The Value of Skills-Based Hiring in Ireland’s Nonprofit Sector
Change is the only constant, and with the rise of AI, Irish nonprofits are increasingly focusing on soft skills developed through life and work experience.
World-Class Winter Sports & Entertainment Arena Coming to Dublin
A New Ice Age:
2into3 Client, Prime Arena Holdings Ltd today announces reaching agreement for the acquisition of an 8.14 acre site in Cherrywood, South Dublin for the development of Ireland’s first dedicated winter sports and entertainment arena – a major new venue that will transform Ireland’s sporting and cultural landscape.
Planning documentation for the €190m development is scheduled to be submitted by September 2025 for this state-of-the-art, multi-purpose arena which will become the home of Dublin’s first professional ice hockey franchise; as well as serve as a national hub for winter sports, major concerts, international exhibitions, and corporate events.
Located within the Cherrywood Strategic Development Zone and with seamless transport connectivity via Luas, Dublin Bus, M50, and M11, the venue is projected to generate socio-economic impact of over €230 million annually, becoming a landmark destination for fans, families, and businesses alike.
A Home for Winter Sports – and Dublin’s first Professional Ice Hockey Franchise
For the first time, Ireland will have a permanent base for Olympic-standard winter sports, supported by the Olympic Federation of Ireland. Dublin is currently the only capital city in Northern Europe without a permanent ice sport centre. The facility will include:
● Two full-sized Olympic ice rinks;
● A 5,000-seat (8,000 standing) indoor arena;
● A high-performance training centre for elite athletes; and
● A permanent home for Dublin’s first professional ice hockey franchise, with the exclusive franchise to compete in the UK Elite Ice Hockey League and European competitions – alongside the highly successful Belfast Giants franchise.
Culture, Concerts and Conferences
The Arena is designed for far more than sport. With projected capacity to host between 50-70 events annually in partnership with global promoters, it will provide Ireland with a mid-tier venue tailored to international-scale performances, tours, and exhibitions.
As a conference and gala venue, it will accommodate up to 1,500 seated guests, adding 200,000 hotel bed nights per year, and addressing a long-standing capacity gap from the business events industry, valued at USD 2.8 trillion globally.
A National Asset
The Arena will deliver social, economic, and cultural benefits for Dublin and Ireland:
● Local Jobs & Economic Growth: Nearly 400 direct jobs during construction and over 1,600 jobs supported annually, with 80 full-time positions related to ice-based activities.
● Community Access: Year-round public skating, school and youth group programmes, and adaptive winter sports opportunities, with over 1 million projected annual visits.
● Tourism Magnet for North American and European touring sports: The Arena will open Ireland up for hosting major indoor sporting events including NHL, NBA and ATP / WTA Tennis
● Sustainability: Cutting-edge design with carbon reduction goals and potential for shared district heating
“A defining moment.”
“This is a defining moment for Ireland – a bold statement of what we can achieve when ambition meets collaboration,” said Dermot Rigley, CEO of Prime Arena Holdings. “Since 2021, we’ve been working quietly but relentlessly with an incredible team to bring this vision to life – and today, we’re proud to finally share it with the Irish public. With the support of Dún Laoghaire-Rathdown County Council and Hines, we’re building more than an arena – we’re creating a national landmark that will open up winter sports to every corner of Irish society, empower our athletes, and give Ireland the platform it deserves to host world-class events.”
Tom Kennedy, Chairman of Prime Arena Holdings added, “This isn’t just an investment in infrastructure – it’s a legacy for generations. We are deeply grateful to our incredible investor group and project team, whose belief and commitment have made this moment possible.”
Jim O’Leary, Cathaoirleach of Dún Laoghaire-Rathdown County Council said, “I am delighted to welcome this announcement for Ireland’s first dedicated winter sports and entertainment arena earmarked for development in our new town of Cherrywood. This transformational arena will contribute significantly to our corporate goals in realising our sports, tourism and cultural ambitions and in supporting further economic growth and opportunities in our County for all who live, work and visit Dún Laoghaire-Rathdown and the wider region.”
The development is made possible through collaboration with Dún Laoghaire-Rathdown County Council and Prime Arena Holdings has worked extensively with national sporting bodies, tourism agencies, industry partners and event promoters, including Fáilte Ireland, the Olympic Federation of Ireland, and the Elite Ice Hockey League.
For more details, please visit: https://www.primearenaholdings.com/
Fundraising Surge: What It Means for Non-profits
A Talent Pipeline Under Strain
According to a recently published LinkedIn report, fundraising professionals are currently the most in-demand talent in Ireland. In a sector where securing sustainable funding remains a consistent challenge, the competition for skilled fundraisers continues to intensify.
Fundraised income is essential for delivering vital services and advancing meaningful causes. Yet, attracting and retaining top fundraising talent is one of the biggest obstacles to achieving long-term strategic fundraising goals. Our LinkedIn Talent Insights data reveals that the median tenure for senior fundraising professionals is just 1.3 years, with more junior roles averaging slightly longer at 1.7 years.
Solving this talent retention issue is key. It enables organisations to unlock sustainable income streams, reduce crisis-driven decisions, and build long-term resilience into their mission delivery.
Building a Culture of Fundraising
Despite the sector being valued at €1.8 billion in 2022 and becoming increasingly professionalised, many organisations still hesitate to view fundraising investment as a strategic priority. At the Board and senior leadership levels, there is often a lack of understanding about fundraising ROI, risk tolerance, and fear of scrutiny.
Hiring a senior fundraising leader is not just a recruitment decision—it’s a strategic one. The right candidate understands the business of fundraising, donor engagement, and can embed this thinking across the team and wider organisation. The right hire can move your organisation from breaking even to one on a path of high growth and impact.
Three Conflicts Hindering Fundraising Success
At the recent launch of Great Fundraising Organisations, Alan Clayton identified three key conflicts that often impede successful fundraising and contribute to leadership turnover:
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Cultural Conflict: Fundraisers are driven by ambition, urgency, and emotion, while service delivery teams tend to prioritise structure, consensus, and evidence. Bridging this divide requires mutual respect and organisational alignment.
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Investment Conflict: Boards often prioritise immediate crises, overlooking the importance of future-focused fundraising strategies. Strategic investments may not yield immediate returns, but they are critical for long-term growth and sustainability.
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Communications Conflict: Messaging must be tailored. Use emotion and storytelling to engage donors, and highlight impact and outcomes when promoting services. Consistent, purposeful communication builds donor trust and enhances engagement.
Skills-Based Hiring in a Competitive Fundraising Market
We take a consultative and strategic approach to fundraising recruitment—assessing organisational culture, goals, and needs to identify the talent best positioned to drive results.
In a competitive market, skills-based hiring is crucial. Moving beyond traditional career paths opens up opportunities to attract professionals from the private sector who are motivated to transition into purpose-driven roles.
Key transferable fundraising skills to look for include:
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Strategic thinking
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Negotiation and problem-solving
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Relationship-building and community engagement
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Commercial acumen and business development
By widening the talent pool and committing to proper onboarding and training, organisations can tap into new sources of talent.
The Ideal Fundraising Candidate Profile
To achieve sustainable growth, nonprofits must invest in top-tier fundraising talent and foster a culture of relationship-driven philanthropy. This unlocks long-term financial sustainability and enables deeper community impact.
The ideal senior candidate will combine strategic vision with authenticity and interpersonal skills—capable of navigating conflict and driving organisational growth. But even the best fundraising professionals cannot succeed in isolation.
Organisations must align around a shared growth mindset. Without Board-level commitment to fundraising as a strategic priority, talent will churn, progress will stall, and impact will suffer. The cost of inaction isn’t just missed opportunity—it’s missed impact.
Q1 2025 Talent Trends: Key Priorities in Recreation & Sport
Recreation and Sports accounted for 7% of all recorded roles in Q1 2025, highlighting an active and expanding subsector within Ireland’s nonprofit landscape. From 2025 onwards, we’ve updated our data collection methods for sporting roles, offering a more accurate and detailed insight into employment trends and strategic priorities shaping the sports industry nationwide.
- The inclusion of high-level executive appointments—such as Chief Executive Officers, General Managers, and Finance Directors—demonstrates a strong, sector-wide focus on organisational development and strategic leadership. These leadership roles signal a shift toward structured, strategically guided sports programmes with greater oversight and long-term vision.
- A significant portion of roles in this period focus on enhancing the sporting experience for both participation and performance. The sector is prioritising high-quality programme delivery to benefit elite athletes and community participants alike.
- Appointments in communications, marketing, digital strategy, brand management, and diversity and inclusion underscore a push toward broader participation and inclusive access. These strategic roles support organisations in shaping public engagement, building cross-sector partnerships, and ensuring their initiatives resonate across diverse demographics and communities.
- The rise in fundraising and development roles highlights a growing focus on financial sustainability. In response to uncertain public funding, sport organisations are actively pursuing philanthropic support, corporate sponsorships, and community giving to diversify their income streams.
- Meanwhile, roles centred around digital engagement reflect increasing investment in technology and innovation. These positions are transforming how sport is delivered, accessed, and experienced—aligning with wider trends in digital transformation across the nonprofit sector.
Together, these findings show that the Sports and Recreation subsector in Ireland is undergoing professionalisation, strategic evolution, and a shift towards inclusion. Career opportunities in sport now extend beyond the field, encompassing areas such as executive leadership, operations, marketing, fundraising, and technology.
Explore Further: Nonprofit Talent Trends Q1 2025
To read our full thematic analysis of nonprofit talent trends in Q1 2025, please visit our website here.
Contact Us
Our Talent Management Team tracks senior nonprofit roles and publishes quarterly trend reports. To explore previous quarterly insights, visit here. For more information or to discuss current opportunities, please contact Shannon Barrett, Head of Talent Services, at shannon.barrett@2into3.com.
Nonprofit Talent Trends: Senior Recruitment Growth & Sector Insights
Our most recent analysis of senior-level nonprofit recruitment in Ireland indicates continued positive momentum in hiring activity. By tracking advertised roles across multiple job platforms, 2into3 identified that 319 senior-level nonprofit roles were advertised in Q1 2025—an 11% increase compared to the 287 roles tracked in Q1 2024. This growth continues the upward trend from recent quarters and reflects a thriving and active employment landscape within the sector.
Similarly, there was a modest increase in the number of nonprofit organisations recruiting, rising from 209 in Q1 2024 to 214 in Q1 2025—an increase of 2%. This suggests that not only are organisations expanding their leadership capacity, but more are entering or re-entering the recruitment market.
Activity by Subsector
Consistent with previous quarters, several organisations advertised vacancies anonymously. As a result, of the 319 roles recorded, 282 were attributed to identifiable nonprofit subsectors.
Roles by Subsector:
The Social Services subsector continues to be the most active, accounting for 33% of senior-level roles in Q1 2025. While still dominant, this represents a decrease from 39% in the previous quarter, indicating increasing activity from other nonprofit areas.
Local Development & Housing (16%) and Health (13%) followed as the next most active subsectors. Notably, Recreation and Sports experienced a significant increase, accounting for 7% of all roles. This surge, partially influenced by revised classification methods for sporting roles in 2025, reflects the ongoing growth and strategic investment in sport-related nonprofit initiatives.
Our findings suggest continued growth in subsectors aligned with public engagement and service delivery, while internationally focused and religious organisations appear to have scaled back leadership hiring. The decline in international hiring may signal a downward trend influenced by recent USAID funding cuts by the Trump administration—a development we will continue to monitor in Q2 2025.
Activity by Role Function
Service Delivery & Operational Management roles remain the most in-demand leadership function, representing 51% of all senior-level nonprofit positions in Q1 2025. This marks an increase from 47% in Q1 2024, highlighting the sector’s continued focus on programme implementation and direct service provision.
The functional breakdown indicates growing emphasis on external-facing roles such as communications and fundraising, while traditional support functions like finance and human resources show signs of contraction.
Activity by Income Type
Income data was available for 163 of the 214 organisations (anonymous advertisers and those who did not disclose income were excluded). Of the 163:
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29% (48 organisations) reported annual income exceeding €10 million.
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25% (41 organisations) reported income below €1 million.
This distribution aligns with previous quarters, indicating a wide range of organisation sizes involved in leadership recruitment. Larger nonprofits continue to have a more dominant presence in senior hiring than smaller ones.
Key Observations
The Irish nonprofit sector remains resilient and continues to grow. Q1 2025 saw year-on-year expansion in both the number of roles and organisational participation. The spike in Recreation & Sport hiring, while partly methodological, underscores increased strategic investment in this area. The consistent demand for Service Delivery roles highlights the sector’s commitment to community and programme execution.
Conversely, the decline in Finance and HR leadership roles may merit further observation to determine whether these reflect structural shifts or normal hiring cycles.
Overall, the demand for senior nonprofit talent in Ireland remains strong, with diverse activity across multiple subsectors and functions—evidence of a professionalising and evolving sector.
Get in Touch
Our Talent Management Team monitors senior hiring across the nonprofit sector and publishes quarterly insights. To explore previous Nonprofit Talent Trends Reports, visit our Talent Insights page. For more information, contact Shannon Barrett, Head of Talent Services, at Shannon.barrett@2into3.com.
CLÁR 2025 Programme Launched
The long awaited CLÁR 2025 programme has now been announced by Minister Calleary which was launched on Friday 4th April 2025. The programme will be delivered in the three separate measures:
- Measure 1: Developing Community Facilities and Amenities
- Measure 2: Mobility, Cancer Care, Community First Responder and Meals on Wheels Transport
- Measure 3: ‘Our Living Islands’
CLÁR (Ceantair Laga Árd-Riachtanais) is a targeted investment programme for rural areas that aims to provide funding for small infrastructural projects in rural areas that have experienced significant levels of de-population. This funding assists in building the resilience of these rural communities.
The targeted rural areas deemed eligible has already been determined by the department in a downloadable map as seen below for a national perspective. The CLÁR funding area covers part of numerous counties: Carlow, Cavan, Clare, Cork, Donegal, Galway, Kerry, Kilkenny, Laois, Leitrim, Limerick, Longford, Louth, Mayo, Meath, Monaghan, Offaly, Roscommon, Sligo, Tipperary NR, Tipperary SR, Waterford, Westmeath and Wicklow.
A more specific CLÁR funding area on a county basis can be viewed at: https://www.gov.ie/en/collection/ab7580-clar-funding-area-maps/
The level of funding for this years CLÁR programme has increased to €65,000, and an additional option has also been added for local authorities to apply for funding of up to €100,000 for 2 larger scale projects. The overall budget for the CLÁR 2025 programme has also increased to €11 million.
The funding application deadline varies depending on which measure is being applied for.
Measure 1: Developing Community Facilities and Amenities
Measure 1 is administered by local authorities and therefore application and expression of interest forms are readily available directly from local authorities. The Local Authority or County Council to whom you submit the application to, then will select the applications to send to the department. The Local Authority or County Council will also rank the applications in order of priority.
Deadline for submission of applications to the Department is 13th June 2025. Please be mindful that local authorities may set a deadline before this to give much needed time to assess expressions of interest and applications prior to department deadline.
Each local authority can submit the following:
- 13 applications seeking funding of between €5,000 and €65,000
- 2 applications seeking funding of between €5,000 and €100,000
- 1 additional application seeking funding of between €5,000 and €65,000 in respect of a Gaeltacht area located in their county.
The CLÁR 2025 programme, Measure 1 will provide up to 90% of the project with the remaining 10% of project to be fulfilled as matched funding. Evidence of matched funding must be in place at the time of application.
Schools, community and voluntary groups and local development companies can apply to their relevant local authority. Local authorities are also eligible to apply in their own right.
Measure 1 is primarily but not limited to the development of community facilities and amenities including sports facilities, youth clubs, teenage spaces, playgrounds, sensory gardens, walking tracks and much more.
Measure 2: Mobility, Cancer Care, Community First Responder and Meals on Wheels Transport
This measure will be operated directly by the Department of Rural and Community Development and is open to established organisations/groups that operate on a voluntary basis and provide:
- transport to/from day care/other medical/therapy/respite services for those with significant mobility issues including requiring specialised wheelchair accessible vehicles; or
- transport to/from designated cancer treatment hospitals/centres under the National Cancer Care Programme; or
- Community First Response Support/Search and Rescue organisations.
- Meals on Wheels services
Applications should be submitted directly to the Department at CLAR@DRCD.gov.ie by 23rd May 2025.
The maximum grant awarded for vehicles ranges between €50,000 and €100,000. In respect to the wider government approach to the Sustainable Development Goals a higher level of funding is provided for the purchase of hybrid or electric vehicles. A match funding contribution of 10% for hybrid/electric vehicles and 20% for petrol/diesel vehicle is required. Evidence of matched funding contribution is required at application.
Eligibility is via the need for all community or voluntary groups to formally registered, e.g. registered charity or not for profit etc.
Measure 2 is primarily funded to support for community transport such as cancer care support, community first responders, meals on wheels vehicles, or for persons with reduced mobility.
Measure 3: ‘Our Living Islands’
Measure 3 is in response to the needs of those inhabiting on Irelands offshore island communities. Like many areas identified in the CLÁR eligibility maps, the offshore island communities have also experienced declining population, social isolation, service accessibility and social disadvantage.
In recognition to the diverse needs, the grant funding for Measure 3 of the CLÁR 2025 programme falls under 2 distinct streams:
- Island Community Transport
- Community Amenities
Island Community Transport
This stream is directly for the receipt of transportation vehicles and unless otherwise agreed with the department, vehicles must be electric in line with Climate Action Plan commitments.
This measure will also see funding support of up to 90% of the total cost of an electric community bus/vehicle (including fit-out) with an electric charging point (powered by solar PV panels). Maximum grant available of €100,000 for a vehicle, increasing to €120,000 where solar panel and charging point are included. Maximum one application per Island. Matched funding is set at a minimum of 10% of total project and evidence of matched funding must be present at the time of application.
Island Community Amenities
This stream will provide up to 90% of total costs up to a maximum grant of €65,000. Matched funding is set at a minimum of 10% of total project and evidence of matched funding must be present at the time of application.
Island Community Amenities stream of measure 3 is primarily but not limited to the development of community facilities and amenities including sports facilities, youth clubs, teenage spaces, playgrounds, sensory gardens, walking tracks and much more.
The 2025 programme will allow for applications to be submitted to the Department from established representative organisations/groups that operate on the Islands or from the relevant local authority. Sports organisations can apply where the infrastructure being supported through the application is for the benefit of the community generally (not just the sporting organisation) and is made freely available to all members of the community.
Applications should be submitted directly to the Department at CLAR@DRCD.gov.ie by 13th June 2025.
Measure 3 is primarily tailored funding for offshore island communities under the specific ‘Our Living Islands’ measure.
Get in Touch
For more information on CLÁR 2025 programme, contact Patricia Keenan, Director of Funding Services at patricia.keenan@2into3.com or on 086 065 7347. For further details on our funding services, visit our webpage.
Is Governance Ever ‘Good Enough’?
Written by Sheena Horgan, Director of Advisory Services, 2into3.
There is a certain pragmatic logic in the phrase, don’t let the perfect bully the good, but can this be applied to governance? Especially when the organisation in question is non-profit.
However, socially good the credentials of a charity or organisation, they are no excuse for poor governance. That said, the nature of the sector does require it to balance best practice deliverables, with what is feasible given an organisation’s capacity and resources. Focusing on achieving functional and effective governance, as opposed to striving for perfection, can ensure accountability, transparency, and inclusivity while being adaptable to contextual challenges.
Scoping your Governance Pathway
Good governance in the sector, is less about idealistic behaviour, and more about best practice. It should be realistic, first off recognising resource and capacity constraints, and then planning to address these in a coherent and incremental way that prioritises the most detrimental deficits.
Whilst it’s fair to say that not all governance gaps need to be tackled immediately, it is beholden on Boards to scope, articulate and navigate their organisation’s governance pathway. This likely means breaking down the complex governance agenda into manageable and context-sensitive steps. There will inevitably be trade-offs on what can be achieved now and what might be deferred. Asking the key question, ‘what will this governance task achieve?’, in relation to the organisation’s vision and mission and values, can be a helpful lens when considering which aspects are tackled first.
What is ‘Good Governance’?
A cautionary warning though, agreeing what good or good enough governance entails, may be influenced by the Board’s entrenched views, group think and biases, and even ‘founder syndrome’. There is a reason why independent external Board Reviews are recommended on a regular basis within the Governance Code. Charities that rely only on internally conducted reviews, run the danger of reenforcing and perpetuating poor governance practices. Over the years, I’ve witnessed light-touch evaluations with little depth or robustness to be a genuine assessment. And I’ve seen how “governance” vocally weaponised in the Boardroom to sustain certain positions and viewpoints.
There is an abundance of case studies on poor governance and therefore no excuse for it to be brushed over. But to offer some guidance that might lessen the fear or enormity of “Good Governance” for charities and non-profits, here’s some simple principles of Good Enough Governance:
Pragmatism over perfection
Governance structures should enable good decision making, so they need to be effective in practice rather than in theory. Consider policies and processes in this light, asking are they readable, accessible and implementable
Improvement by increments
Clarify the scope of what’s needed and design a time-line and pathway that allows for continuous progress and iterative governance capacity-building
Form follows function
Governance procedures should reflect, state and deliver their desired outcome e.g., integrity, accountability, etc.
Allow for agility
New and revised governance practices are emerging all the time – take hybrid meetings, DEI and AI as cases in point. Taking an agile approach and adapting where required means having governance on Boards’ radar as well as agenda.
Get in Touch
If you’re seeking governance support, visit our webpage for more information, or contact Sheena Horgan, Director of Advisory Services at sheena.horgan@2into3.com.
Irish Sport Industry Awards 2025 Launch
Our partners at The Federation of Irish Sport launched the 2025 Irish Sport Industry Awards with the Minister for Arts, Media, Communications, Culture and Sport, Patrick O’Donovan TD, and the Minister of State for Sport and Postal Policy, Charlie McConalogue TD alongside Federation CEO Mary O’Connor.
Irish Sport Industry Awards
The Federation of Irish Sport will host the Irish Sport Industry Awards in Dublin on 20th May. This will be the eighth staging of the awards which recognise the invaluable relationship between business and sport in Ireland. The Sport industry in Ireland supports 64,000 jobs, stimulates €3.3 billion in household spending, and generates €3.7 billion (GVA) gross value added to the Irish economy.
This annual awards celebration highlights the valuable social and economic contribution of the Federation member organisations and sports enterprise in Ireland. This year’s event will also serve to heighten the awareness of the value of sport as an economic driver when showcasing our sporting passion as a nation in hosting major international sports events that deliver significant economic contribution such as the 2025 NFL Dublin Game this September, the Ryder Cup in 2027 and the UEFA Euro 2028.
Minister O’Donovan said:
“The Irish Sport Industry Awards are a unique celebration of Sport. They offer an opportunity to acknowledge new enterprises and innovation in sport, and also to recognise and commend the National Governing Bodies and Local Sports Partnerships for their drive and commitment in promoting participation for all in sport. I would like to congratulate the Federation of Irish Sport for organising the award and extend my congratulations to all of those being celebrated”.
Minister McConalogue said:
“With record levels of investment in sport, Government are committed to working with all stakeholders and partners to ensure, we continue to recognise and support all participants in a suitable and sustainable way. With that in mind, it is my pleasure to applaud all of the organisers of this event from the Federation of Irish Sport, and to wish all the award nominees the very best of luck.”
Mary O’Connor, CEO of the Federation of Irish Sport said:
“We are delighted to have the support of both Ministers O’Donovan and McConalogue for the launch of the Irish Sport Industry Awards, our annual celebration of the economic role sport plays to the Irish economy. The awards recognise excellence across various aspects of sport, including entrepreneurship, media coverage, good governance, inclusivity, sponsorship, and leadership. This year we will be highlighting the massive financial contribution that hosting major international sports events has to the Irish economy and their global audience reach.”
Entries are now open for submission, for a full list of categories, event updates and to enter the awards go to: https://irishsportindustryawards.ie/. Closing date for entries is Wednesday 16th April 2025.
Get in Touch
For more information, visit the Federation of Irish Sport’s website or contact Clare Louise O’Donoghue, Head of Commercial and Marketing on 086 0437887.
Federation Of Irish Sport Honours Ireland’s Sporting Volunteers
Our partners at The Federation of Irish Sport celebrated 35 recipients of the 2024 Volunteers in Sport Awards on Friday 28th February 2025, recognising one individual from every county in Ireland (four in Dublin) for their exceptional commitment to enabling sport and physical activity thrive in their local sports club and communities. Present at the awards to pay special tribute to the volunteers was Minister Jack Chambers TD, Minister for Public Expenditure, National Development Plan Delivery and Reform who gave the keynote address. In addition to celebrating the 32 county individuals, Co. Limerick’s Martin Casey was revealed as the Outstanding Achievement Award recipient for his impact as a leader in community engagement through sport.
Martin Casey, Limerick Sports Partnership (LSP)
Martin Casey’s dedication to Limerick Sports Partnership (LSP) and his local community has had a transformative impact, particularly in promoting physical activity, inclusion, and engagement. His journey with Limerick LSP began in Transition Year through the Voluntary Inspired Participation (VIP) Programme, where he gained coaching qualifications and contributed 100 volunteer hours. With LSP’s support, he later obtained coaching and gym instructor certifications, giving back an additional 50 volunteer hours.
Over the past four years, Martin has been instrumental in leading initiatives that expand access to sport and physical activity. His work with the Travelling Community, including a mid-term camp that engaged 46 children from Limerick City halting sites, has significantly boosted participation. He also played a key role in developing and delivering the Women’s Self-Defence Programme, which was expanded due to high demand, empowering women with essential self-defence skills.
In his role as a coach and tutor, Martin’s leadership, passion and ability to connect with people of all ages and backgrounds have made Limerick Sports Partnership more inclusive and welcoming. His unwavering commitment continues to inspire and strengthen community engagement through sport.
The Volunteer in Sport Awards
Speaking at the awards, Minister Jack Chambers TD, Minister for Public Expenditure, National Development Plan Delivery and Reform commented: “The Volunteer in Sport Awards are always one of the highlights in the sporting calendar. It is a pleasure to once again represent the Government as we celebrate the contributions and achievements of our incredible volunteers who sacrifice time, effort and energy so that we can all enjoy sport at local, national and international level. Volunteers are the backbone of Irish sport at all levels and it is important they are formally recognised and encouraged so they continue to drive interest, passion and participation in sports in our communities. I congratulate all those honoured on the day and thank them for their contribution to our society.”
Federation of Irish Sport CEO, Mary O’Connor stated: “The Federation of Irish Sport is proud to honour the 2024 Volunteers in Sport Award recipients, recognising the incredible individuals whose dedication sustains grassroots participation and strengthens communities. Volunteers are the backbone of Irish sport, enabling 1.47 million club members to engage in sport and physical activity. These awards are a vital tribute to their invaluable contribution.”
Sport Ireland CEO, Dr Úna May said: “Volunteers are the lifeblood of Irish sport, driving participation across all disciplines. Sport Ireland research reveals unprecedented levels of engagement, with nearly two million adults participating in sport weekly. That’s a real testament to the tireless efforts of volunteers. They don’t merely contribute – they transform aspirations into achievements, making sport accessible and enjoyable for all. We all owe them a debt of gratitude and we’re happy to play our part in recognising their dedication.”
Head of Louth Sports Partnership, representative of the Sport Ireland National Network of 29 Local Sports Partnerships and member of the judging panel, Graham Russell said: “The 2024 Volunteers in Sport Awards highlight the nationwide impact of volunteers in driving inclusive participation and strengthening communities through sport. Their dedication breaks down barriers, enriches lives, and promotes active living for all ages and abilities. The National Network of 29 Local Sports Partnerships is proud to celebrate these unsung heroes who make sport accessible and beneficial for so many.”
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2into3 and Chartered Institute of Housing Ireland Announce Partnership
We are delighted to announce our partnership with Chartered Institute of Housing Ireland (CIH), the professional body for housing professionals. This strategic partnership aims to enhance support for housing organisations across Ireland.
This collaboration brings together our expertise in Advisory, Funding and Talent services with CIH’s commitment to promoting professional standards and providing educational resources within the housing sector. Together, we will offer a comprehensive suite of services designed to empower housing organisations to achieve our missions effectively.
Shannon Barrett, Head of Talent at 2into3 said, “Partnering with CIH allows us to extend our reach and provide housing organisations with the resources they need to navigate the complexities of the housing sector.”
Caroline Moloney, Director of CIH Ireland, added, “CIH is dedicated to supporting housing professionals to create a future in which everyone has a place to call home. This partnership with 2into3 aligns perfectly with our mission, enabling us to offer enhanced support and resources to housing organisations, ensuring they are well-equipped to meet current and future housing challenges.”
Key initiatives of the Partnership include:
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Webinar and Event Collaboration
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Content Development
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Shared Insights
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2into3 Discount for CIH Members
This partnership underscores a shared commitment to fostering a robust and professional housing sector in Ireland, ensuring that housing organisations are equipped with the necessary resources and expertise to provide quality housing solutions. For more information on 2into3 and CIH’s services and supports available, please visit 2into3’s website and the Chartered Institute of Housing’s website.
About 2into3
2into3’s mission is to build the capacity of organisations to have a transformative social impact. Since 2006, we have worked with over 500 social impact organisations, providing support within our Advisory, Funding and Talent Services. Our offices in Dublin, Belfast, Newry, Galway and Cork enables our organisation to provide services to social impact organisations across Ireland.
About the Chartered Institute of Housing
The Chartered Institute of Housing (CIH) is the professional body for people who work in housing, the independent voice for housing, and the home of professional standards. CIH has a diverse membership of people who work in both the public and private sector housing, in 20 countries on five continents across the world. The organisation’s goal is to support housing professionals to create a future in which everyone has a place to call home by providing housing professionals and their organisations with the advice, support, and knowledge they need.
CIH is a registered charity and not-for-profit organisation with any profit made put back into the organisation to fund the activities carried out to support the housing sector. Further information can be found at www.cih.org.
Get in Touch
For further enquires on this partnership, contact Shannon Barrett, Head of Talent Services at shannon.barrett@2into3.com.
For queries on the Chartered Institute of Housing, contact Caroline Moloney, Director of CIH Ireland at caroline.malloney@cih.org.
