500th client 2into3 listowel family resource centre frc

Celebrating our 500th Client with Listowel FRC

Today, 2into3 celebrates a significant milestone – welcoming our 500th client! This achievement marks an important landmark and we couldn’t have reached it without the support of our fantastic clients.

“We’d like to take this opportunity to thank all of our 500 clients,” Dennis O’Connor, CEO, 2into3. “Over the last 18 years, we’ve had the pleasure of working with a range of social impact organisations, building their capacity to have a transformative social impact. We look forward to collaborating with you all in future.”

 

 

 

About Listowel FRC

Listowel FRC

Listowel Family Resource Centre (FRC) is a community-based nonprofit that delivers inclusive and empowering supports to individuals, families, migrants and the wider community in North Kerry.

Listowel FRC is one of 121 FRCs nationwide under the FRC National Programme – Ireland’s largest family support programme – core funded by TUSLA.

Listowel FRC works across the life course to deliver a wide range of universal and targeted services. Their services include family supports to parents and children, childcare, social prescribing services, counselling and wellbeing services – including general counselling, gambling supports and play therapy – and support spaces for issue-specific groups.

Listowel FRC is managed by a voluntary Board of Trustees, providing expertise to help Listowel FRC achieve their mission.

 

Developing an Ambitious Strategic Plan for Listowel FRC

Listowel FRC

We’re thrilled to be working with Listowel Family Resource Centre as our 500th client to develop their first Strategic Plan. We look forward to engaging and consulting with the Board of Trustees, staff team, volunteers and service users to develop an ambitious yet achievable Strategic Plan that helps the organisation consolidate its successes to date and grow sustainably in the future.

“We are delighted to be developing our next 5 year strategic plan with the support and leadership of 2into3.” says Jackie Landers, CEO of Listowel FRC.

Our consultants will bring in their experience of developing Strategic Plans with dozens of charities, nonprofits and social enterprises – including Newbridge FRC, Sacred Heart FRC, as well as the national umbrella body of FRCs the National Forum.

See examples of our process and completed Strategic Plans here.

 

Looking Ahead: A Future Focused on Growth

Listowel FRC

Since 2006, 2into3 has been committed to providing transformative social impact. With insight, commitment, collaboration, and ambition at our core, we strive to provide quality for each client. We look forward to continue providing our range of Advisory, Funding and Talent Management services to our clients.

 

Get in Touch

If you’re also currently considering developing a new Strategic Plan, contact our Director of Advisory Services, Sheena Horgan at sheena.horgan@2into3.com. For more information on our broader range of services, visit our webpage here.

Organisational Review 2into3

4 Signs It’s Time For an Organisational Review

An organisational review enables you to be intentional and deliberate in how you set up your staff and organisation for success. However, making the decision to pursue a review and the changes it might entail can be a daunting proposition, especially when you are already under pressure.

If any of the 4 signs below sound familiar, it may be time for you to undertake an organisational review.

 

1. Your team is much bigger than it used to be

While efforts and energy are often focused on the day-today, significant growth or change within an organisation can often unfold organically over the space of a few months or years. It can also happen very suddenly in reaction to a new opportunity. Negative side effects can include lack of clarity around roles and responsibilities, unclear reporting lines, or too many direct reports to your CEO, or managers.

An organisational review allows you to reflect on this growth, identify challenges and bottlenecks, and take the necessary steps to move towards a stronger structure that is sustainable and scalable for future growth.

 

2. Things don’t work as smoothly as they used to

Another side effect of growth and change is that the way you use to collaborate and communicate with your colleagues, or manage your team, is no longer fit for purpose.

Organisational design is about more than just structure; it’s also about workflows and relationships. If the way you used to operate is no longer leading to the same results – or if it feels slower and more painful to do your work – it might be time to take a step back and consider if your structure and working relationships are aligned with your organisation’s strategy today.

 

3. Your team’s work is constantly behind schedule

Another way in which an organisational review can support you is by identifying where you are missing capacity and capability in the team. If your workloads have grown at a faster pace than your staff team, its only natural to then experience delays, frustration and stress.

Assuming that you have correctly identified your priorities in a strategic plan, an organisational review is the ideal opportunity to think about how you are going to deliver your work:

What capacity do you need in what areas?

What skillsets do you need?

How should each team be structured?

How will they work together and with others?

 

4. You are overspending on agency staff or consultants

Agency staff and consultants are a sticking plaster to the issues identified above. If you have more work than the people to deliver it – and don’t have the time to take a minute, assess and plan for the long-term – these expensive short-term solutions can feel like your best option. However, it’s not sustainable in the long-term.

An organisational review can be an investment that pays dividends in the medium and long-term both financially and for your team’s wellbeing and happiness at work.

 

External consultants can be valuable in an organisational review process by creating an objective and confidential environment in which everyone in your organisation feels comfortable to share their honest feedback about what is and isn’t working.

This will ensure that the final recommendations reflect the concerns and expectations of staff, and build buy-in for implementation of your new structure. We can also bring in our experience and learnings from comparable organisations.

 

Interested in finding out more?

Our team at 2into3 our experience in delivering effective organisational reviews that transform organisations for the better.

If you would like to find out more about our approach, visit our webpage here, or contact our Director of Advisory Services, Sheena Horgan at sheena.horgan@2into3.com.

 

 

Advisory consultants 2into3

4 Tips for Getting The Most Value From Your Consultants

For charities or nonprofits, engaging a consultant for a specific project can be a large investment and commitment. Since 2006, our consultants have worked with almost 500 social impact organisations to deliver a range of assignments from strategic planning, to governance reviews, fundraising strategies, and more.

Based on our experience of working with organisations of all sizes – whether established branded charities, to community-based organisations, to volunteer-run start ups – here are 4 key tips for making sure you get the most value out of your consultants.

 

1. Be clear on project purpose, scope and deliverables

From the outset, make sure your Board and management have a unified vision about what you want out of the project. What outcomes, or changes, do you hope to see by the end of the project? What outputs should be delivered, by who?

Clarity and alignment on this is essential to ensure that you get what you pay for, and that all parties understand their respective roles. Practically, you can define this in the terms of reference or project proposal, contract, and confirm it in the kick off meeting.

 

2. Identify a realistic timeline and allocate the resources to support the project

People within nonprofits are often stretched to the limit. That can sometimes be a motivating factor for bringing in external consultancy support.

One recurring issue when delivering assignments is slips in agreed timelines. This can sometimes lead to frustration and a loss of enthusiasm, and at worst, can harm the project.

Set out a realistic timeline from the start, with specific milestones to help maintain momentum. This will also help plan out the capacity and resources needed within your organisation and by the consultants to ensure you deliver your goals.

 

3. Embrace new perspectives

As a leader of a nonprofit organisation, you understand the complexities of your organisation and sector better than anyone else. However, close proximity can sometimes make it difficult to spot internal challenges. The benefit of engaging an independent consultant is that they can see things from a different viewpoint, or that they bring experience from other comparable situations.

The best approach is to remain open minded throughout the process of working with a consultant. There might be a new idea, lesson, or different perspective, that you might not have considered otherwise.

4. Ask for additional advice

Our consultants have a breadth of strategic knowledge on nonprofit organisations. Don’t be afraid to ask questions and gain advice on other areas. It might be outside of the scope of the work, but consultants are happy to help where they can!

Another benefit of engaging with consultants is the opportunity to connect and collaborate with contacts and organisations in our diverse and growing network.

By following these steps, your organisation will be in a greater position to gain the most value from your consultants.

Get in Touch

If your organisation requires an Advisory consultant to advance your mission, get in touch with our Director of Advisory Services, Sheena Horgan at sheena.horgan@2into3.com. For more information on our range of Advisory services, visit our webpage 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, Sheena Horgan at sheena.horgan@2into3.com. 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

Theory of Change 2into3

3 Reasons Why a Theory of Change Could Increase Impact

Nonprofits and charities are at the forefront of catalysing positive change for individuals, communities and society. Whether that is through the provision of frontline services, lobbying and advocacy, or the contribution to policy and research. United by a shared purpose and vision, organisations have developed unique responses to addressing some of the most pressing challenges of our time. It is increasingly important to capture and measure the effectiveness and value of such responses, but how can organisations do this in practice?

A Theory of Change (TOC) is both a process and an output which logically and rationally captures how an organisation is achieving the change they want to see. It is a practical and living tool that can be applied to define goals and encourage recognition of achievements, to enable impact measurement and strategic thinking, and to successfully communicate impact. Here are 3 reasons your organisation should develop a Theory of Change.

 

1. Understanding and Recognising Goals

A Theory Of Change allows your organisation to come together and map how your work is having the intended positive impact and addressing an identified challenge; essentially breaking down what success looks like and the steps to get there. Both the process and the final output of a TOC lead to a renewed clarity and understanding amongst stakeholders, and can contribute to increased focus, engagement, and motivation. It encourages people to work collectively to reach goals, to take ownership of the impact they are having, and to recognise the important achievements they have made.

2. Impact Measurement and Strategic Thinking

A Theory Of Change is an extremely useful tool for impact measurement, giving you a foundation to collect relevant data and feedback, and to gather insights. Your organisation can then capture the progress being made against your TOC, test your assumptions, identify areas for improvement and adapt accordingly. This cycle of continuous learning, reviewing, and improving is conducive to strategic thinking; enabling you to make impact driven decisions, prioritise and allocate resources effectively, and develop long-term plans and projections that are informed by evidence. A TOC and subsequent impact measurement allows you to be more deliberate and proactive, and ultimately do more for the people benefiting from your organisation’s work.

 

3. Communication

A Theory Of Change is as a framework that succinctly clarifies the logic and evidence driving either your work as a whole, or a specific programme/project within your organisation, By linking together your motivation, your activities, the results, and the wider impact you are creating, you are effectively condensing the story and the strategy that guides your work and capturing the contribution of your organisation to the community or a sector. In a competitive funding environment and with increased emphasis on organisational transparency, a TOC demonstrates to partners, funders, and the wider public, that you have a logical and coherent plan to achieve your goals and have gathered evidence to back it up.

 

How to develop a TOC? 

In order to build collective buy-in and be truly reflective of your organisation, a TOC requires meaningful input and collaboration from staff and other relevant stakeholders. It is most effective when developed iteratively through consultation, generating ownership from relevant stakeholders.

If you would like to hear more about how a Theory Of Change would benefit your organisation, or what our process for developing a TOC looks like, do not hesitate to contact our Director of Advisory Services, Sheena Horgan at sheena.horgan@2into3.com or visit our website.

 

Written by Alison McGearty, Analyst, 2into3.

Sports Capital Grant Announcement 2023 2into3 Grants

Sports Capital & Equipment Grant Announcement

The Department of Tourism, Culture, Arts, Gaeltacht, Sport and Media has announced that Sports Capital & Equipment Programme 2023 will open on Monday 17th of July at 9am and will close at 5pm on the 8th of September. It is important to list the changes that have been made to the Sports Capital Application this year.

 

The major changes to the programme are: 

  1. Capital Grants have risen from €150,000 to €200,000. Equipment Only grants have also risen from €50,000 to €70,000 and only needing only 5% match funding.  
  2. Regional Grants have increase from €300,000 to €500,000 with grant applicants needing a letter of support from national governing body of sport confirming the regional status of the project. 
  3. A specific focus on gender equality with all applicants must be compliance with the provisions of the Equal Status Acts. Clubs that do not provide equal access to its facilities, on similar terms, to men and women will not be eligible for capital funding. Funding of women-only facilities will still be valid for the grant. 
  4. The introduction of a separate category for environmental initiatives, population growth and level of existing facilities.  

 

A link to the application guidelines is included here.  

 

Our Impact

We are here to help you with your grant application. Since 2014, 2into3 has helped Clubs and NGBs secure over €3.3m in Sports Capital Grants. In the 2021/22 announcements, our results were as follows:

✓ Over €2.4million in grants allocated across 16 applicants 

✓ Success rate of 94% of applications successfully allocated and the remaining being supported in the appeals process 

✓ 50% of clients receiving the full allocation of 100% of what they applied for 

✓ Average allocation of amount sought was 84% 

2into3 also offers webinars on the Sport Capital Programme for your National Governing Body. As availability is limited, please contact us if you are interested in attending.

Get in Touch

If you would like to have an initial discussion about your groups needs and how we can help, then please contact Patricia Keenan at 086 0657347 or David Kerley on 086 4400850. For more information on our Grants Advisory Practice area, visit our website here.

social enterprise challenges

4 Challenges Facing Social Enterprises

As of this year, there are 4,335 social enterprises in Ireland, constituting a vibrant and growing sector that brings significant added valued on an economical, societal and environmental level. At the same time, some key challenges undermine the potential of social enterprises and the collective strength of the sector.

Here are some key takeaways regarding the common challenges facing both start-up and well-established organisations in Ireland and beyond, from a recent sectoral conference hosted by the Oakfield Trust.

social enterprise

1. Sustainable funding

As you can see in the menti poll above, from the less-than-perfect photo, funding was identified as the number one challenge by conference participants, and a word that came up again and again in relation to funding was ‘sustainability’. A survey of the sector recently found that 40% of social enterprises have an annual income of less than €100,000.

Whether its increasing traded income to reinvest back into its purpose, or securing grant funding for capital or project costs, or attracting philanthropic support – or, most likely, the balanced mix of all of the above, having a clear and well thought through funding model and income strategy is vital to the long-term success and growth of any social enterprise.

 

2. Misunderstanding

While the National Social Enterprise Policy for Ireland 2019-2022 has done a great deal to build awareness about social enterprises, this remains a misunderstood market. Neither nonprofit nor business, it can be difficult for some people to understand a social enterprises’ model and place in a community. As we move towards strengthened recognition, promotion and policy development of the social enterprise sector, clarifying the role of social enterprises is an increasing priority. Having a clearly-stated mission that puts your purpose at the centre, and strategy that shows how profits contribute to your social objectives helps to bridge that gap in understanding.

3. Measuring impact

Related to the point above, it’s not just important to say how your enterprise has a social impact, but you need to be able to show it too. Developing a theory of change that describes the outcomes your work has, and an impact measurement approach that tracks this impact is vital not just to your storytelling but to your fundraising.

 

4. Legal compliance

Particularly for newer and smaller social enterprises, picking the best legal form can be a minefield. Many choose to register as charities, particularly to be able to access certain forms of funding, however this comes at a cost and with a high compliance burden. It often takes expert independent support to help social enterprises pick the best option for them and to help them put the right structures and policies in place.

Contact Us

We have experience of working with social enterprises throughout their lifespan – from start up, to scaling, to scaled. If you want to discuss how we can support you with your journey, contact Luna Atkins for our advisory services (strategy, impact, governance) or Dennis for our funding services.

Facilitation 2into3 3 Reasons to Hire an External Facilitator

3 Reasons to Hire an External Facilitator

Running effective workshops and meetings is about so much more than gathering people in the same place, at the same time. If you are bringing people together, it’s important to make that time investment count – and all the more so when the stakes are high. Bringing in an independent expert facilitator to design and deliver your meeting can transform the effectiveness and outcome of your session.

Whether it’s strategic planning, a reflection session, a stakeholder consultation, announcing an organisational change or strategic shift, or team building, here are 3 reasons why you should consider hiring an external facilitator.

 

1. The right tools

An expert facilitator will take into account your organisation’s history, the relationships between participants and your desired outcomes – be they hard (such as strategy) and soft (team culture). A facilitator can create the most appropriate meeting setting and experience for you. This includes the set up of the room to enable participation, to setting ground rules; ice-breakers to create the right headspace and methodology that results in the decisions you need.

 

2. Space to participate

Engaging a facilitator allows the leader to fully participate without worrying about the objectives of the meeting, the time keeping or the dynamics. You will be allowed the freedom to listen, think and participate alongside your colleagues. You will be able to contribute as a participant.

 

3. A neutral navigator

A facilitator can ask the difficult questions with objectivity and a fresh perspective, encouraging divergent views to result in something powerful. The facilitator’s role is to ensure every voice is heard equally across the board. Furthermore, if any difficult conversations arise, an external facilitator will have the ability to progress the conversation into a more productive space.

 

Contact Us

If you would like to discuss how 2into3 can help you to design and facilitate a successful meeting or workshop, please visit our website for more information, or contact Sheena Horgan at sheena.horgan@2into3.com.

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.

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.

Dublin

2into3

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Dublin 2,

D02 YX88.

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Belfast

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