paper “Actions you can take to manage the impact of Covid-19 on Fundraised Income“. It assesses the scale of impact on fundraised income of Covid-19 and what action can be taken, by organisations, to manage that impact in 2020. Projections indicate the fundraised income in Ireland is facing a 15% decline in 2020 costing sector €179m.

Summary of actions that can be taken at an organisational level

1. Assess the potential loss of fundraised income for your organisation by taking your 2019 fundraised income by method by month and calculating the impact using the following factors:

    1. No impact on Major Gifts, Trusts and Foundations and Emergency Direct Marketing
    2. A 10% reduction in Regular Committed Giving and Direct Marketing Appeals and Campaigns for 1/3rd of year.
    3. A 25% reduction in Corporate for 1/3rd of the year
    4. a 25% reduction in value of Legacies for the full year
    5. A 75% reduction in Selling Something for half the year
    6. A 100% reduction in Local & Community Fundraising for 2/3rds of the year

This the total potential loss of fundraised income for your organisation if unmitigated.


2. Examine your eligibility to apply for the Covid-19 Wage Subsidy Scheme. This could allow you to maintain your team to take the following actions.

3. Consider the potential to increase Major Gift and Trust & Foundation income by doing prospect identification, using name generation and wealth screening and other research methods to add to your prospect pipeline and update your case for support.

4. Adapt the communications of your regular committed giving and direct marketing appeals to take account both of the likely impact of Covid-19 on some donors’ ability to give as well as the propensity of other donors to give more.

5. Invest more resources in your online channels where they already exist, otherwise establish a new online giving platform to fill this gap.

6. Research the impact that Covid-19 has had on your corporate donors. Get in touch with all existing corporate donors, being proactive where their capacity to support your organisation may be adversely impacted, as well as assessing where support can continue. Identify corporate sectors unaffected or performing strongly during Covid-19. Reach out where possible.

7. Develop a new plan for Selling Something & Local and Community activity post-Covid-19. Maintain your volunteer base by staying in touch.

8. Reassign resources based on your learning based on the outcomes of items 1 through 7 above.

 9. Monitor your performance carefully, comparing each month with the same month of the previous year and benchmark with your peers and the sector.

Download the full report here

2into3 are hosting a Webinar on this topic on Thursday 9th April, if you are interested in the attending please contact: Judith Power

Keep safe.

Covid 19 – Update

Over the next few weeks, here at 2into3, we will be taking precautionary measures to help prevent the spread of Covid 19. We appreciate this is a difficult time and many of us are concerned for the health and safety of our colleagues, clients and our loved ones.

As a result, we will be delivering our services through the use of technology and are continuing to operate as normal with our staff working from home. Meetings, Workshops and Interviews can be held using 2into3’s video conference software without our clients or candidates needing anything more than a phone. Social distancing will be observed to help keep everyone safe.

We will continue to work on all our projects and aim to deliver them as per agreed deadlines, we are taking the same approach with new projects, we are still working, just using online tools to minimise social contact.

We sincerely hope that you and your families stay safe and healthy over the coming weeks.

Rob Foley

Cork office now open – lead by Rob Foley

Rob Foley

We are delighted to announce the opening of our Cork office, headed up by Rob Foley, Strategist and Fundraising Expert. We are looking forward to working more closely with not-for-profits in the Munster region.

Rob Foley is a 2into3 Consultant and Head of 2into3’s new Munster practice. Having pioneered the development of wealth screening services for fundraising organisations in Ireland through prospect research specialist, Prospect 23, much of his work now centres on relationship-based fundraising campaigns, wider strategy development and board engagement.

Rob holds a Bachelor of Commerce and a Master of Science Degree (Research) from University College, Cork. Rob is a visiting lecturer at the UCC School of Applied Social Studies where he has also developed and delivered a Continuing Professional Development (CPD) module on the theme of “Developing a Fund Raising Strategy for Voluntary and Community Sector Organisations”.

Since starting in 2006, we have expanded our offering to include Fundraising Strategy, Strategic Planning, Organisational Reviews, Recruitment and Research. We have a wealth of knowledge from working across the diverse range of not-for-profit sub-sectors from Social Services and Health to Education and Sport.

Sports Capital 2018: Does Class Matter?

For a few weeks now, the allocation of Sports Capital Grants has made headlines across the country. With these allocations comes moans, groans, cheers and praise for a grant system that is severely underfunded. However, the recipients of the grant money has caused much debate. Most recently, Mr Ewan MacKenna and Mr Philip Boucher-Hayes have inputted to the debate on Sports Capital Grants. Is it about “La-la Land” forgetting what sport really is? Or, do we all need a significant dose of reality? Mr Mackenna writes “To be fair to the sports grants system, that it exists is a step in the right direction. But how it exists is problematic.” The issue, though, is not how it exists, but rather the general Irish interpretation of the grants system.  Over the past number of years, 2into3 has conducted research on Sports Capital Grants. As outlined in previous research findings, delving deeper into the figures better informs the debate. Questioning the allocation by quantum is not a fair assessment of the Department of Transport, Tourism and Sport’s (DTTAS) policy towards the allocation of Sports Capital Grants.

Following the fallout of the 2017 round, DTTAS followed through on their commitment to dedicate more funding to socio-economic disadvantaged areas. The system they have used for the more recent rounds was the Pobal Deprivation Index. Clubs that were based in disadvantaged areas, according to the Index, were given more marks than clubs not in these areas. Furthermore, the level of own funding required varied depending on your location in the Pobal Index. Clubs from disadvantaged areas were given greater preference. However, many have taken exception to the DTTAs allocation of money, see table 1.

Use of the Pobal Index does not tell the whole story. DTTAS is very much so aware of this. A club sitting in a Pobal classified “affluent” area could have many members coming from disadvantage or minority groups. The same could be said vice versa. Greater consideration should be given to the member composition and catchment area of clubs applying for grants. However, at the time of writing, a more refined system has yet to be developed or suggested by DTTAS or the general public.

Mr Boucher-Hayes of Drivetime RTE Radio 1 argued that the grants “show a distinct bias in favour of middle-class sports.”[1] This was an argument put forward in previous rounds. DTTAS philosophy is quite simple, if you’re not in it, you can’t win it. It begs the questions, how can DTTAS allocate funding to those who are not applying for the programme in the first instance? A breakdown of table 2 shows what sports applied for the local fund in 2018. Why did the GAA receive the most? They applied in greater numbers. Why did golf receive more than boxing? Simple numbers, golf clubs applied at a rate of 3:1 compared to boxing clubs.

To secure a Sports Capital Grant, you need to be proactive, not reactive. Tennis Ireland has trained clubs to be proactive with Sports Capital. Unsurprisingly, tennis’ application rates increased and therefore what they received increased. Similarly, golf clubs have been trained to anticipate deadlines, not react. This approach does take time, though. 2into3 have done similar work with cricket, for example, which has seen a 17% increase in applications and an 83% increase in secured funding in 2018 compared to 2017. No sport will apply at a comparable rate to the GAA. The GAA is at the root every almost every community in Ireland. Nonetheless, it is the responsibility of national governing bodies to prepare and inform their club base appropriately. This is completely out of the control of DTTAS, it cannot force any club to apply.

For example, clubs that do not satisfy the land title requirements as stated above can still apply for capital. Most clubs either overlook this or are not aware of the opportunity. In fact, DTTAS increased the threshold from €25,000 to €50,000 in 2018 in a bid to increase applications of clubs that do not suit the title requirements of the programme. Furthermore, clubs can also apply for up to €150,000 in equipment grants with no need for land ownership. Almost half of boxing’s allocation came via the equipment grant route.Ownership of land is another critical issue to access of Sports Capital Grants, which the GAA has over others also. The fact remains that sports like badminton, basketball, boxing, squash, and more all play out of sports halls. Often, they do not own these sports halls or work off yearly rental agreements. To apply for a full maximum grant of €150,000, clubs either need own the land through freehold or have leasehold of a minimum duration of 15 years at the time of the application. The lack of applications from these sports would suggest that long-term agreements are in the minority. Admittedly, the statistics provided by DTTAS do not go deep enough to show how many boxing, basketball, etc clubs applied under multisport. The numbers are effectively skewed. However, the programme was adjusted in 2018 to encourage more clubs to apply for capital.

Furthermore, DTTAS gives preference to applications from local authorities to aid local capital development. Since 2014, DTTAS have shown a distinct preference to applications made by local authorities and local sports partnerships who are making applications on behalf of clubs unable to do so themselves. This included €97,850 to Ballymun Sports & Fitness and €94,500 to Finglas Sport & Fitness Centre. However, these applications are classified generally as “multisport” which was only bested by the GAA. “Multisport” facilities will not make national headlines as Irish society is too transfixed with looking over the fence to see how one sport did compared to another. Multisport facilities are commonplace across Europe.

Allocations to hockey have made significant headlines over the years. To put the 2018 allocations in perspective, that’s 1.3% of the total funding and only 39% of what the 34 hockey clubs asked for. On the other hand, boxing received 1.6% of total funding and 53% of what clubs asked for. Undoubtedly, boxing performed better than perceived “middle-class sports” such as hockey, golf and tennis. Should we simply exclude any sport based on public preference to others? No, DTTAS simply cannot do this. Clearly, an awareness campaign is needed to raise application rates among sports like boxing. One wonders, why doesn’t the Sports Capital Programme get such publicity when a funding round opens?

In the UK, much research was undertaken to prove the true impact of sport. The Culture and Sport Evidence (CASE) programme was a joint strategic research initiative led by the Department for Culture, Media and Sport (DCMS) and its sector-leading arms-length bodies: Arts Council England, English Heritage and Sport England. The published research provides ground-breaking evidence on making the case for investing in sport based on the broader wellbeing, health and educational outcomes. Some of the key findings were increases in numeracy scores, education, health gains and substantial long-term economic value in terms of avoided health costs. Furthermore, a “A range of factors, including age, gender, alcohol consumption, childhood experience of sport, socio-economic variables, a limiting illness or disability, educational attainment, unemployment, TV and internet use, and the proximity of local sports facilities, are directly associated with people’s participation in sport.”[2]  It is time that studies similar to this are commissioned in Ireland.


When the whistle blows, there are always winners and losers. After all, it’s the basis of sport and an oversubscribed grant system is no different. Should funding be given to allow clubs access to land? Or should we follow the approach implied by Mr MacKenna and Mr Boucher-Hayes and simply expel “middle-class sports” from the Sports Capital Programme? A more pragmatic approach is needed, one that supports the grant system and gives evidence to DTTAS that €50m-€60m each year simply is not enough.

Understandably, calls for increased state support are no surprise; a common critique that could be used across every government programme and support. What makes Sports Capital any different? Frankly, it is the primary mechanism for clubs access significant capital funding. Without it, the provision of sporting developments at local level would effectively stagnate. The benefits of sport cannot be understated – it benefits physical, mental and emotion health. It helps social inclusion and cohesion. Na Fianna’s GAA club’s social value report gives hard evidence to the augmentation of state supports for local clubs. Now is the time to significantly increase the investment in grassroot sport. Valid applications under Sports Capital clearly have credit. The level of funding under Sports Capital should allow all valid applications to get support. This would benefit all sport – not just the reader’s choice.


Darren McMahon is a Consultant at 2into3, specialising in Sports Capital Consulting, Fundraising and Masterclasses. For more information, please contact Darren at Darren.McMahon@2into3 or +353-1-234-3127.

[1] Philip Boucher-Hayes, Drivetime RTE Radio 1, Thursday 21 November, 2019.


New Year New Career Irish Times 2into3

2into3 Recruitment – New Year New Career in Association with Irish Times

Happy New Year!

If you are considering a career change or a new role in the Not-for-Profit sector in Ireland, check out Fergal O’Sullivan’s interview with the Irish Times.

Or see the article below:


Charity begins at work: The lure of the not-for-profit sector

For those who want to work for an organisation with a more meaningful mission, there are many opportunities in the not-for-profit sector

“Successful senior managers, particularly CEO-level, will need to have all the required business acumen, regulatory experience, and board-engagement experience.” Photograph: iStock

“Successful senior managers, particularly CEO-level, will need to have all the required business acumen, regulatory experience, and board-engagement experience.” Photograph: iStock

As a new year begins, many people weighing up job prospects may be tempted to look at the not-for-profit centre. Shifting to an organisation with a more meaningful mission is the key reason people join the sector, suggests Fergal O’Sullivan, head of recruitment at 2into3. The Dublin-based recruitment agency has been working with the not-for-profit sector since 2006.

“We get a lot of interest from people who are in the commercial sector who are looking for a career change, and who want to give something back through a purposeful role,” says O’Sullivan. While 2into3 focuses on senior-level roles, there are openings in the sector at every level, with charities and organisations recruiting for anything from street fundraisers to chief executives.

Street fundraising

Working as part of a street fundraising team may be the right fit for the right person, especially someone outgoing who is looking to break into the sector. “While we don’t often deal with these positions, the skills needed are mainly patience, perseverance and an ability to get on well with people, as this work is very much a sales-type role and not one for the shy and retiring. If you do feel you have that personality and drive, it can be a very rewarding role,” says O’Sullivan.


“The roles and responsibilities in communications positions can be quite similar to marketing roles in the commercial sector,” says O’Sullivan. “So anyone with a strong background in marketing, PR and general communications may well find they have transferable skills they could bring to the role. Very often, communications is also combined with a fundraising role, as so much of the task of raising funds is communicating the mission of the organisation and the impact the funds will have.”

Head of function roles

“We would recruit for head of function roles for a number of disciplines on a regular basis, including HR manager and finance manager. For roles such as these, the sector in which you operate is less important than having the core skills required to perform the role properly,” says O’Sullivan.

“Roles such as these offer the greatest opportunity for people who are looking for a career with purpose to transfer from the commercial sector into the world of not-for-profit, as the skills required are most obviously transferable,” he says. “Once such a move is made, the exposure to the sector and its own ways of working can make career progression much easier.”

Senior management and chief executive roles

“Senior management roles are the heart of the recruitment activity in 2into3,” says O’Sullivan. “Be that at chief executive level, or as director of fundraising. For such a high-level position, there will likely be the need to know and understand the not-for-profit sector and what the position usually entails for their particular sub-sector, so it may not be a first point for someone moving from the commercial sector. In addition, successful senior managers, particularly CEO-level, will need to have all the required business acumen, regulatory experience, and board-engagement experience you would expect for such a position.”

Niche roles

Part of the appeal for people joining the not-for-profit sector is that there may be more opportunity to blend skills and experience in roles that more accurately fit the person. “The joy of working in the not-for-profit sector is that there’s a huge variance of roles,” says O’Sullivan.

“We would do a certain amount of targeting, particularly for harder-to-fill roles, where we would go out to both our own existing network of people that we know, and also do some executive searching online to find people who would match the particular skill-set,” he says.

While recruiters also work with people with not-for-profit sector experience looking to join a new organisation, it is rarer than people making a transition across from the commercial sector, suggests O’Sullivan. “Many people who end up working in not-for-profit organisations do so because they have a very strong passion for the mission of that organisation. So they tend to be quite at home in it. I think it is one of the biggest draws to the sector, that work can become more than just a job that pays a salary.”

2into3 announces partnership with Northern Ireland Sports Forum

We are delighted to announce our partnership with Northern Ireland Sports Forum. Both organisations share a common purpose – the development and support of Northern Ireland Sporting Bodies. Over the past 13 years, 2into3 has developed a suite of the services that enable Sporting Bodies to provide the best level of service to their members. These services include: Strategic Planning, Fundraising Strategy and an introduction to Fundraising Strategy development in a Masterclass setting.

In Feb 2019 we undertook a Sports Fundraising Strategy Masterclass with Northern Ireland Sports Forum.

We look forward to working with the members of Northern Ireland Sports Forum.


Richard Johnson, Chairperson of Northern Ireland Sports Forum.

“We are excited to launch our partnership with 2into3 and we are confident that our partnership with 2into3 will complement the services that the Sports Forum provides to our members. We have seen the value that our members have already gained from their advice and support through programmes such as the Fundraising Masterclass and look forward to expanding on this in the future.”

Sports Capital Announcements Unveiled

After an agonising wait of over 13 months, clubs have finally discovered their Sports Capital fate.

In total, €37.1m has been made available for capital projects for local clubs across the country.

We are delighted to announce that we assisted five clubs in securing a grant in this round, totalling €542,562.

This means that we have secured over €1.3m in Sports Capital funding for sports clubs and schools.


We would like to congratulate on the following:

Newpark Comprehensive School/Avoca Hockey Club €138,776
Cobh Wanderers FC €79,979
Naas GAA €76,426
St Joseph Schoolboys AFC €100,441
Seapoint RFC €146,940

Interested in your club applying for funding through the Sports Capital programme? Our experts can help you maximize your potential and help you navigate the application process. Contact Consultant Darren McMahon on or call 01 234 3127.

Good Governance awards 2019 winners

Winners of Good Governance 2019 announced

2into3 are delighted to be involved again as a partner organisation for this year’s Carmichael Good Governance Awards. The awards, now in their fourth year aim to acknowledge, encourage and promote good governance practice by not-for-profit organisations in Ireland.

The Awards are open to organisations of all shapes and sizes. In total, there are five entry categories ranging from small (annual turnover of less than €250,000) to the very large (turnover of over €15million).

Drumroll – And the winners are: Trócaire, Jigsaw, LauraLynn, Jack and Jill Foundation, The Care Trust, Children’s Rights Alliance, Solus Centre, Helium Arts & Health and Sligo Volunteers Centre.

Dennis O’Connor, Director with 2into3 will join the panel of twenty-five judges who will adjudicate shortlisted entries and select the winners. All organisations who enter will benefit, the GGA Judging panel will provide governance feedback on all submissions.

Speaking about the awards, Dennis said: “The Good Governance Awards are an excellent initiative designed to promote transparency in the sector. 2into3 are delighted to support the awards given that recent findings in our Annual Fundraising Performance Report suggest that many organisations are not adhering to SORP requirements.”


2into3 Annual Fundraising Performance Report



2into3 intend to continue their sponsorship of the Good Governance Awards next year.

2into3 Recruitment Monitor Q3 2019

Senior Recruitment Activity in the Irish Not-for-Profit Sector Continues to Increase

2into3 Recruitment Monitor Q3 2019


2into3 have released the latest quarterly review of senior recruitment activity in the Irish not-for-profit sector. The 2into3 Recruitment Monitor takes a snapshot every three months of what is happening at the mid to senior range of roles being advertised, allowing those working in the sector better understand the market movements.

In the Q3 – 2019 edition of the Monitor, the research shows that competition within the not-for-profit sector continues to intensify as the demand for candidates for senior roles increases year on year.

Commenting on the release of the latest data, Fergal O’Sullivan, Head of Recruitment at 2into3, said: “It is interesting, but not surprising, to see the level of activity continues to increase, not only quarter on quarter, but year on year. From our own activity and monitoring of the sector as we approach full employment, the number of roles advertised for senior not-for-profit roles continues to increase. This healthy recruitment market brings with it its own set of challenges for recruiters in the sector, as the upward trend identified shows no sign of slowing.”

Key highlights from this quarter’s Recruitment Monitor indicate:
• The number of senior roles advertised in Q3 2019 was 159, an increase of 51% on the same period last year. There was also an increase in the number of organisations recruiting for these positions, from 90 to 108 organisations.
• Drilling down by function, while the number of CEO/Executive Director roles remained static Fundraising and Business Development positions increased by 142%, Communications & Marketing by 125% and Finance by 114%. There was little or no change in the number of Administration, Strategy and Governance roles.
• At a sub-sector level, Social Services organisations were by far the most active in Q3, accounting for almost 28% of roles advertised. Health was second, with 14%. Local Development and Housing and Education & Research organisations each accounted for 11% of roles.

For further insights into this quarter’s activity please contact Fergal O’Sullivan on (01) 234 3165 or