4 key words to help you navigate a crisis in your nonprofit

Anyone involved in leading or managing a charity or nonprofit dreads having to deal with a crisis under their watch. Despite adequate planning, we understand that even the best-prepared organisations can face unexpected crises. Whatever the focus of the crisis – funding, financial mismanagement, governance, safeguarding or reputational – here are 4 key words to help you keep a cool head at a stressful time.

 

1. Anticipation

The best way to manage a crisis is to prevent one occurring in the first place. This is what your organisation’s risk management and oversight practices are in place for: to identify potential risks at all levels of your organisation and putting in place effective mitigation or management structures, policies and practices.

2. Leadership

Crisis management involves quick decision-making and action. Consider establishing a small team of leaders to develop and implement a crisis management plan. Make sure that their remit, responsibilities and reporting relationship to your Board is clear from the outset.

 

3. Communication

Key to your management of any crisis – and maintaining or re-building trust – will be how you communicate and engage your stakeholders. Develop a stakeholder map and communications plan that covers all your key relationships, particularly employees, volunteers, supporters and funders.

 

4. Accountability

The best way to resolve any crisis is to ensure that there is appropriate action. It’s not advisable to shy away from acknowledging and investigating the incident, how and why it happened and its impact – and demonstrate accountability by identifying the clear steps that will be taken to redress its impact and prevent it from occurring again.

 

By prioritising anticipation, leadership, communication, and accountability, you will be in a better position to navigate any crisis that may arise. Remember, a well-prepared organisation is less likely to be caught off guard.

Get in touch

If you require additional support with your crisis management, 2into3 is experienced at supporting organisations to prevent anticipated crises and manage actual crises. Our governance and strategy services can help you to identify and mitigate organisational risks. Or, if the worst should happen, we can support you to effectively navigate through a crisis. In the last year, we have worked with six charities of different sizes to handle a range of funding, financial mismanagement, governance and reputational crises.

For more information, visit our webpage or contact our Director of Advisory Services, Sheena Horgan at sheena.horgan@2into3.com.

Launch of the Federation of Irish Sport 2024 Volunteers in Sport Awards

Olympian Sarah Lavin champions the launch of the Federation of Irish Sport 2024 Volunteers in Sport Awards

Double Olympic hurdler Sarah Lavin was on hand to lend her voice to the launch of the 2024 Volunteers in Sport Awards, a national celebration of the extraordinary individuals who contribute to the vibrant fabric of Irish sports.

Hosted by the Federation of Irish Sport and supported by the National Network of 29 Local Sports Partnerships these prestigious awards recognise the selfless volunteers who dedicate their time, skills, and passion to support sports clubs and community organisations across Ireland.

The 2024 Volunteers in Sport Awards will bring together individuals from all 32 counties to celebrate their commitment to fostering participation and ensuring that sport is accessible to all. Their contributions not only inspire communities but also enable clubs and organisations to thrive, supporting social cohesion and well-being across Ireland. Without their dedication, many sporting opportunities simply would not exist. Nominations are now open and the awards celebration will take place in Dublin in February 2025.

Ambassador for the 2024 Awards Track and field star and double Olympian Sarah Lavin commented:

“High performance sport in Ireland as well as grassroots relies so heavily on volunteers. We cannot take for granted the time and dedication of people who step up and volunteer on a weekly basis. They deserve to be celebrated for the positive change they bring to communities across Ireland. It’s truly an honour to support this celebration of the people who make sport possible for all of us at every level.”

In every corner of the country, from city centres and suburbs to rural villages, over 460,000 volunteers work tirelessly each week to bring sport and physical activity to life for people of all ages*. The impact of their work is profound, providing multi-generational opportunities to engage in sport, build communities, and promote healthy lifestyles. The economic value of their contribution is estimated to be worth €1.5bn to the Irish economy**.

Mary O’Connor CEO Federation of Irish Sport said:

“The goodwill and work of volunteers cannot be taken for granted. These awards are our chance to say thank you and in acknowledging the incredible efforts volunteers make, ensure that we continue to encourage more people to get involved and safeguard the future of sport in the country.”

The Volunteers in Sport Awards is a vital opportunity to recognise their efforts and to shine a light on the invaluable contribution they make to Irish sport and society.

A National Network of Support

Supporting the awards is the National Network of 29 Local Sports Partnerships. Limerick Sports Partnership Coordinator Phelim Macken remarked:

“The event is proudly supported by the National Network of 29 Local Sports Partnerships (LSPs), which work to increase participation in sport and physical activity by breaking down barriers and encouraging inclusivity. Through the work of the partnerships, more people across Ireland are getting active, and the Volunteers in Sport Awards is a fitting tribute to those who help make this possible”.

Nomination Process

Nominations for the 2024 Volunteers in Sport Awards are open from Tuesday, 12th November 2024, until Tuesday, 17th December 2024. Members of the public are encouraged to nominate deserving volunteers from their club or sporting organisation who have made a significant contribution or impact to their local club or community.

 

For more information and to submit a nomination, visit www.volunteersinsport.ie  or for further queries contact Clare Louise O’Donoghue, Head of Commercial & Marketing, Federation of Irish Sport:

Mobile: 086 0437887,  Email: clarelouise.odonoghue@irishsport.ie

 

*Sport Ireland – Irish Sports Monitor 2023

** Sport Ireland – Economic Value of Sport Report 2021

Education Training Board Clare Limerick

Limerick and Clare ETB Receives Major FET Investment

A huge congratulations to our clients at Limerick and Clare ETB, as they receive approval for the next phase of development for their College of the Future in Newcastle West, County Limerick.

Minister for Further and Higher Education, Research, Innovation and Science, Patrick O’Donovan TD, has announced that Limerick and Clare Education and Training Board has received approval to advance to the next phase of its development of a College of the Future in Newcastle West, County Limerick. Following a robust evaluation process, the ETB is now being given approval to move to the Pre-Tender stage of development – Project Design, Planning and Procurement Strategy. Government funding worth tens of millions of euro will provide for the construction of a new state-of-the-art further education and training campus facility at Station Road in Newcastle West.

 

“I am delighted to be in my hometown to make this significant announcement that will not only greatly benefit the learners and staff but the wider community of Limerick and Clare ETB. It will provide an environment that will support all learners in their education journey and in doing so allow them to reach their full potential.” – Minister O’Donovan

This new infrastructure will allow for the consolidation and integration of the further education and training provision that the ETB provides in the West Limerick region. The proposed campus will feature fit-for-purpose, digitally-enabled facilities to enhance accessibility and education pathways while promoting local development. It will also facilitate the expansion of the range of certified programmes available and introduce new employment-themed initiatives to meet workforce needs.

“The integrated FET college will address the critical need for a centralised facility that supports both learners and local industries. This development represents a pivotal investment in skills and employment pathways in the largest population centre in County Limerick, outside of the Limerick City Metropolitan Area.” – Niall Collins TD, Minister of State for Skills and Further Education

“The announced development of a FET College of the Future in Newcastle West is particularly significant as it will address structural imbalance in the county, enabling the Education and Training Board, through its College of FET, to deliver world-class education and training in response to local and national government priorities and plans.” – Donncha Ó Treasaigh, Limerick and Clare ETB Acting Chief Executive

“The capital infrastructure announcement for Newcastle West is a milestone moment for FET in Munster that will drive access to education, lifelong learning and workforce transformation in the region. This is a proud day for both SOLAS and Limerick and Clare ETB, and most importantly, it’s an exciting day for all of the current and future FET learners in the surrounding areas. With one in ten adults in Ireland now learning through FET or apprenticeships, the ongoing development of high-quality college environments in key locations such as County Limerick will play a critical role in meeting the increasing demand for upskilling across our communities.” – SOLAS Chief Executive Officer, Andrew Brownlee

Get in touch

If your organisation requires support with a business case, get in touch with our Director of Funding, Patricia Keenan at patricia.keenan@2into3.com or on 086 065 7347.

Olympics Ireland Homecoming 2024

Ireland’s 2024 Olympics Success – Are we ready to capitalise?

Paris 2024 is being widely commended as Ireland’s most successful Olympics. By many measures: number of medals – gold in particular; number of people attending the Team Ireland GPO homecoming; television viewing metrics; this is undeniable.

So how does the Irish sports system position itself strategically to make the most of this success, and more importantly, to build on it?

 

How do you measure success?

The many medal table formats that have been flashed across news outlets globally in recent weeks illustrate the point, “it depends how you measure it”.

We’ve seen multiple versions sliced and diced in terms of number of gold medals (the official table), total number of medals, medals per capita, medals per €1m invested etc. An emerging approach is the one presented at OlympicNationalRankings.com which uses probability ranking and adjusts for population size to address some of the shortcomings of the official medal table ranking method.

Ireland fares well on most of these measures. Not surprisingly, as the Games debrief continues, different nations will undoubtedly favour different measurement methods – likely those that present them in the best light. However, medals are only the tip of the iceberg.

 

Measurement beyond medals

Governments and other funders make huge investments into competing at the Games. The general motivations for funding sport are to build a sense of national pride and position the country within upper echelons internationally, but perhaps the most often emphasised aspiration is to inspire increased participation in sport. Particularly, among the younger population.

Unfortunately, measuring the direct effect of the Games on sports participation rates isn’t as immediate or straightforward a task as counting the amount of bling around the necks of a nation’s athletes. Future editions of the Irish Sports Monitor may give an indication of whether an uplift in participation is achieved following the Games period. Ahead of this, it’s worth asking the question: if this is a key factor in why we invest so heavily in sport – are we ready and positioned to deliver on this aspiration?

 

Are we ready to deliver on sporting ambitions?

A current promotion that is offering U16s the opportunity to swim for free at a particular swimming complex for the month of August (fair play Swim Ireland, Dublin City Council and the North-East Inner-City Initiative) following the success of Ireland’s swimmers at Paris 2024 has me thinking. It is likely the case in many households all over Ireland there are currently young girls and boys of all ages asking their parents: “can I try the sport I just saw an Irish athlete excel in at Paris 2024?” In many cases, the answer is “no”.

 

The facility challenge

To try canoe slalom (Liam Jagou was 7th) and indoor track cycling (Lara Gillespie was 10th) currently requires a trip abroad – and beyond these unique facility examples, it is worth noting that many Irish towns and regions are outside reasonable proximity to a 50m swimming pool or running track to accommodate potential participants, let alone to provide for those with emerging talent. Factor in the tyranny of Irish weather, with an additional number of existing facilities rendered unusable for significant parts of the year . This leaves a situation where parents are forced to travel considerable distances or the children, and hence the wider sports system, miss out on the benefits.

However, it’s not just facilities. Sports programmes and activities need to be designed to context and delivered by suitably qualified personnel to ensure participants are welcome, safe and most importantly, that they enjoy themselves and a number stay involved. For many NGBs, despite delivering a lot with a little, capacity (staff and volunteers) is currently in short supply and an aspiration to develop a greater level of activity and integration between the high performance, pathways and participation functions is not matched with the human and fiscal resources to effectively bring this to fruition.

 

How do we address these shortages?

There are several position statements within the 2018-2027 National Sports Policy that speak to these challenges, and indeed recent Sports Capital Grant and Large-Scale Sporting Infrastructure Funding rounds will address these shortages to a certain extent. It is encouraging to see government acknowledge this greater need at the culmination of Paris 2024, with the promise of additional high-performance funding for the LA 2028 cycle.

However, if the strategic aspiration here goes deeper than winning medals, an accompanying increased systematic (pun intended) investment in other component parts of the sport participation landscape, be it via government and/or the private sector is also required. A published sport-by-sport stocktake of “what is” vs “what should be”, initially in terms of the two big ticket items: facilities and workforce, would be a good place to start.

 

What’s next for the Irish Sports System?

The Irish sports system’s Paris 2024 success is not unlike a bigger picture version of the breakthrough performances of swimmer Mona McSharry at the 2017 Junior World Swimming Championships. It is an absolutely fantastic result worthy of significant celebration and right now we should revel in it. More importantly though, is what it means for the future. It’s an exciting indication there is much, much more that can be achieved if we are clear on future targets and measures; we are prepared to strategically analyse our position, further grow the resources invested in sport and work hard to deploy them to maximum effect.

 

Written by Matt McKerrow, Associate Consultant, 2into3: matt.mckerrow@2into3.com. For more information on our Sports Insights, visit here.

Strategic Plan for your sports organisation

4 Ways Your Sports Organisation Could Benefit from a Strategic Plan

The foundation of success for any sports team lies in having a clear game plan. This plan leverages the strengths of players and provides a direction for the team’s efforts on the field. Just as a game plan is an important step in guiding a team towards victory, developing a Strategic Plan helps sports organisations to achieve their goals.

Whether you are volunteer-led local club, a Local Sports Partnership, a National Governing Body, let’s look at 4 ways your organisation could benefit from a Strategic Plan.

 

1. Prioritisation of resources

Ever find yourself wishing there were more hours in the day, volunteers by the pitch, or funds in the coffers? It is essential that the energy of your staff and volunteers, as well as your finite resources, are directed in the best way. Identifying your top priorities in your Strategic Plan means that all efforts can be orientated in the right direction.

 

2. Unify your organisation

Developing and implementing a Strategic Plan is a collective endeavour, and an opportunity to bring together everyone in your organisation, to work on your organisation.

By consulting your players, members, volunteers and staff in the strategic planning process – asking them for their feedback, suggestions and inputs – will not only make sure that your Strategic Plan is relevant but will also help to build common ownership when it comes to delivery. And when everyone understands your organisation’s direction and their particular role in contributing towards that, it fosters collaboration and motivation.

 

3. Being grant-ready

A Strategic Plan ensures you have all your ducks in a row so that when a grant becomes available, you aren’t scrambling to react. It clearly outlines your organisation’s mission, goals, and the specific steps you’ll take to achieve them –  which is exactly what grant committees are looking for. Being proactive and prepared makes it easier to stand out in an increasingly competitive world of grants.

It also prevents against your organisation being distracted by or wasting time and effort applying for grants that don’t meet your strategic aims or resource requirements.

 

4. You never know who’s watching

By laying out the vision and ambitions in your Strategic Plan to all your stakeholders and to external audiences via your website, you open up the opportunity for potential collaborators and funders to recognise potential areas of synergy, innovation and partnership – and to maybe even approach you with an offer that you could never had dreamed of.

From our experience, some of the most exciting collaborations have come from the least likely of places – but they all started with a bolt of inspiration and your Strategic Plan could provide just that.

 

Find out more

2into3 has deep experience in developing Strategic Plans with sports organisations across Ireland. If you’re interested in learning more about how a Strategic Plan could benefit your sports organisation, please reach out to our Director of Advisory Services, Sheena Horgan at sheena.horgan@2into3.com.

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.

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