Community Centre Fund

Community Centres Investment Fund

If you’re a New Build Community Centre seeking funding, you may be eligible to apply to the Community Centres Investment Fund for up to €6,000,000. ‘Our Shared Future’ commits to the introduction of a capital grants programme for the New Builds of community centres with objectives to:

  • Assist voluntary and community organisations and local authorities to develop high quality, accessible, safe, well‐designed, sustainable new build community centres to help develop empowered, inclusive and resilient communities.
  • Encourage the sharing of community facilities.

The minimum grant funding available from the Fund is €1,000,000 and the maximum is €6,000,000. The Fund will provide up to 90% of the total project value to a maximum of €6,000,000, with at least 10% to be provided in matching contributions by the applicants. A minimum of 5% of the matching contributions element must be in cash.

Application Requirements

For the purposes of compliance with public financial procedures, the lead party to an application must be a State‐funded body. Proposals under the Fund should demonstrate a collaborative approach between two or more organisations.

Other requirements include:

  • The project proposal must be a ‘shovel ready’ new build community centre with all the necessary permissions and consents in place e.g. planning consent etc.
  • The development must be on a green/brown field site and not the refurbishment of an existing property.
  • All relevant ecological and archaeological survey work (if applicable) has been undertaken or will be undertaken e.g. Appropriate Assessment screening.
  • There is evidence of ownership (if applicable) or a minimum 20 year lease in place.

Applications close 3rd July 2023.

For more information on this grant, visit the government website.

2into3 Grant Services

If you are interested in applying for the Community Centre Investment Fund and require assistance, our grants team can provide the support necessary. Applying for state funding can be a difficult and timing consuming process, involving various documents such as business plans, costs analyses, technical details, stakeholder research and much more. Many organisations struggle as they do not plan their grant application sufficiently by not following the necessary steps required or not adhering to the grant programme criteria.

If you would like more information on our services, contact Patricia Keenan directly on +353 860657347.

Partnerships 2into3

How to Build Successful Partnerships with Corporates

The findings in our recent Giving Ireland 2022 Report shows that the nonprofit sector experienced a 17% decline in fundraised income in 2020. Sectors such as Arts & Culture, Sport & Recreation, Health and others, experienced the most substantial decreases. In recent years, charitable organisations are seeking new ways to create long-term value to endure any future storms. Similarly, many corporates are seeing a shift in consumer behaviour. It is no longer acceptable to ‘social wash’ and private companies are under increased pressure to create social impact.

Therefore, by partnering corporates and charitable organisations, they can work together to create sustainable partnerships that work for both parties.

Here are 3 key approaches to building successful corporate partnerships for charitable organisations.

 

1. Purpose-led

Although many corporates provide charities with monetary investment, it is essential to recognise that corporate giving has changed in recent years. A transactional based relationship does not provide long-term value to charities, or corporates. These transactional, outdated corporate fundraising models are no longer fit for purpose. It is essential to ensure your charitable organisation’s approach to corporate partnerships is purpose-led and considers how businesses can help them deliver their mission. 

Building a partnership based on a shared mission or purpose allows your partnerships to grow and flourish over time. This will steer your partnerships from having a short-term focus on financial incentives, to a long-term vision that delivers value for your charitable organisation, the corporate and society.

 

2. Outline your value

Recognise the value your charity can bring to a partnership and present your potential corporate partner with an inspiring offer, rather than an ask. Most charities have an extensive social reach within local communities and have a unique advantage in supporting businesses achieve their social impact goals. It is important to do an analysis of your charity’s current value and potential future value. Presenting the value your organisation can bring to a corporate partnership is key to building a balanced relationship, where both parties are benefitting equally.

 

3. Long-term focus

Corporate fundraising is often driven by short-term financial targets. However, it is important to give your partnership the time time to build a stong relationship. Strategic and transformational partnerships take time to cultivate, often up to 18 months. Whilst it is important to increase funds for your charitable organisation, do consider investing time into building stronger, sustainable partnerships. In the long-term, this will achieve the best results for both organisations.

 

2into3 Partnerships Practice

At 2into3 we provide insight and expertise to support both corporates and charities to build strong purpose-led partnerships that can be a force for good, achieving the scale and sustained impact we need to see. If you are a charity or nonprofit organisation seeking more information on our partnerships process, visit here or contact our Head of Partnership Advisory Practice, Denise Cranston on +44 28 9592 2389 or +353 86 085 5836.

Team Meeting image

The Importance of Open Feedback in Exit Interviews

Most employment terms will have a clause that sets out how a resignation can be dealt with. This will most likely include an exit interview or meeting. This is not a tick-boxing exercise. Some organisations see probation reviews and exit interviews as an administrative exercise, or a time waster. However, they are some of the most important meetings where people can be open, honest and direct. Therefore, creating a space that accepts open feedback in exit interviews is extremely important.

With exit interviews, the person is not worried about saying the wrong thing, hampering a pay increase or promotion. Therefore, you are more likely to get the truth, warts and all.

The person sitting across from the manager who has chosen to leave will never be more willing to be honest about their reason for leaving. If there is something to be said that’s negative, you should want to know about it, so that you can take action.

Top 5 Issues Raised in 2022 Exit Interviews:

 

  1. Work Life Balance
  2. Pay and conditions
  3. Issues with duties and responsibilities
  4. Career change
  5. Feeling unsupported with personal issues / wellbeing issues

 

When we look at these five top most common reasons given for resigning, there are some that may be out of an organisation’s control. For example, if the person wishes to change career, or wants a substantial increase in salary, this may simply be impossible to address. When this is clear, the employee can be asked for feedback on everything else they experienced in the workplace. These questions are your chance to address matters about the workplace and the feedback can be priceless.

However, for issues that can be addressed by the organisation, it is extremely important to ask further questions. Issues around workplace culture, managerial styles, being unsupported, overworked, or unappreciated, are issues that can be addressed within any organisation’s capacity. Getting to the cause and solution of these issues are extremely important for an organisation’s longevity.

 

Employer Sample Questions to Use in Exit Interviews:

 

  1. Out of ten, how would you rate us as a place to work?
  2. Why did we lose marks?
  3. Have you found that the role and responsibilities allowed you to learn and grow?
  4. Looking back on your time with us, is there anything that would have worked better for us to have supported you in your role?
  5. What did you enjoy about being here?
  6. What did you not enjoy?
  7. Would you recommend us to anyone to join as a member of the team?
  8. If not, could you provide feedback?
  9. Would you return if your new role does not live up to expectations?

 

In reality, when the exit is amicable and the person is simply moving on, feedback helps address any ongoing issues which could cause further resignations if left unresolved. Last year, HR Duo tracked issues which arise in these settings, and some side issues that showed up through this questioning included:

 

  • The impact of a work colleague abusing sick leave, and the pressure that this placed on others covering the absence.
  • Roles and responsibilities not being clear, leading to blurred boundaries and overlapping of work.
  • Feelings of unfair and inconsistent treatment where requests for remote working were refused and granted to others.
  • Out of hours contact on an ongoing basis.
  • Dissatisfaction with canteen and other facilities.
  • Unrealistic targets and feelings of pressure on a person or team.

 

If something is raised in the meeting, such as a grievance or bullying concern, this can be addressed by the employer during the meeting. An employee can be assured they do not need to resign, that there are ways for the organisation to deal with such issues.

 

Author: Kevin Callan LL.B BL is Chief HR Officer with our partners, HR Duo. He practised as an employment law and industrial relations specialist barrister for twelve years before taking up internal positions in HR.

Contact Us

If your organisation has experienced recent resignation and are seeking new talent, contact our Head of Recruitment, Fergal O’Sullivan or visit here for more information.

 

Social Impact S in ESG Partnerships Practice

4 Key Ways Corporates Can Maximise the ‘S’ in ESG

Environmental, Social, Governance (ESG) is a framework designed to be embedded into an organisation’s strategy. As stakeholder attitudes develop over time, adopting and abiding by such principles is becoming a key consideration for corporates. With social value becoming an increasing part of organisations’ ‘licence to operate’, corporates are beginning to look at the ‘S’ as a means of maximising social impact.

The ‘S’ element within the ESG framework is challenging for businesses. The scale and breadth of social issues makes it more difficult to define than environmental and governance issues, leaving many companies confused on where to focus their social efforts.

Creating a charity and corporate partnership is one key strategy for maximising the ‘S’ in your ESG framework. However, there are also other approaches to consider.

 

Key Approaches to Maximise ‘S’ in ESG

 

Identify social impact issues your business is uniquely poisitioned to improve

Identify which potential issues your organisation is uniquely positioned to tackle, considering the resources your corporation has access to. Dedicate your organisation to those specific social issue(s) publicly in your external communications. Ensure your board, staff and partners know exactly what issues you’re working on and what you’re doing to help tackle the issue. This will ensure that all stakeholders are aware of the social issues you are trying to achieve.

 

Avoid being all-encompassing

No organisation can work on every social issue effectively. It’s unlikely that your business will have the expertise to position yourself externally as solely specialising in an entire social area. Working on complex issues requires collaborative partnerships, with each partner playing a distinct role. Therefore, clearly identifying the exact social impact issue(s) you are working towards will make it easier for investors to understand the ‘S’ in your ESG. This will increase investment potential, and improve your chances of further charity partnership opportunities.

 

Measure your progress

Identifying the correct social strategy within your ESG framework will take time to consider, develop and flourish. Your organisation may not have all the answers initially and it can take years to demonstrate results. Therefore, it is extremely important to invest in measuring your social impact. This will help identify which strategies are working well and need further development, and which ones need revised entirely within your ESG framework.

 

Seek partnernerships with diverse groups

Partnering with groups that share your purpose and commitment to advancing social impact will complement and accelerate your work. Ensure that inclusion remains a core component in your efforts, such as intentionally partnering with diverse groups and encouraging a wide range of voices, including stakeholders who are most impacted by the issue.

 

Identifying and developing the ‘S’ in your ESG can seem daunting. However, it is extremely important, not only for your organisation, but to help tackle greater social issues and create improved communities. By following these steps, we hope you can maximise the social element of your ESG.

 

Contact Our Partnerships Practice

If you are interested in developing your social impact, gaining support with your ESG strategy, or are interested in learning more about developing charity partnerships, visit here or contact Denise Cranston, Head of Partnerships Advisory Practice.

mplementing Mental Health to your Nonprofit 2023

Integrating a Mental Health Approach in Your Nonprofit in 2023

As we enter 2023, it is important to reflect on the year gone by, and equally to look forward to fresh starts. The nonprofit sector is no different and Mental Health Reform’s recent event, ‘Coalition Conversations; Celebrating the work of the Mental Health Sector in 2022’ was an insightful morning. There were representatives from organisations including HAIL, Doras, ISPCC, Jigsaw, A Lust for Life, KDYS, Cairde and the HSE, as well as mental health advocates, university lecturers from Maynooth and WIT and the Ombudsman for Children.

These panel discussions orientated around the three core themes of housing and health, youth mental health and health in era of global displacement, there was plenty of space for learning. One insight in particular has the potential to generate positive change within your nonprofit and across the nonprofit sector; that of embedding a mental health approach.

Mental health today

One in every four people will experience mental health difficulties at some point in their life,[1] making it one of the most pressing issues of our time. There is increasing awareness that mental health problems are complex, cross-cutting and inextricably linked to the environment we live in. Oftentimes, they are produced and perpetuated by the presence of deprivation, poverty, inequality and other socio-economic factors. [2] Mental health does not exist in a vacuum and often transcends individual actions, thus the wellbeing of society must be considered in light of structural determinants.

At present, Ireland is experiencing a housing crisis[3] which is driving insecurity and acting as a barrier to a thriving society. In addition, the rising cost of living, international conflict, and the fallout from the pandemic have resulted in increased vulnerabilities. This has denied many individuals of safety and security, essential pillars to our wellbeing. In recognising that mental health is so much more than a simple absence of mental illness, and that there are a multitude of external influences, we must in turn see the value in multi-sector approaches. [4]

A multi-sector approach would complement the health services by creating programmes and policies across the sectors of education, housing, employment, social welfare and legal support which are sensitive to mental health. This involves inter-departmental government cooperation[5] , as well as Nonprofits and civil society organisations building on a history of cross-sector collaboration to strengthen overall mental health responses.

 

The case for integrating a mental health approach

Nonprofits are uniquely positioned in Irish society, working to build inclusion and resilience and to foster community development. Nonprofits engage with some of the most marginalized and disadvantaged groups of people in our society.  These include ethnic minorities, migrants, children and young people, unemployed people and older people, all of whom are at high risk of developing mental health problems. [6]

In this sense, nonprofits have first-hand experience of the emotional and psychological effects of issues such as homelessness, displacement, addiction, abuse and poverty. They are at the forefront of witnessing the causes and consequences of mental health problems and as a result are central to forming solutions.

 

What does a mental health approach look like?

Dynamic and cohesive responses which are proactive instead of reactive are the future. Moving forward, a progressive mental health approach should advance from siloed, fragmented responses and towards an open system of collaboration.

This involves an acceptance of the presence of mental health as an aspect of working with people. Furthermore, it also involves an opening up of the conversation around mental health. It is about increasing awareness of the issues vulnerable groups face, both in maintaining positive mental health and wellbeing and in accessing supports. It could be making a conscious effort to prioritise training around mental health awareness, adopting culturally sensitive mental health supports or committing to a developed understanding of the intersecting factors that can contribute to positive mental health.

There could be increased activity around mental health advocacy and campaigns, or an elevated effort to enhance joint initiatives between organisations. Furthermore, a mental health approach should be inclusive and comprehensive, sensitive to the mental health of staff and volunteers.

 

The result

Steps towards developing a mental health approach can be big or small, however any effort could have a transformative effect on the impact of your nonprofit and in turn, on society in general, serving to embed a people-orientated approach in services and supports, create sustainable solutions and contribute to the normalisation of conversations on mental health and the deconstruction of the stigma associated with mental health in Ireland.

 

Further Support

If you’re interested in developing organisational change within your nonprofit, consider developing a Strategic Plan. This will help unify and motivate your organisation to think about future sustainability and organisational change. For more information, visit our website or contact Luna Atkins directly.

 

Footnotes

[1] Healthy Ireland Framework 2013-2025, Health Services Ireland  https://assets.gov.ie/7555/62842eef4b13413494b13340fff9077d.pdf?external=1

[2] WHO (2011) Impact of economic crises on mental health, 2011. https://www.euro.who.int/__data/assets/pdf_file/0008/134999/e94837.pdf

[3] Housing for All – a New Housing Plan for Ireland (05/09/21), Department of Housing, Local Government and Heritage https://www.gov.ie/en/publication/ef5ec-housing-for-all-a-new-housing-plan-for-ireland/

[4] WHO (2022) World mental health report: Transforming mental health for all. https://www.who.int/publications/i/item/9789240049338

[5] WHO (2022) World mental health report: Transforming mental health for all.

[6] WHO (2011) Impact of economic crises on mental health, 2011.

2into3 nonprofit Talent recruitment trend

Nonprofit Talent Trends: Q4 2022

Q4 2022 2into3 Nonprofit Talent Trends

The impact of COVID-19 on senior nonprofit recruitment seems to be working its way through the system, based on 2into3’s latest snapshot of roles being advertised. The final quarter of 2022 saw a decline of 29% in the number of roles advertised, falling from 271 in Q4 2021 to 193 in Q4 2022. This three-month period saw what appears to have been a backlog of roles advertised in both 2020 and 2021 but has now fallen back to a level closer to the pre-pandemic level of activity.  

 

Q4 2022 Nonprofit Talent Trends

 

The number of organisations advertising these senior vacancies also fell at a similar rate (down 23% versus the same period in the previous year: 197 versus 151). 

 

Subsectors 

Q4 2022 Nonprofit Talent Trends

Looking at the different subsectors, where such information was available (some roles are advertised anonymously), there were some significant shifts in activity levels, most notably in Health, which saw a 41% drop in roles (from 46 in Q4 2021 to 27 in Q4 2022). As with the overall trend, this could be the spike of health-related roles during the pandemic working through the data. 

Other subsectors saw larger percentage drops, but these were from a much smaller base (e.g., Philanthropy & Voluntarism dropping from 16 to 6 (down 63%) or Professional & Vocational roles halving, from 16 to 8 over the same period. 

Some subsector showed little or no changes, including Religion, Recreation & Sport and Arts, Culture & Media. This latter subsector was one of only three that showing an increase in the number or roles advertised (Education & Research and Environment being the other two). 

 

Functions 

 It is also worth noting the role types that were in demand in Q4 2022, and some of the shifts that took place versus the same period in 2021. 

Q4 2022 Nonprofit Talent Trends

 

For most of the core role types that we track, while the totals were lower, the percentage of overall roles was reasonably consistent. The main exception to this would be CEO / Executive Director roles which fell from 12% of positions advertised to 7% year-on-year. 

 Overall, Service Delivery & Operational Management roles remained the largest type advertised, representing 53% of all roles in 2022 versus 52% in 2021. 

 

Summary 

What does this latest set of figures tell us about recruitment for senior roles in the nonprofit sector? It would appear that COVID-related peaks and troughs are reduced, or completely gone at this point, although the data for the first quarter of 2023 will be interesting. 

Anecdotally, our own experience in 2into3 was a brief quiet period in the final quarter of 2022, relative to the last 2-3 years, but this has been replaced by a sudden burst of activity in the immediate period post-Christmas. Whether this was related to budgets, new plans for the new year, or other factors, is hard to define, but if this initial trend continues, and our tracking of advertised roles is certainly showing an increased level of activity, we may well see another increase for Q1 2023. 

The recruitment market remains tight and active jobseekers remain thin on the ground, so targeting potential candidates is a large part of our work right now, as it has been for a while now.  If you are experiencing your own challenges in recruiting for senior level roles in your organisation and would like to discuss further, you can contact Fergal O’Sullivan, Head of Recruitment Practice in 2into3 at (01) 574-0026. 

Castlebar Town FC

100% Success for Grant Application to the Community Centre Investment Fund

Castlebar Town FC logo client of 2into3

We are delighted to announce Castlebar Town FC, one of our Grant advisory clients, has received 100% of their grant application to the Community Centre Investment Fund. They were successful in attaining €35,000 for their clubhouse facilities, the first grant they have applied for. Our Grants advisory team worked with Castlebar Town FC on their grant application for the Community Centre Investment Fund.

 

The new Community Centre Investment Fund introduced by Minister for Rural and Community Development Heather Humphreys TD, announced that Community Centres in Ireland will receive funding of over €33 million to upgrade 278 community centre facilities. This represents the largest single investment in community centres in decades.

 

Projects for an organisation’s development require a structured and planned approach, especially when making a successful grant application. Public funding programmes have strict funding criteria and application processes, our expert advice will guide you through the system to ensure you maximise the grant potential and achieve a successful outcome.

 

Need support with your grant application?

Our experienced Grants Advisory Team has particular experience with funding across Ireland and can help you with your application. For more information, on our Grants Services, visit here. To speak with our Head of Grants Advisory Practice directly, please contact Patricia Keenan.

Partnership Practice 2into3 Corporate Charity Nonprofit

Introducing our Partnerships Practice for Corporates and Charities 

With the long-term implications of Covid-19 and the cost-of-living crisis, there is a wave of uncertainty facing our current economy. Governments alone cannot solve these issues and the expectation for businesses to make a social impact is increasing. Many businesses want to engage in a more sustainable relationship with society. A key way of doing so is by forming a partnership with a charity or social enterprise to align your business towards social change. 

Similarly, the implications of Covid-19 continue to have an effect on charities. The data from our 2022 Giving Ireland Report shows the social and economic consequences on the Irish nonprofit sector led to a loss of €1 billion. Therefore, as many charities are in a period of recovery, it is also important to look ahead to new approaches. Building strategic corporate partnerships is a viable way for charities to accumulate extra funds during a period of recovery. 

 

Partnership Practice 

With this in mind, we are delighted to announce the launch of our Partnership Practice for both Corporates and Charities. We work with your organisation to provide insight and expertise to support corporates and charities to build strong purpose-led partnerships. We aim to create long-lasting partnerships that can be a force for good, achieving scale and sustained impact.

“Looking forward to working with both charities and corporates to provide insight and expertise to build strong purpose-led partnerships that go beyond raising funding to seeing both parties creating new value, and achieving the social impact we need to see.” – Denise Cranston, Head of Partnerships Advisory Practice.

 

Our Partnership Process for Corporates 

Creating social impact in your business has never been more important for stakeholders. In a recent study by Peter Novelli, respondents said that when a company leads with purpose they are “76% more likely to trust that company and 72% more likely to be loyal to that company.” (Novelli, 2021). Becoming a purpose-driven business requires focusing on benefitting wider social or environmental causes.  

Our Head of Partnership Advisory Practice, Denise Cranston, works with your entire organisation to select the ideal partnership for your business. We will help you choose charity partners that complement your vision. See our partnership process below or for more information, visit our corporate partnerships page. 

 

Our Partnership Process for Charities 

A corporate charity partnership is a collaboration between a corporate entity and a charity who share a passion and commitment to sustainable social change. By working with us, we will create a strategy that feels co-owned by your entire organisation. See our process below or for more information, visit our charity partnership page. 

 

Achieving Social Impact Through Purpose-Led Partnerships 

Our Head of Partnerships Advisory Practice, Denise Cranston, outlines the practical insights for businesses seeking to achieve social impact through Purpose-Led Partnerships.  

The key insights of this White Paper include: 

  • Impact of the cost-of-living crisis 
  • High Level Solutions
  • Developing Purpose- Led Charity Partnerships 
  • Case studies of successful partnerships 
  • B Corps 
  • Social Impact Investing 
  • Measuring Social Impact 
  • 2into3 Partnership Process 
  • Choosing Charity Partners 
  • Business Benefits 

 

Achieving Social Impact Through Purpose-Led Partnerships

 

Interested in finding out more? 

If you are a corporate seeking more information on our process, visit here. If you are a charity, visit here or contact our Head of Partnership Advisory Practice, Denise Cranston on + 44 28 9592 2389 or +353 86 085 5836.

 

Giving Ireland Webinar series

Giving Ireland Subsector Webinars

Thank you to everyone who attended our Giving Ireland Subsector Webinar series last week. Following the in-person launch of Giving Ireland 2022 – Analysis and Insights on Funding of the Nonprofit Sector in 2020 Report Launch in Dubin, Cork and Galway, we hosted 7 webinars delving into the following subsectors: Education, Sport, Health, Arts, Social Services, International Development and Religion.

 

Education

We kicked off the webinar series with Education Subsector on Tuesday 29th November. The Giving Ireland 2022 report tells us that fundraised income decreased by 17% overall in 2020, with the Education sector seeing a decrease in total income by 2%. Despite this decrease, Education and Research were the only subsectors to experience a slight increase in earned income in 2020.

Nicola Rees, Development and Fundraising Professional at University of Galway joined us to provide insights on how the pandemic effected the Education sector in Ireland. If you’re interested in learning more, watch the recording of our webinar here.

 

Sport

For our next webinar on Thursday 1st December, we focused on the Sport Subsector. The Sport subsector experienced the second largest decrease in total income, by 11%. Rob Hartnett, Founder and Editor-in-Chief at Sport for Business, joined us to provide insights on the sport subsector.

Rob’s discussed the impact of covid on sports community fundraising both at club level and within the wider sector, and more. For the full insights, watch the recording here.

 

Health

Hereafter, we delved into the Health Subsector, which saw a decrease in total income by 7% in 2020. Total income fell short of total expenditure for Health subsector, as well as Environment, Philanthropy and the Arts. Michael Nason, CEO of Cork University Hospital Charity, joined the webinar to provide information on the Health subsector.

Michael’s experience as CEO of Cork University Hospital made for an insightful discussion around the Health subsector, a key player during the pandemic. Watch the recording here.

Arts

The Arts subsector experienced the largest decrease in total income in 2020, by 25%. In our webinar, we explored the Arts subsector in more detail and discussed how to support the recovery of the sector, moving forward. Emma McKinley, Development Manager at Helium Arts and Donal Shiels, Artistic Director of The Civic Theatre joined our webinar to discuss the effect of the pandemic on the Arts subsector, and the continued recovery of the sector in 2022. Click here to watch the recording.

Social Services

Our next webinar focused on the Social Services subsector. They were one of only three subsectors to see an increase in total income, by 3%. Carol Casey, Head of Fundraising & Communications at Merchants Quay Ireland and Bruce Clark, Individual Giving Manager at Pieta House, joined our webinar to provide insights on Social Services. To watch the recording, click here.

 

International Development

The International Development subsector saw a decrease in total income by 9%. Eamon Sharkey, Director of Marketing, Fundraising & Communications at GOAL, joined this webinar to discuss International Development subsector. Watch recording here.

 

Religion

Despite fundraised income decreasing by 17% overall in 2020, the Religious subsector’s total income increased by 34%. We discussed the unique position of the Religious subsector in 2020 and explored reasons for the increased fundraised income within these organisations. Our CEO, Dennis O’Connor, joined this webinar to discuss Religion’s unique position within the sector in 2020. Watch here.

Looking at the fundraised income from 2020, we can acknowledge the resilience of the sector and look forward to a more positive future. Although we cannot predict the future, if we can take anything away from 2020, is that we have resilience to carry forward if crisis strikes again.

Contact Us

Thanks to all of our panellists who provided fantastic insights during each of our webinars. Download the Giving Ireland report here.

If you have any questions on the Giving Ireland Subsector Webinars, please contact our Head of Fundraising Advisory Practice, Rob Foley.

nonprofit talent trends 2022 q3

Nonprofit Talent Trends Q3 2022

The latest instalment of the 2into3 Nonprofit Talent Trends report shows a continued increase in the level of senior recruitment within the sector. 

 For the third quarter of 2022, we recorded a total of 272 management roles advertised, an increase of 45 or 20% on the same period last year. These roles were with 193 different organisations, up 27 or 16% on 2021. This activity was spread across all main subsectors, with some significant shifts in some areas.  

 

Nonprofit Talent Trends q3 2022

Analysis by Subsector

4 sectors saw a drop in the number of roles advertised, including Health (37 down from 41), Education & Research (13, down from 19) and Arts Culture & Media (8, down from 11). 

In contrast, 7 sectors had an increased number of vacancies advertised, with Social Services the most active, with 92 roles, up from 68 in 2021. Philanthropy & Voluntarism was considerably more active as well, with 16 roles advertised this year versus 7 last year. Roles in the Religion subsector grew significantly, albeit from a relatively low base, from 3 to 8 year-on-year.  

It is also interesting to note the shift in role types over the course of the last year as well. CEO and Executive Director level roles went from representing 8.5% of all advertised to 4.8%, while Fundraising & Business Development dropped from 20.3% to 14.3%. Service Delivery & Operational Management positions remained fairly steady (53% versus 52%) but increased in number from 118 to 145. 

 Admin, Strategy and Governance more than doubled their share of roles, from 4% to 7.4% albeit from a low base, while most other role types remained relatively static in their share of advertised activity. 

 

So, overall, we continue to see an active and growing level of advertised recruitment activity for senior roles, at least from this snapshot, with the post-COVID recovery showing little sign of abating. 

We are however seeing some differences appear within the different subsectors, with the urgency of Health roles during the pandemic working their way out of the system, for example. On the other hand, Social Services needs are still high in the current economic climate, as evidenced by the volume of roles being advertised. 

Contact Us

From our own anecdotal experience in 2into3, the demand for talent remains high and we would expect this to continue into Q4, if the first few weeks are anything to go by.  We continue to receive requests for support from organisations who have been unsuccessful in attracting qualified candidates via their own internal recruitment efforts, a sign possibly that a more targeted approach using larger databases and networks is needed. 

The 2into3 Recruitment Team are available to discuss this report and the current recruitment market in the context of your own requirements. Please contact Fergal O’Sullivan at fergal.osullivan@2into3.com or on (086) 180-6051. 

Dublin

2into3
Huckletree in The Academy,
42 Pearse St,
Dublin 2,
D02 YX88.

Ph: 01 574 0022

Belfast

2into3
Ormeau Baths,
18 Ormeau Ave,
Belfast
BT2 8HS

Ph: (44) 28 9592 1558

Cork

2into3
Republic of Work
12 South Mall
Cork
T12 RD43

Ph: 021 237 9882

Galway

2into3
Portershed
Eyre Square
Galway
H91 HY51

Ph: 091 413 390

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