2024 Community Recognition Fund

Our Rural Future: 2024 Community Recognition Fund

The Minister for Rural & Community Development has announced a further €50 million in funding under The Community Recognition Fund, to deliver projects over 2024- 2025. The Community Recognition Fund was first introduced last year to recognise the huge efforts made by communities in welcoming and supporting people coming to Ireland.

Through the 2023 allocation, funding of €50 million was approved for some 900 projects in supporting cities, towns and villages nationwide that have welcomed people from Ukraine and other countries. Local authorities, in collaboration with communities, will be funded to develop projects that will deliver long term benefits to those living in the areas selected. 

Projects that will be funded include

  • Development or refurbishment of community or cultural facilities including play areas, walkways, parks, community/sensory gardens, allotments, and recreational areas; 
  • Development or refurbishment of local club and sports facilities; 
  • Enhancement to school/parish facilities which are open to use by all of the community after school hours; 
  • Purchase of equipment for local clubs, festivals, community events and organisations 
  • Transport infrastructure such as community vehicles

Require support with your Grant Application? 

Applying for state funding can be a difficult and timing consuming process. Many organisations struggle with the grant application process, as they lack the capacity or resources to do so. To date, our Grants & Economic Services team have secured over €3m in capital project funding for nonprofit organisations. We can assist you with developing an application which is in line with the Government’s Public Spending Code.  

If you’re interested in gaining support with this grant application, contact our Director of Grants & Economic Services, Patricia Keenan at patricia.keenan@2into3.com, or on +353 860 657 347. To see our range of grants supports, visit our webpage.

5 Ways to Make Your Fundraising Efforts More Sustainable

4 Ways to Make Your Fundraising More Sustainable

Fundraising is an essential component for nonprofit organisations to achieve their mission and sustain operations. However, it can be challenging to create a fundraising strategy that is sustainable and effective over the long term.

Here are 4 ways your nonprofit can make your fundraising efforts more sustainable:

 

1. Leverage Digital Methods of Fundraising

Most organisations are aware of the benefits of using digital methods of fundraising, as opposed to traditional promotional methods. However, many organisations are not making use of digital communications and marketing techniques in their full capacity. Leveraging digital methods of fundraising includes using social media, email campaigns, webinars, SEO and online newsletters to achieve successful fundraising results. Ensuring that you’re investing in digital marketing for your fundraising efforts in a strategic manner will make your fundraising more sustainable in the long-run.

2. Focus on Donor Retention

Whilst acquiring new donors is important, retaining existing donors is crucial for sustainable fundraising. Donor retention efforts not only save resources, but also contribute to long-term relationships and support. Collaborate with your communications team to ensure personalised communication, donor appreciation events, and other updates are circulated on a regular basis. By cultivating strong relationships with your donors and demonstrating the value of their support, you can increase donor loyalty and retention rates.

3. Diversify Your Revenue Streams

Another effective way to ensure sustainability in your fundraising is to diversify revenue streams. Relying solely on one source of funding, such as grants or individual donations, can make your organisation vulnerable to funding fluctuations or changes in donor priorities. Explore alternative revenue sources such as corporate partnerships, earned income streams, and fundraising events. By diversifying your revenue streams, you can create a stable financial foundation for your organisation.

4. Partner with Sustainable Businesses

In addition to our previous point, as part of diversifying your fundraising strategy, consider partnering with a business who compliments your organisation. Consumer preferences have changed, and pressure for businesses to act sustainably has increased. Therefore, many businesses are fine-tuning their ESG strategy and are seeking a nonprofit to partner with. Collaborating with companies that align with your mission, vision and values can make for a mutually beneficial partnership that is sustained in the long-run. For more information on developing a Corporate Partnership, click here.

 

Get in Touch

If your organisation is interested in developing a more sustainable funding model, or if you would like to discuss the recommendations in this blog, contact our Head of Fundraising Advisory Practice, Rob Foley on 086 032 7935. For more information on our range of fundraising services, visit our webpage.

2into3 nonprofit Talent recruitment trend

Nonprofit Talent Trends: Q4 Insights & 2023 Overview

Our final quarterly analysis of Nonprofit Talent Trends for the year has shown a significant increase in activity, versus the same period last year. The number of roles we recorded as being advertised jumped from 193 to 254, an increase of 61, or 31.6%. It is interesting to note that the number of organisations who were seeking talent increased from 151 to 180. Therefore, it is clear multiple roles were available in a number of nonprofits.

Q4 2023 2into3 Nonprofit Talent Trends

 

Activity by Subsector

Nonprofit Talent Trends Q4 2023          Nonprofit Talent Trends Q4 2023

 

Where data was available, Social Services roles accounted for 34% of all roles advertised, followed by Local Development & Housing (17%) and Health (16.0%). The remaining 33% of roles came from all the other 9 subsectors.

Year-on-year, where data was available, activity within each subsector fluctuated:

  • There were decreases in roles seen in 5 areas (Education & Research, Arts, Culture & Media, Professional & Vocational, Environment, Recreation & Sport)
  • Increases in role numbers were observed in the other 7 (Social Services, Local Development & Housing, Health, International, Advocacy Law & Politics, Philanthropy & Voluntarism, Religion).

Some of these were quite large in percentage terms (e.g., 900% for Religion) but these were often from low bases.

 

Activity by Role Type

Q4 2023 Nonprofit Talent Trends Activity by Role Type

The increase in roles advertised was not quite universal across all role types, with two areas (Service Delivery & Operations Management and Administration, Strategy & Governance) seeing a decrease. All other areas saw an upward trend, some quite substantially, such as CEO/Executive Director roles up by 121%, and HR positions by a massive 525%, albeit from a low base.

 

Annual Breakdown: 2023 Activity Vs. Prior Years

Looking at the whole of 2023, there was small drop in the number of roles advertised versus 2022 – down 3%, from 1,004 to 971. However, this still shows a relatively high level of activity versus the dark days of lockdown in 2020 and a sustained high volume for the years since the pandemic was at its height.

 

Number of Roles Advertised by Quarter

Subsector Breakdown

Where data was available, there were some fluctuations for the full year 2022 versus 2023:

Number of Organisations Advertising by Subsector

By Organisation, there were decreases in activity for 7 subsectors, most notably Arts, Culture and Media (-33.3%) and Environment (-25%), with big increases observed in Philanthropy & Voluntarism (+45.5%) and International (+22.6%). The biggest increase was for roles where the subsector was unknown, highlighting the significant shift towards anonymous job advertisements over past year.

When looking at the number of actual roles, rather than organisations, there are some additional variations worth noting:

Number of Roles Advertised by Subsector

Decreases were seen in 6 subsectors, with increases in another 5; one sector (Philanthropy & Voluntarism was flat).

Advocacy, Law & Politics (+30.4%) saw the biggest increase, followed closely by Religion (+26.7%) while the biggest drops were observed in Arts, Culture & Media (-39.3%), Professional & Vocational (-32.1%) and Environment (-28.6%).

 

Activity by Role Type

For the full year, 2023 saw some significant changes in the types of roles being advertised in the sector.

Roles Advertised by Position Type

Only Fundraising & Business Development roles remained virtually unchanged in terms of activity levels (+1.2%), with Administration, Strategy and Governance showing a drop of 11.8%. All other main role types saw significant shifts in numbers. HR roles rose by 127%, Finance by 78.7% and CEO/Executive Director roles by 50%. By contrast, significant drops were seen in the number of roles for Communications & Marketing (-30.6%), and Service Delivery & Operational Management (-24.8%).

 

Multi-Year Assessment

As an interesting snapshot, the final chart below shows the number of roles advertised, by type from 2019 to 2023. A consistency is seen across the five years, in terms of share of the total sector activity, with the greatest variations apparent in the level of Service Delivery & Operational Management roles and, to a lesser extent, Finance positions.

Roles Advertised by Position Type

Summary

The one very obvious observation here is that activity has jumped significantly when you compare the last three months of 2022 to 2023, with almost a third more roles being advertised during the comparable period. This points to a very active sector with a strong demand for talent, something we in 2into3 are seeing for quite a while now, as the market remains tight and active jobseekers remain thin on the ground.

That said, activity for the year as a whole remained fairly flat, so the movement would appear to be very much towards the back end of the year. In terms of types or role, there seems to be a lot of fluctuation and no real pattern to discern and for the subsector activity, the biggest take away would appear to be the continuing rise in the number of organisations choosing to advertise their positions anonymously.

Away from the data, our own qualitative take from the trenches here in 2into3 is that the market remains challenging, with the number of active jobseekers remaining stubbornly low.

This is probably due to a number of factors:

  • People who made career moves post-COVID not currently seeking another move.
  • Those who achieved a good work-life balance by securing favourable hybrid working arrangements reluctant to give these up.
  • Continuing economic uncertainty causing people to pause before moving to a new role.

 

Get in Touch

If you are currently seeking senior talent for your organisation, and require assistance, please contact our Director of Talent Management, fergal.osullivan@2into3.com. For previous examples of our work, click here, or for more information, visit our webpage.

Inclusive disability policies 2into3

Is Ireland Failing its Disabled Workforce? 4 Tips for Inclusive Recruitment

In recent years, there have been many positive developments towards increased recruitment inclusivity in Ireland. According to the 2022 Diversity, Equality and Inclusion Policy, “Everyone is entitled to enjoy a prejudice–free working environment that rejects any form of discrimination”. Despite this policy, there is evident disability discrimination in hiring. According to The European Commission Country Report for Ireland 2022, Ireland has one of the highest disability unemployment rates in Europe. The EU’s average employment rate for people with disabilities hovers around 51%. However, in Ireland, it is only 32.6%.

Despite these legislative efforts, putting such policies into practice still remains a challenge. Shockingly, the minimum employment target for people with disabilities in the public sector is a mere 3%. With no mandatory quota system, it’s up to individual employers to take the lead. Some companies step up disability inclusion policies voluntarily, but the lack of a standardised approach might be a factor in Ireland’s high disability unemployment rates.

Recruitment processes become arenas for these inequalities. Discrimination, whether blatant or subtle, continues to hinder the professional journeys of those with disabilities. Barriers stretch beyond the workplace, including public perception, rigid work conditions, inaccessible hiring processes, and physical environments.

4 tips for inclusive recruitment:

Employers can dismantle these barriers by embracing inclusive hiring. Prioritising inclusive processes can make a huge impact, such as:

  1. Creating accessible workplaces
  2. Offering reasonable accommodations
  3. Disability equality training to workplace
  4. Upgrades and investment in assistive technologies like screen-reading software, closed captioning, and voice recognition.

To make hiring more inclusive, consider remote interviews, alternative response formats, sharing questions in advance, live transcription for captions, and providing more time to process questions. For further information on disability inclusion, visit Disability Federation of Ireland’s website here. For more information on their recent blog, “‘New evidence of “ableism’ – prejudice and discrimination faced by people with disability according to ESRI report”, click here.

 

As Ireland’s economy continues to grow, we need to ensure that our workplace is taking every step to ensure disability inclusivity is a priority. Not only is it important for businesses that could be benefiting from a diverse workforce, but it also matters to society as a whole, as we strive for a collective commitment to equal opportunities. As Ireland tackles the challenge of reducing unemployment among individuals with disabilities, a joint effort is crucial. From policymakers creating solid legislation to businesses fostering inclusive workplaces, breaking down barriers requires society’s commitment to providing equal opportunities for all.

 

Get in Touch

If your organisation is seeking assistance in inclusive hiring, contact our Director of Talent Management, Fergal O’Sullivan. 2into3 are an equal opportunities employer who believe that diversity is a strength in the workplace. We therefore welcome applications from suitably qualified candidates, irrespective of gender, disability, marital or parental status, racial, ethnic or social origin, colour, belief, religion or sexual orientation. At 2into3, we endeavour to make all reasonable accommodations to facilitate the participation of candidates with disabilities in the recruitment process.

 

Locally led initiatives grant support ireland

3 Successful Grant Application Tips for Locally Led Initiatives

National policies regarding grant investment in communities and rural areas recommend that local development should be locally driven. Focusing on a bottom-up approach, led by local stakeholders and local partnerships, is highly encouraged. In our experience, there are a number of key priority issues that your grant proposal should try to address.

Here are 3 areas you should consider for a successful, locally-led grant application:

 

1. Identify your community need

There are several community grants available on an annual or semi-annual basis, offering varying levels of funding. Each grant application welcomes a range of proposals for community development. Before proceeding with your proposal, it is important to ask the following key questions:

  1. What does our community lack?
  2. What facilities or resources might help address one of our current social issues?
  3. What facilities might attract new people to our area?

We advise that you focus on developing your response to the above areas in a thorough manner. It is not best practice to rush this process – application assessment rounds re-appear, and it is better to have a well-rounded, shovel ready plan than an incomplete application. Organisations should consult local community groups and stakeholders, conduct surveys, and consider the ‘multi-use’ aspect of your idea.  

2. Focus on inclusivity in your grant application

Consider a project that offers something for everyone, no matter their age, ability, or interest. The more inclusive projects typically score higher when it comes to grant assessment. In addition, consider the potential for a social enterprise to collaborate with your project. Most grants will require fiscal projections and want consideration to be made to the future financial sustainability of your project.

Consider inclusivity factors, such as:

  • Will there be job creation as a result of your project?
  • Could it stimulate the local economy by attracting tourists?
  • Will it provide additional facilities for your community, such as an event space?

It’s important to focus on the broader aspect of your community, rather than your personal interests. Doing so will ensure that your project is inclusive and benefits a broad range of diverse community members.

3. Consider long-term projections

It is important to consider the long-term social impact and sustainability of your project. Try to base this off citeable academic research, as local authorities and grant assessors will take an evidence-based approach to evaluation. Consider your project’s long-term projections, such as:

  • Who will oversee and run this project?
  • Do we need to set up a new committee?
  • Does that committee contain team members with useful professional backgrounds in; project management, construction, accountancy, business development? 

Considering the future social impact of your project will aid your overall application. Adopting a future-focused plan which contains innovative ideas, rather than repeated projects, are highly regarded by Local Authorities. Therefore, it’s advisable to consider how your project is innovative and could be replicated in other communities, whilst still supporting the strategic objectives of local and national development policies.  

 

Get in touch – grant applications

Oftentimes, grants applications can seem like a lengthy process which may be difficult to navigate. If you’re considering applying for a grant, but require expertise and assistance, get in touch with our Director of Grants & Economic Services, Patricia Keenan on 086 0657347. To view our previous projects, or the range of grant supports we offer, visit here.

 

Federation of Irish Sport 2into3 announce partnership

2into3 Announce 3-Year Partnership with Federation of Irish Sport

2into3 proudly announce a transformative 3-year strategic partnership with the Federation of Irish Sport (FIS), commencing January 2024. This collaboration marks a significant milestone in 2into3 and The Federation of Irish Sport’s (FIS) shared commitment in enhancing the social impact of sports, recreation, and physical activity across Ireland. This partnership will allow both organisations to combine their expertise, resources, and passion to drive positive change and sustainable growth within the Irish sporting community.

With a shared commitment to good governance, strategic growth for NGBs and sport for all, the partnership will focus on key areas such as strategic planning, organisational development, philanthropic fundraising strategies, grants & economic services, and capacity building. By working together, we seek to ensure strong foundations are in place for Irish Sport.

Speaking about the partnership, Mary O’Connor, CEO of the Federation of Irish Sport, expressed delight about the collaboration, stating: “We are delighted to begin this new chapter with 2into3, who have a strong reputation and passion for delivering tailored solutions and driving meaningful change in the not-for-profit sector. Together, we have a tremendous opportunity to empower Irish sporting organisations, equipping them with the tools and strategies the need to thrive in ever-demanding landscape.”

Dennis O’Connor, CEO 2into3 echoed this sentiment adding: “The Federation is the voice of Irish Sport, and we are delighted to have the opportunity to work with them to help sporting organisations realise their ambitions which have such an impact on Irelands social capital, health, confidence and resilience.”

 

About The Federation of Irish Sport (FIS)

Founded in April 2002, The Federation of Irish Sport was established by Ireland’s national sporting organisations to provide leadership, co-ordination, support, and direction on key issues and to represent their interests to government and its relevant agencies.

FIS is the representative organisation for 110 National Governing Bodies of Sport (NGBs) and Local Sports Partnerships (LSPs) from every corner of the country, comprising over 12,000 sports clubs. The Federation of Irish Sport’s purpose is to provide a dynamic and effective voice for Irish sport, “to support and advocate collectively for our members, empowering them to maximise the impact of sport, recreation, and physical activity for society.”

For media enquiries or further information, please contact: Clare Louise O’Donoghue, Commercial & Communications Manager, Federation of Irish Sport m: 086 043 7887, e: clarelouise.odonoghue@irishsport.ie

 

2into3: Building Sports Capacity

2into3’s mission is to build the capacity of organisations to have a transformative social impact. We focus on helping nonprofits, philanthropists, social enterprises, NGBs and other social impact organisations by providing talent management, advisory and funding services.

Since 2006, we have worked with over 450 clients from a variety of nonprofit sectors, including sports, health, education, arts & culture, and social services. Within the sports sector, our consultants have previously occupied senior positions in sporting organisations, whilst others bring over two decades of experience in voluntary and professional roles. To date, 2into3 have worked with over 140 sporting organisations to help define, fund and achieve their ambitions.

 

Get in Touch

For information on our experience with sports organisations, visit our webpage, or contact our CEO, Dennis O’Connor: dennis@2into3.com.

The Power of Social Media in Elevating Your Fundraising Efforts

Last week, we saw a fantastic example of leveraging social media platforms for fundraising campaigns. After the tragic stabbing in Dublin last Thursday 23rd November, the bravery of Caio Benicio was celebrated by the creation of, ‘Buy Caio Benicio a pint’on Go Fund Me. By leveraging social media to spread awareness of this campaign, over €360,000 has been raised to celebrate Caio Benicio amidst a terrible tragedy.

Social media is an incredibly powerful tool for fundraising, revolutionising the way charitable organisations and causes connect with donors and supporters. Particularly since 2020, we have seen a surge in the use of social media within fundraising strategies, with many nonprofits focusing on leveraging their social media platforms to reach fundraising goals. Social media has the power to elevate your fundraising efforts, here are 5 reasons why:

 

1. Amplifying Campaigns

One of the most significant advantages of social media in fundraising is its ability to amplify messages. A single compelling post or campaign can reach a vast audience in a matter of seconds. The shareability of content on platforms such as LinkedIn, TikTok, Instagram and Facebook, allow supporters to become advocates, spreading the word about a cause to their own networks.

 

2. Breaking Geographical Boundaries

Social media has the capacity to break geographical boundaries. Traditional marketing techniques only had the ability to reach a small pool of people. Fundraising efforts are no longer limited to local or regional audiences. Organisations can connect with supporters, donors, and volunteers from around the world. This global reach opens up new opportunities for fundraising and collaboration on an unprecedented scale.

 

3. Increasing Accessibility

Crowdfunding platforms like ‘GoFundMe’ have used social media to make fundraising accessible to individuals who like to make one-off donations. Additionally, peer-to-peer fundraising campaigns, where supporters create their own fundraising pages and share them on social media, have become highly effective in mobilising communities.

 

4. Leveraging Trends

Many trends and challenges often go viral on social media. The ‘ALS Ice Bucket Challenge’, for example, raised millions for ALS research by encouraging people to record themselves dumping ice water on their heads and challenging others to do the same. These viral campaigns demonstrate the immense potential for grassroots fundraising on social platforms.

 

5. Direct Engagement

Social media provides a real-time platform for engagement. Organisations can interact with their supporters instantaneously, responding to questions, providing updates, and expressing gratitude for contributions. This direct and immediate connection fosters trust, transparency and improves communication.

 

The power of social media in fundraising enables individuals and organisations to connect and drive positive change in ways that were once unimaginable. To harness this force for good effectively, fundraisers must adapt to the ever-evolving digital landscape. Moreover, this is particularly apparent with the recent increase in the use of AI. It is important that fundraisers leverage AI and social media together to drive further awareness for their fundraising campaigns and creating a lasting impact. If you’re interested in learning more about how you can use AI for your fundraising efforts, see our previous post, ‘The impact of Artificial Intelligence in fundraising’.

Get in Touch

If your organisation’s fundraising strategy needs refreshed, updated, or if you’re seeking support to align your goals for 2024, contact our Head of Fundraising Advisory Practice, Rob Foley on 086 032 7935.

Importance of long term recruitment

The Long-term Importance Of Successful Recruitment For Social Impact Organisations

Many nonprofits are founded on a modest number of team members. As these organisations grow and develop, the success of their organisation lies in the hands of these talented individuals steering the mission forward. As we ease into 2024, here are some reminders of the long-term importance of successful recruitment for social impact organisations.

 

Cultivating a Vision-Driven Culture

A strong mission and vision are the main driving forces behind any social impact organisation. Therefore, aligning individual talent with the broader organisational vision is what fosters a culture of purpose. Through intentional talent management, social impact organisations can create teams where each member’s strengths contribute strategically to the overarching goals of the organisation. By recruiting staff that are genuinely passionate about the organisation’s mission can in time, lead to lower long-term staff turnover rates.

 

Efficiency and New Technology

Throughout 2023, we saw a rise in the use of AI across all parts of the sector (see previous post). Technology is constantly developing, which affects how social impact organisations work, communicate and solve issues. By recruiting the right people who are invested in learning new technologies and ways of working, it benefits the entire organisation’s efficiency, leaving more time for social impact organisations to achieve their mission.

 

Creating Future Leaders

Effective talent management means looking at long-term value. When visualising your organisation’s future, it’s important to consider what type of people you would like to lead your organisation in 5, 10, even 20 years’ time. Therefore, it is important to invest in recruiting future leaders, including college graduates, junior staff, and individuals with serious future potential. If you focus on recruiting talent with potential and invest time into developing their skills, you are building future leaders who will sustain the sector in years to come.

 

Fostering Sustainable Impact in 2023: Our Approach

Talent Management is not just about filling roles; it’s about sowing the seeds for lasting change within your nonprofit. By valuing the unique talents of individuals within your organisation, your organisation can collectively contribute to a more sustainable sector for all.

At 2into3, our dedicated Talent Management Services team has a proven track record of assisting social impact organisations in building high-performing teams that supports your organisation’s goals. Whether you require assistance recruiting at senior-level, or you’re considering investing in future talent at graduate level, we can assist you.

To explore how 2into3 can support your organisation’s talent management journey, contact Fergal O’Sullivan, Director of Talent Management, or visit our website here.

Matt McKerrow Governance Insights

“We’ve tried – women just don’t want to be on our board” Governance insights for your sports organisation from an international perspective

Authored by Matt McKerrow, Associate Consultant

 

As a father of toddler boy/girl twins, I am ever vigilant (and regularly reminded by my constituents) to ensure I am equitable in all dealings, particularly those that pertain to distribution of important resources – like strawberries, or marshmallows.

And OK, whilst two for the price of two does require significant extra resources (time, energy, and effort) – one of the great benefits of parenting dual small humans, beyond the constant gender equity check, is the diversity of experiences, learning, and as a result extra knowledge, that comes and will continue to come from raising a girl and boy the same age at the same time. That’s without considering what they’ll learn and gain from each other in the process. Summary: More work, tricky to balance, but increased knowledge, richer experiences, better and fairer outcomes for all, right? That’s my theory anyway.

Therefore, I can’t help but notice some parallels as the Irish sport governing body sector prepares for the pending 40% board gender balance deadline at year end. Recent media reports indicate the Football Association of Ireland (FAI) [1] [2] and the GAA [3] are among the organisations working earnestly towards change facing into the challenge of meeting the deadline – and I am sure there are others.

 

Here are some key points to consider for making progress towards balancing your board:

 

S/he got more than me

Whilst those electing sports boards may not prioritise or appreciate the benefit of the additional experience, knowledge and perspective that having a diverse board brings, it does seem implausible they could rationalise leaving 50% of the funding available to their sport on the table. Especially when this would then potentially be available to be re-distributed to other NGBs, their fellow ‘sport system siblings’. Neither of my 3-year-olds would stand for that.

 

International perspective

Having spent near equal amounts of time during my 20+ year career working in sports governance in Ireland, as in New Zealand & Australia, I am well placed to compare and contrast the Irish context with others I’ve worked in. I’ve also seen/heard some absolute clangers (refer to this article’s title quote, uttered much more recently than you’d imagine) and gathered some fascinating insights from both hemispheres as national sports systems have evolved to tackle the challenges of board gender balance and board independence.

 

Governance Principles over time

In a federated country, Australian NGBs (National Sporting Organisations or NSOs as they’re known down under) have long grappled with multiple layers of governance existing together – especially when it comes to the issue of independence.

A first version of the Australian Sports Commission (ASC) Governance Principles were published in 2002 and they have undergone several iterations since, most recently in 2023 [4]. The most recent version is explicit regarding board gender balance at 4.3: “The board (…) should be composed in a manner such that no one sex accounts for more than 60% of the total number of Directors”; and regarding independence at 4.4: “The organisation’s directors should be independent, regardless of whether elected or appointed”.

It is of note that whilst the ASC “Governance Code” has existed for decades, with prescription regarding board composition, a Women on Boards report [5] published in 2020 indicated that up to approximately 30% of funded Australian NSOs did not meet the 40% target that is currently prescribed in the ASC principles at that time. The more recently published ASC Governance Standards Benchmarking Report 2023 [6] depicts a decrease in the gender balance standard (4.4) since 2021, and highlights Diversity, Equity & Inclusion (4.2) as one of the “bottom 5” poorer performing standards where Board Independence (4.4) is among the Top 5.

 

Which country has it right?

By contrast, New Zealand, which is often compared to Ireland, in land and population size, sadly in terms of 2023 RWC performance, and notably examined in sporting system context detail at the 2018 Federation of Irish Sport Annual Conference – could be said to lead the way in board gender diversity. Sport New Zealand reported near 100% compliance (65 out of 66 funded organisations) with its 40% gender target in 2021, three years after publication of its 2018 Women & Girls Strategy and accompanying policy to impose significant penalties for those organisations not in compliance. Sport NZ report an overall improvement in governance and board dynamics as a result. [7]

 

Fiercely independent?

Speaking of New Zealand, and at the risk of again mentioning rugby, it is relevant to reference the recently published NZ Rugby (NZRU) Governance Review [8]. A highlighted summary contended the governance of the NZRU, the organisation behind the All Blacks and Black Ferns, is not currently fit for purpose, and offered some strong recommendations.

In contrast to the current issues reported in Ireland within the FAI – as they attempt to re-structure their board to meet their MOU obligations to government to have a 50/50 split of “football” and “non-football” directors [9] – the recommendation of the NZRU review is that the NZRU board be completely independent of constituent directors, instead proposing the inception of a Council structure where representatives of rugby’s stakeholder groups would feed into the governance of the organisation on select and specific terms. In that review, an independent director is defined to be one who is “four years (out of the game or) out of positions of influence within the game”. This may be viewed by some as heavy handed.

 

Rising through the ranks

For sports organisations with federal structures of governance – eg club> county>province>national, as in Ireland, there is an established practice of Presidents/Chairs/board members progressing “up the ranks”. This is often lauded as an achievement and viewed as an acknowledgement or even an entitlement based on time served within the sport. It would be common that upon election to a higher tier the director would resign from their lower tier appointment, but often one occurs directly following the other, with minimal, if any, time away from influential roles in the sport – and certainly not a four-year stand-down.

Nearly there

In late 2022, Sport Ireland indicated that if the current trajectory to that time were to continue, the target of 40% gender balance on NGB boards would be achieved in 2023 [10]. This can only be viewed as a positive development for Irish sport in terms of the greater knowledge, insight and diversity in board decision making, and overall improvement in governance of the sector.

More to come?

One wonders – if Irish sport is emulating, and close behind, our NZ counterparts in achieving board gender balance targets; our government, via their MOU with the FAI, are already seeking to ensure greater independence on sports boards; and the organisation behind arguably one of the world’s greatest sports teams appears set to be governed by a rigorously independent board – could we, and should we, expect to see the Sports Minister and Sport Ireland setting quotas and targets for board independence similar to those for gender balance in the not too distant future?

 

Insights

Insight 1

Like ‘em or loathe ‘em – quotas are here to stay

  • Target quotas are a mechanism that serve the purpose of rallying a sector and allow measurement of progress towards a broader societal aim. Their detractors might say they are crude and tokenistic or may use phrases such as “box-ticking” and “window dressing”. Based on my experience of sports governance across international contexts, they are, and continue to be a necessary tactic to ensure the advantages of board diversity and independence are promoted and achieved for the wider benefit of an organisation’s stakeholders and society at large. With a continuing societal movement towards ESG targets in Ireland and abroad, we are likely to see that measures and quotas will continue across all walks of life, not just sport. Moreover, perhaps board independence is next?

Insight 2

Targeted strategy, investment and quotas are supercharged when leveraged with penalties

  • With New Zealand as case in point, sports systems that have moved to significantly penalise non-compliance have experienced greater success than those where principles exist without meaningful consequence. It is encouraging to see the firm line taken by the Sports Minister and Sport Ireland threatening a 50% reduction in the allocation from 2024 for all non-compliant organisations, especially in relation to capital grants as well as program funding. The sports sector will wait with interest to see the ramifications for any organisations not achieving the target in the New Year.

Insight 3

S/he who pays the piper…

  • Many sporting organisations have bemoaned the loss of sovereignty that comes from a government funder dictating terms and imposing what might be seen to be heavy handed conditions upon them. “Who are they to tell us how to run our sport?” Whilst you’d expect a sport’s community are best placed to deliver that sport – it is however worth remembering that if s/he who pays the piper calls the tune, a sport seeking investment from government, sponsors, philanthropists and even from their own members and clubs – must take heed of their wishes in putting together their playlist. Furthermore, it’s not unreasonable to expect that diversity, independence and other ESG factors will feature in their requests.

Insight 4

It’s no walk in the park, but the effort is worth it.

  • A Richie McCaw quote highlighted in the NZRU Governance Review says: “If you want to be the best in the world, it is going to be hard. If you are not prepared to do that, you are in the wrong room”. Progressing the governance of your organisation so your sport can attract heightened funding and achieve great things in terms of increasing participation, connecting communities, raising profile, and delivering awe inspiring winning performances isn’t easy. But it’s a choice. The process is not glamorous, it takes time, significant effort, considerable energy and you can certainly expect detractors, hurdles, miss-steps, learning experiences, unpopularity, argument, compromise and debate along the way. But that pales in comparison with the benefits as greater knowledge, richer experiences and ultimately the achievement of inspirational outcomes are realised. The final destination is worth enduring the tantrums – just like twin parenting.

 

Get in Touch

This article is authored by: Matt McKerrow, Associate Consultant,  specialising in governance and strategy assignments for NGBs, clubs and other sports organisations within 2into3’s sports sector.

If your sports organisation is interested in gaining support in governance or strategy, contact our Associate Consultant, Matt McKerrow or our Director of Advisory Services, Luna Atkins. For more on our work with sports organisations, visit our page here.

 

References

[1] Headache for FAI as crucial motion fails to pass

[2] Funding to FAI from Sport Ireland delayed (rte.ie)

[3] Relief as GAA votes for better gender balance on management committee

[4] Australian Sports Commission Governance Standards SGS-final.pdf (sportaus.gov.au)

[5] Women on Boards NSO Board Gender Report (womenonboards.net)

[6] Sport Governance Standards Benchmarking Report (sportaus.gov.au)

[7] Gender-equity-in-governance-sport-nz-3-11-22.pdf (sportnz.org.nz)

[8] NZRGovernance-Review-31-August-2023_web.pdf (nzrugby.co.nz)

[9] Sports minister warns FAI of ‘serious consequences’ if they fail to meet gender balance requirement (msn.com)

[10] Women in Sport Leadership Snapshot | Sport Ireland

2into3 nonprofit Talent recruitment trend

Nonprofit Talent Trends – Q3 2023

The latest snapshot of senior recruitment activity in the Irish nonprofit sector shows a stabilisation in activity year on year. 2into3’s tracking of roles advertised found there were 253 senior posts advertised in Q3 of 2023, a reduction of 6.9% from the 272 roles advertised in the same period last year.

In terms of the number of organisations that were seeking to fill these roles, the change was similar, at 181 versus 193 in Q3 2022 (down 6.2%). That said, there is an increasing trend appearing in recent months for organisations to advertise roles anonymously, with 31 of the 253 in this review deliberately not identifying the organisation.

 

Organisational Breakdown

Q3 2023 2into3recruitment monitor

Where information was known about the organisations, the subsector breakdown was as follows:

Two subsectors – Social Services (49) and Local Development & Housing (34) – accounted for 55% of all roles advertised, with the remaining 10 subsectors accounting for the other 45%. Within that group, Health was the largest with 26 roles.

 

Roles by Subsector

Looking at the number of roles by subsector (again, where we were able to identify this from the advertisements), there were increases and decreases across the subsectors, although with the increase in anonymous advertisements, these figures do come with something of a health warning.

There were increases in the number of roles in the Local Development & Housing and International subsectors, while all others saw a drop in the level of activity, apart from Environment & Recreation & Sport, which were unchanged.

Organisational Income

Where income data was available (for 143 organisations), the usual even split was observed. 40 had income over €10M, 43 had income below €1M and the balance sat between these two.

Role Types

Looking at the types of roles being advertised, 40.7% of those we tracked were in the Service Delivery & Operational Management category, with the next largest area being Finance (18% of all recorded activity) and Fundraising & Business Development (14%). Year-on-year, there were increases in the number of roles in CEO/Executive Director, Finance and Human Resources, with all other role types seeing a decrease or standing still.

 

Observations

At a macro level, the post-COVID return to stability in the market that we have observed in Q1 and Q2 this year is very much confirmed with a year-on-year of almost identical activity for July – September.

That said, there are some variations to be observed when you break the information we tracked into subsectors and role types. For example, even though the number of Service Delivery & Operational Management roles fell from 145 to 103 between 2022 and 2023, this subsector still accounted for 40.7% of all roles advertised.

The number of Finance roles that were advertised jumped significantly (17 to 46), while the previously active Fundraising & Business Development roles were static, dropping from 39 to 35.

As mentioned above, there seems to be a significant trend emerging with organisations not disclosing their identity when advertising senior positions. From our own perspective, this would appear counterproductive, as nonprofit roles often attract candidates who can identify strongly with their mission, vison, and values. If this is hidden, then you miss that cohort, and may indeed receive enquiries and applications from those who would not be a match for your work.

We continue to track recruitment advertising for the sector and look forward to completing both a Q4 analysis and a full year assessment to share in early 2024.

 

Contact Us

If your organisation is interested in expanding your team, visit our website for more information, or get in touch with our Director of Talent Management, Fergal O’Sullivan on +353-86-180-6051.