Charities and CRS

Charities turn to CSR and Charity Partnerships in Q3, 2018

Corporate Donations in Q3, 2018 doubled compared to Q3 of the previous year. This is according to the latest data from the Quarterly Fundraising Monitor, (note the Monitor is now called The Irish Giving Index) suggesting that organisations are availing of more CSR projects along with a heavier emphasis on charity partnerships.

Meanwhile Fundraised Income also grew considerably in Q3 of 2018, with sector-wide growth of 12%. The Social Services and Health subsectors saw the biggest individual rises in fundraised Income with 40% and 20% increases respectively. International organisations, however, saw the biggest decline with a 26% decrease in Fundraised Income.

Interestingly, the cost to raise a single euro is currently 31c which may suggest that organisations were investing heavily in 2018 with the expectation of seeing bigger returns in 2019.

The Quarterly Fundraising Monitor, a participation service offered by 2into3, allows not-for-profit organisations a way of benchmarking their fundraising performance against relevant subsectors.

Lisa-Nicole Dunne, Director of Integration at CMRF and a long time user of The Monitor recently said ‘The Monitor gives us a real time review of fundraising trends and offers a sense of the return on effort and investment. The data from The Monitor means we are able to use an evidence informed approach when presenting ideas and strategies to board members’

If you would like to discuss The Irish Giving Index in more detail, please contact Rob Foley at Rob.foley@2into3.com or on +353-1-234-3127.

Fundraising Masterclasses

Fundraising Masterclasses: An Insight into Grassroot Sport

Keeping a club going takes commitment, endurance and guile. However, has your club ever reflected and asked, “where is our income coming from?” This is the first question I ask clubs when they attend one of our Fundraising Masterclasses.

To the right is an accumulative funding model for all the attending clubs to date. Our discussions have led to lively findings:

  1. Communication is KEY!

To communicate with people you need names, numbers, emails and addresses. It sounds so simple, yet many clubs do not seem to be doing this. This problem is particularly prevalent to rural clubs, whose members may have moved for employment purposes. Should a club wish to contact one of these members, it cannot. They have been lost by their club. Fundraising, at its very core, is a people and numbers game. It’s all about routine: Meet, Greet, Details (with permission these days!), Contact, Repeat.

  1. Tangible results

Many clubs want to be the best, or at the very least, competitive. However, this is one facet of what a club does. Sport is serving the public and social good. Yes, clubs are about competing. This means publicity and greater awareness about the club. However, some of our players and member don’t care about this. They care because playing is improving their mental health, feeling part of the community and improving their overall health. When clubs are fundraising, it is normally “to help the club out” or “keep it going this year.” When people give their hard-earned money, it is imperative to show them a result. Wrap a fundraising campaign around a capital ambition or for equipment. When charities fundraise, they ask people to give by programme area. When people give, they can then choose what to give their money to. The charity in return can then showcase how the money was used. This is something sport can learn from and aim to get to.

  1. Learn from each other

This has been the most beneficial part of our sessions. It is not for us to lecture any club or organisation on what they are doing. Our travels across the country have resulted in discovering amazing ideas and practices by clubs: “500 club schemes,” “inclusive sport models,” “sport for all,” “direct marketing programmes.” These are only some of the examples we discovered. Most importantly, clubs shared these ideas with each other, all in the name of improving their own sports in their county and province.

To learn more about our Masterclasses please contact Darren McMahon on +353-1-234-3127 or Darren.McMahon@2into3.com

2into3 Recruitment Monitor Q1 2019

Senior Recruitment in the Irish Not-For-Profit Sector on the Rise

Recruitment for senior roles in the Irish not-for-profit sector has seen a significant rise over the last year.

In our Quarterly Recruitment Monitor for Q1 2019, 2into3’s Recruitment Team identified 108 senior or management roles advertised in the first three months of the year, a 30% increase on the same period in 2018.

Other significant developments identified by the analysis include a significant increase in Service Delivery & Operational roles, up from 19 in Q1 2018 to 43 in Q1 2019.

Commenting on the results of the analysis, Fergal O’Sullivan, Head of Recruitment with 2into3 said: “The continued increase in the number of management roles being advertised, especially the year-on-year increase in Q1, is evidence of a sector that is not only recovering strongly, but is becoming more professional with each passing quarter. The public demand for well-managed charities with a professional approach to good governance is being addressed by this search for strong leadership.”

The Quarterly Recruitment Monitor is now entering its third year and it has found that for eight consecutive quarters, social services organisations are the most active recruiters in the sector. The Monitor is a free-to access publication and you can download a full version of the report here.

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2into3 works with Sensational Kids

In late 2018, 2into3 began working closely with Sensational Kids, a not-for-profit that provides much-needed services for children with additional needs. The organisation was founded by Karen Leigh, headquartered in Kildare but impacting positively on the lives of thousands of children across Ireland.

In November 2018, 2into3 delivered a Masterclass to the Social Innovation Fund Accelerator Programme, of which Karen was a Member. She told us afterwards that Sensational Kids had in the past found fundraising to be challenge, which meant they were struggling to fulfil the needs of the service users.

We initially engaged with Sensational Kids through three Workshops to establish a sustainable fundraising strategy and stemming from this, we helped to identify a need to establish a national fundraising strategy with local remit whilst providing some contract consultancy and project fundraising support.

2into3 Director and Head of Consulting and Research, Dennis O’Connor. Will also be providing mentoring support to the Regional Business Manager in their Clonaklilty office. Dennis, originally from the Mardyke in Cork, has a vast knowledge of the fundraising landscape in Ireland, earned from his experience working in the sector for the past 13 years. We have also placed a Graduate Development Assistant for their centre in Claremorris, Co Mayo through our graduate programme, For Purpose.

Our work with Sensational Kids does not stop there; as our new Head of Recruitment Fergal O’Sullivan, is currently recruiting both a Capital campaign Manager and a National Fundraising and Communications Manager.

Karen Leigh explained that: “Sensational Kids are delighted to have benefitted from the specialist consultancy from 2into3 to develop our fundraising strategy which has helped us to identify the specific fundraising needs of our organisation and provide us with the supports required to deliver this strategy over the coming years.”

2into3 have had a wonderful experience working with Sensational Kids and are delighted to give our support to an organisation that makes such an incredible difference to the lives of its service users.

Port

Irish Sailing finally has a place they can call home

Last week, in Dún Laoghaire Harbour, Irish Sailing opened their first ever training base for their Senior Sailing team. In total, thirteen sailors will be based in the Performance HQ in the hope of delivering medals at the Tokyo Olympics in 2020. The project cost €300,000 and was funded entirely by philanthropic income raised by the Irish Sailing Foundation.

2into3 began working with Irish Sailing in 2014 with the objective of accessing philanthropic investment into high performance sailing. The Sailing Association high performance programme had been operating on an annual budget of circa €1 million funded from Sport Ireland and Sponsorship. However, in order to compete with their International counterparts in the UK and elsewhere, the association would need to increase investment at least threefold.

Following an extensive consulting project a fundraising strategy was developed and approved, a new Chief Executive recruited and the Irish Sailing Foundation was established with the mission of securing philanthropic donations to support the associations Olympic Steering Group and allow Irish sailors to compete on a par with their International peers.

With the opening of the new high-performance training base, Irish Sailors finally have a place which they can call home and shows the positive impact philanthropy can have on sport. Speaking at the opening of the HQ, The CEO of Irish Sailing, Harry Hermon said

“The creation of the Performance HQ is great news – there is no doubt that we’re at the beginning of a new chapter in the story of Irish Sailing, delivering on the medal-winning potential that the facility will help shape and focus. Clearly, however, this new home for the Performance team would not have been possible without the generosity and far-sightedness of those who, through the Irish Sailing Foundation, funded the project.”

2into3 Director, Dennis O’Connor added that

“2into3 are delighted to have supported the establish of the Irish Sailing Foundation. Currently, circa 2% of the €1b philanthropic investment is going into Sport. The potential to grow this source of investment, to support sport in high performance and participation is there and other National Governing Bodies, Regional, County and Club sporting bodies can also grow their income through philanthropy.”

If you would like more information on how Sports organisations can access Philanthropy please feel free to contact 2into3 Director, Dennis O’Connor at dennis@2into3.com or give him a call on 01-234-3184.

Fergal O’Sullivan joins 2into3 as they bid farewell to Amy Power

Last week, following a very successful 5 years, 2into3 bid farewell to their Head of Consulting and Research, Amy Power, who will join the Social Innovation Fund as a Fund Manager. Amy leaves behind her a great legacy in 2into3, having established the annual Fundraising Performance Report as the sector landmark which it has become, as well as developing 2into3’s Quarterly Fundraising Monitor benchmarking service. Amy also advised a range of clients in developing their fundraising strategies. Over the last number of years, Amy has provided mentoring support for a range of graduate trainees on the For Purpose Graduate programme. Amy will continue to provide technical guidance on the 9th Fundraising Report and will join the For Purpose Advisory Panel in a personal capacity.

With Amy’s departure, 2into3 say hello to Fergal O’Sullivan, who will now head up 2into3’s Recruitment business. Fergal has spent the last seven years working in the not-for-profit sector, having previously served as CEO of the Coeliac Society of Ireland. He has held a range of management positions, including fundraising and strategic development roles with Make-A-Wish and NCBI, as well as in a pro-bono capacity with Chernobyl Children International. Fergal is currently on the board of HIV Ireland. Fergal is a past board member of Make-A-Wish Ireland and My Legacy, acting as Chairman of the latter from 2016 to 2019.

With Fergal heading up recruitment, 2into3 Director, Dennis O’Connor will revert back to his former role as Head of Consulting and Research, where he will be able to work closely with clients on fundraising and organisational strategies.

Speaking about the changes in 2into3, Dennis O’Connor said:

“It has been a pleasure to work with Amy over the last five years and I have no doubt she will go on to have a very successful career in the not-for-profit sector. On the other hand, Fergal will be a very strong addition to our team. His experience in the charity sector will prove to be a very valuable asset to 2into3’s recruitment team.”

This week, 2into3 also launched their new website which you can check out here.

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Management Recruitment in the Not-for-Profit Sector rises 7% in 2018

Management Recruitment in the Not-for-Profit Sector rises 7% in 2018

  • 398 management level roles were advertised throughout 2018, 7% higher than the 373 roles in 2017
  • In both 2017 and 2018, Social Services, Health and International Development organisations were most active in recruitment. Religious organisations were the least.
  • Service Delivery & Operational Management roles were the most commonly advertised.
  • HR roles were the least advertised positions.

‘The Not-For-Profit Quarterly Recruitment Monitor’, published today by 2into3, has revealed that management recruitment in the not-for-profit sector is up from 2017. In 2018, there were 398 management roles advertised, compared 372 roles advertised in 2017.

The report also found that social services organisations were the most active recruiters in both 2017 and 2018, with organisations in this subsector recruiting 35% and 39% of management roles, respectively. Meanwhile, religious organisations were the least active, accounting for just 1% of the total roles recruited in 2018.

Human Recourse roles were the least advertised function in the not-for-profit sector in 2018. However, the number of advertisements did rise from 12 in 2017 to 17 in 2018. Conversely Service Delivery and Operational Management roles were the most advertised in 2018 accounting for 134 of the 398 roles.

Dennis O’Connor, Director of 2into3 commented:

“Talent acquisition is becoming increasingly challenging for the Not-for-Profit Sector. 2into3’s Quarterly Recruitment Monitor shows where demand is greatest.”

You can view the full copy of the report here.

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Legacies income increases year-on-year for fourth consecutive quarter

The Q2, 2018 report of the Quarterly Fundraising Monitor (now called Irish Giving Index) found that income from Legacies doubled when compared to Q2, 2017. This is the fourth consecutive report to note a significant increase in legacies.

  • Social Services experienced an increase of 21%
  • Health experienced a 21% decrease year-on-year
  • International experienced a fundraising income increase of 1%
  • Arts, Culture, Media fundraising increased by 1%

The Monitor is the only piece of research of its kind in Ireland and currently has 41 subscribing organisations. For nonprofits to benefit fully from the research organisations need the most up-to-date and relevant information. 2into3, as well as sector leaders, strongly encourage you to join the monitor for the benefit of the sector.

One subscribing organisation believes that “Boards and CEOs have a responsibility to ensure that fundraising investment is making an appropriate return for the organisation to fulfil its mission. Fundraising teams need to be providing comprehensive investment cases supported by strong fundraising data.  Now more than ever we need to be working together to build trust in the sector and I believe this is an important tool for future sustainability.”

To find out more about how leveraging insights from the 2into3 Irish Giving Index can inform an evidence-based approach and help your organisation’s decision making, please contact Rob Foley Rob.foley@2into3.com or 086 032 7935.

Private Sector Leaders take 28% pay cut to join the Not-for-Profit Sector

So far in 2018, 2into3 has filled 17 management-level roles within the not-for-profit sector. 8 of these assignments saw individuals who were working in the private sector take up a senior level role within the not-for-profit sector at a 28% drop in salary from €126,000 average private sector salary to just over €90,000 in their new role within the not-for-profit sector. Of the 9 managers who transferred within the sector, on average, they saw their salaries rise 10%.

Over the past few years, there has been much written about people in the private sector changing career paths and moving into the not-for-profit sector (Bacchus, 2012; Rawstron, 2016; Kurji, 2017) with the pay differential balanced by job satisfaction and a better work life balance.

Why are private sector managers willing to take a pay cut?

This was one of the first questions posed to candidates when they were screened by 2into3’s recruitment team. Individual answers varied, but were easily collated into one common theme, Purpose. During their time in the private sector, the eight individuals were approaching the peak of their careers, with a few already having done so. Despite their success, they chose to do something that offered a sense of fulfilment and helped them to play a part in changing the world for the better.

Why did 2into3 choose to shortlist private sector leaders and more importantly why were they hired?

The post-recession years have seen the Irish not-for-profit sector growing again (2into3, 2018; 2into3, 2017). As the sector has expanded, there has been an increase in administrative requirements (i.e. need for greater governance and transparency; The Community Foundation of Ireland, 2018).  Not-for-profit organisations are also reshaping themselves so that they can meet increasing demand (Uzonwanne, 2015). Leadership is potentially the most important factor to the future of the not-for-profit sector. The eight candidates who were appointed demonstrated that skills they had were transferable to the sector.

Should not-profit organisations solely seek out private sector candidates in the future?

Of course not. While just under half of roles filled by 2into3 in 2018 (to date) saw private sector leaders transferring more than 50% of appointments saw individuals whom were already within the sector progressing into more senior positions. Some roles require specific a skillset/experience that can only be gained through working within the sector (e.g. service delivery, programme management).

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Legacy Giving Should Become the Norm

Last week was momentous for five Irish Charities following the passing of Elizabeth O’Kelly. Mrs. O’Kelly donated €6 million each to The Irish Cancer Society, The Irish Heart Foundation, The Irish Kidney Association, The Irish Society for Autistic Children and the RNLI. For the Irish Cancer Society, which is one of Ireland’s largest, most prominent charities the gift was the largest the organisation has ever received and represents the income of two annual Dafodil Days.

Despite the generosity of the gift it puts into context the reality of how underdeveloped legacy giving is in Ireland. This is largely due to the to lack of tax incentives surrounding charitable giving. This makes Ireland is one of the few developed economies which caps the incentive. Most countries, including the U.K., set no annual limit for the value of donation by a taxpayer on which the tax paid is reclaimable.

According to 2into3’s Annual Fundraising Performance Report, for legacy donations, the U.K. offers a specific incentive where 10% or more of an estate is donated there is a 4% reduction on the tax paid on the entire estate. In Ireland no such incentive currently exists.

While this bequest is an achievement to be celebrated by very deserving organisations, this type of giving should be the norm, especially considering Ireland’s aging demographic, as the intergenerational transfer of wealth becomes an increasingly relevant issue.

According to the Community Foundation for Ireland’s Legacies for Good report, the prize is too big to ignore! Currently in Ireland, it is estimated that only 0.9% of intergenerational transfer of wealth at death goes to charity compared to 4% in the U.K. If charitable legacies in Ireland were to match the 4% in the U.K. they would be currently generating up to €220 million per annum.

Finally, if these types of gifts are to become the norm, the sector must come together and move towards relationship-based fundraising and be able to articulate their vision and focus on transformative gifts as part of their fundraising strategies!

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