Federation of Irish Sport Industry Awards 2025

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

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.”

 

Brought to you by:

Federation of Irish Sport

 

 

 

Chartered Institute of Housing CIH

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:

 

  • Webinar and Event Collaboration

  • Content Development

  • Shared Insights

  • 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.

DEI disability equity inclusion

5 Reasons to Champion DEI – Even as Others Backtrack

Written by Sheena Horgan, Director of Advisory Services, 2into3.

Embracing Diversity, Equity and Inclusivity (DEI) in organisations has become increasingly recognised as not only a moral imperative but also a strategic advantage [1].  But don’t take my word for it, here’s five evidence-based reasons why DEI matters.

 

1. Enhanced Innovation and Creativity

Diverse teams bring diverse experiences and thinking.  Consequently, this fosters creativity and innovation, which in turn facilitates superior problem solving [2].

2. Improved Financial Performance

There’s a proven correlation between diverse leadership and financial performance as companies in the top quartile for gender and racial diversity are statistically more likely to outperform their peers on profitability [3].

3. Attraction and Retention of Talent

Organisations that commit to DEI can be more attractive to a broader range of candidates, who, particularly Millennials and Gen Z, prioritise working for employers that demonstrate a commitment to social responsibility and inclusivity.  Employees value diversity and inclusivity in their workplace, and it impacts talent attraction and retention [4].

4. Enhanced Employee Engagement and Satisfaction

Inclusivity is instrumental in employee engagement and therefore enhancing workplace satisfaction and productivity.   The sense of belonging directly translates to job satisfaction, and moreover, this in turn can positively impact productivity and loyalty, thereby increasing outputs and reducing talent churn and the cost of recruitment [5].

5. Better Decision Making

Diverse teams are shown to make better decisions because they consider a wider range of perspectives and options which can lead to improved outcomes in business strategy and operations [6].

 

The Risks of Backtracking on DEI

As an advocate of social impact, of course I’d laud that DEI is important, but for those who prefer an economic argument, as the research here shows, DEI also leads to competitive advantage with substantial benefits across various dimensions of organisational performance. 

Which is why Accenture’s recent move away from DEI is a surprising one,  ”Accenture scraps diversity and inclusion goals, memo says”.  Not just because it’s a management consultancy that depends on the strategic thinking and problem-solving competencies of its people. Or, because it relies on its people’s commitment to Accenture over the competition, so talent acquisition and retention is critical. But because it smacks of hypocrisy flying in the face of its own research, reports, manifestos and PR over the last few years. For example, Accenture (2020), “Getting to Equal 2020: How to Make Diversity and Inclusion a Reality”, Accenture (2018), “When She Rises, We All Rise: Advancing Gender Equality in the Workplace” and Accenture (2019), “The Inclusion Imperative: How to Build a Culture of Belonging”. 

I get that the rationale is a reaction to a significant State-side sentiment shift. But whilst some organisations may be benching DEI (no doubt to resurrect it sometime in the future when the winds change), there are many who remain committed – quietly or vocally – to its principles and practices.  And these organisations will need partners and advisors who can demonstrate a genuine shared commitment to these values.   

And whilst the press release announcing the move cites “… a workplace free from bias, and a culture in which all our people are respected, feel a sense of belonging and have equal opportunity”, this is actually only part of a fuller text from the 2024 360° Value Report: Delivering Value From Every Angle | Accenture that goes on to say in the next paragraph:  “We [Accenture] are committed to helping all our people thrive, which includes advancing inclusion and diversity for all genders; people of different races and ethnicities; persons with disabilities; neurodivergent individuals; lesbian, gay, bisexual, transgender, intersex and queer (LGBTIQ+) people; people from different cultures; people with different religious and faith-based traditions; and people from different age and social groups”. 

The same report is peppered with mentions of DEI’s importance, including praising its network of 143,000 Allies in Action (as at August 31, 2024) “who advocate for cross-cultural inclusion, disability inclusion, neurodiversity, gender equality, mental health and well-being, racial and ethnic inclusion, and LGBTIQ+ inclusion”. 

Championing social impact means advocating for DEI. Delivering DEI and delivering business success are not mutually exclusive – but DEI needs allies, not adversaries. 

 

Footnotes

[1] EY (January 2025) DE&I Interventions that Deliver  de-and-i-interventions-that-deliver.pdf  

[2] Page, S. E. (2007). The Difference: How the Power of Diversity Creates Better Groups, Firms, Schools, and Societies. Princeton University Press. This book explains how diversity leads to superior problem-solving capabilities. 

[3] McKinsey & Company (2020). Diversity wins: How inclusion matters.  

[4] Reference: Deloitte (2017). The Radical Transformation of Diversity and Inclusion: The Millennial Influence.  

[5] Gallup (2020). State of the Global Workplace: 2020 Report.  

[6] Reference: Nemeth, C. J., & Staw, B. M. (1989). The Tradeoffs of Social Control and Innovation in Groups and Organizations. Social Psychology Quarterly, 52(3), 275-284. 

Northern Ireland Football Fund Performance Programme

NI Football Fund Performance Programme: Open for Applications

The long anticipated NI Football Fund Performance Programme is now open for applications. This is a huge opportunity for sports clubs in Northern Ireland, with £36 million available. There is a strict deadline for application submission on 14th March 2025 at 5pm. 

Who can apply to NI Football Fund?

The Performance Programme funding strand is expected to be the most significant in terms of scope and complexity and only Performance Clubs (or the Owner of a football ground in association with a Performance Club) are eligible to apply.

Performance Clubs are defined as all current Football Clubs which are members of the Northern Ireland Football League or League of Ireland who play their home matches at a venue located in Northern Ireland.

Is your club ‘Grant Ready’?

To get ‘Grant Ready’ for the NI Football Fund Performance Programme, we recommend focusing on these key areas:

  1. Lease Agreement: Review lease agreement if necessary to ensure it meets minimum requirements. If it does not meet minimum requirements, renegotiate terms to either (1) freehold interest or (2) a lease that will expire no earlier than 1 January 2051.
  2. Detailed Quotations: Get a thorough quotation for all planned project works with a detailed breakdown of costs. If you are unsure how exactly your planned project will look, the department have suggested to follow the Sport England Facility Costs Guide for guidance. Please see details here.
  3. Optimum Bias: Remember to include optimum bias which is set at 30% to the total cost of your project in the application stage.
  4. Matched Funding: Review matched funding requirements and if necessary, source funding to satisfy partnership funding which is set at (1) 40% for council owned football grounds (where no long-term lease to Performance Club is in place) or (2) 5% for all other eligible applicants.

For more information on the Northern Ireland Football Fund Performance Programme, view their Guidance Document here.

Get in Touch

At 2into3, we specialise in helping sports organisations secure funding. In 2023, we managed 60 applications for the Community Sports Facilities Fund, securing £10 million (€12.2 million) for our clients. In 2024, we managed 13 successful Large Scale Sports Infrastructure Fund applications, totalling £35.7 million (€43 million).

Ready to discuss how we can help your club secure funding? Contact our Director of Funding, Patricia Keenan, at patricia.keenan@2into3.com or visit our webpage for more information on our sports specialisation.

 

2into3 Partners at the Federation of Irish Sport

Proud Partners at The Federation of Irish Sport’s Annual Leaders Forum 2025

We were delighted to attend the Federation of Irish Sport’s Annual Leaders Forum on Wednesday 29th January. As we continue our partnership in 2025, we are committed to a providing a shared enhancement of the social impact of sports, recreation, and physical activity across Ireland. Our partnership continues to allow 2into3 and the Federation of Irish Sport to combine our expertise, resources, and passion to drive positive change and sustainable growth within the Irish sporting community.

 

Key Takeaways

We were joined by a range of key sectoral leaders who provided their insights, key takeaways and ambitions for the future of the sports sector, including:

  • Paddy Murphy & Mary Gavin Ogier from Ogier, who presented insights on ‘Equality and the Irish Human Rights and Equality Commission’.
  • Michael O’Conaire from the Department of Arts, Culture, Communications, Media & Sport, who presented the new Sports Action Plan 2024-2027.
  • Liam Smyth from the Office of the Revenue Commissioners, who shared insights on the recent Finance Act and the provisions for sport.
  • Tony Marshall from Clann Credo, who provided expertise on ‘Financing Sporting Ambition’.

The forum offered a comprehensive overview of key issues facing the sports sector, from legal and equality considerations to strategic planning and funding opportunities.

3 Key Pillars to Win Sporting Success

Our team members, Dennis O’Connor, CEO and Orla Dolan, Consultant in our Talent Team, provided their insights on “3 Key Pillars to Win Sporting Success: Governance, Fundraising & Talent’, highlighting the importance for sporting organisations to recognise the philanthropic prize for sport.

Get in touch

If you’re seeking philanthropic support for your sports organisation, see our range of services here or get in touch with Matt McKerrow (governance, strategy), Michael Nason (fundraising) or Orla Dolan (talent).

 

2into3 nonprofit Talent recruitment trend

Impact of the General Election on Nonprofit Talent Trends

Insights from our analysis of senior and executive level roles advertised roles in 2024 indicate a more measured and cautious approach to recruitment decisions during the lead up to the general election, as nonprofit organisations awaited the formation of a new government.  

The Impact of The General Election on Nonprofit Senior and Executive Recruitment in 2024

Q4 2024 Nonprofit Talent Trends 

Q4 2024 2into3 recruitment monitor

Post-election, in Q4 2024, our latest analysis of recruitment activity in the Irish nonprofit sector evidences an increase in the number of senior management opportunities being advertised versus Q4 of the previous year. Through assessment of a range of websites and job platforms, 2into3 has identified a 12% increase in senior-level management roles from Q4 2023 to Q4 2024, with the number of job postings catalogued rising from 254 to 284. 

Similarly, the number of organisations advertising roles has grown by 3%, from the previous year’s 180 in Q4, to this quarter’s 186. This suggests a positive hiring trend, with more roles being offered and more organisations participating in the job market. 

 

Activity by Subsector 

In Q4 2024, alike previous years, the trend of organisations advertising roles anonymously remained present. As 29 of the 186 organisations who advertised were anonymous, the below breakdown of roles by subsector is based on 157 known organisations. 

Activity by subsector nonprofit talent trends

Roles by Subsector 

The Environment sector experienced growth, with roles increasing by 300% (1 in Q4 2023 to 4 in Q4 2024), likely driven by the EU Corporate Sustainability Reporting Directive (CSRD), which came into effect in 2023 and mandates enhanced sustainability reporting starting in 2025 for the financial year 2024. Similarly, the Health sector continued its upward trajectory, with a steady 9% increase in roles, rising from 33 in Q4 2023 to 36 Q4 2024, signalling a persistent demand for healthcare professionals.  

The Professional and Vocational sector also saw an increase, with roles increasing by 125% (from 4 in Q4 2023 to 9 in Q4 2024). This growth indicates a rising need for specialised talent in this field. Meanwhile, the Social Services sector experienced a 39% increase, with roles rising from 75 in Q4 2023 to 104 in Q4 2024, underscoring a robust demand for professionals in this essential area.  

In contrast, the Arts, Culture, and Media sector saw a decline of 50% (6 roles in Q4 2023 to 3 in Q4 2024) and religious organisations also saw a decline of 80% (decreasing from 10 in Q4 2023 to just 2 in Q4 2024), which may suggest diminishing demand for positions in these sectors.  

These trends highlight a diverse and dynamic recruitment landscape, with growth in Environment, Health, and Social Services, while Arts, Culture & Media and Religion experienced a reduction in demand.  

 

Activity by Role Function 

Activity by Role Function nonprofit talent trends

 

The data reveals a marked increase in the need for those in Service Delivery & Operational Management positions. This skillset saw a dramatic rise from 37% of roles advertised in Q4 2023 to 58% of roles advertised in Q4 2024, signalling a clear organisational focus on improving operational efficiency and delivery.   

Interestingly, the demand for CEO/Executive Director positions halved, from 12% in Q4 2023 to 6% in Q4 2024, suggesting that there is less movement of CEOs in the sector, resulting in a more competitive landscape for recruiting individuals with this skillset.  

 

Activity by Income Type 

Excluding those where such information was not available, either because the role was posted anonymously, or the organisation does not disclose their income; noteworthy findings were made regarding the income of 145 known organisations. Of those, 46 (32%) organisations have an annual income of over €10 million, while 37 (25.5%) organisations have an annual income of less than €1 million. 

 

Observations 

In Q4 2024, the overall number of job posting has increased versus Q4 2023, with sectors such as Environment, Health, Social Services, and Professional & Vocational seeing growth, driven by rising demand for specialised talent and a focus on sustainability and healthcare. Sectors such as Arts, Culture & Media and Religion have seen a decline in activity versus Q4 2023, suggesting a potential slowdown in demand for roles within these areas.  

Overall, the nonprofit sector landscape remains dynamic, reflecting changing priorities and needs across the sector, and we are seeing signs of a positive hiring trend in 2025.  

Our Talent team record senior roles in the nonprofit sector, producing quarterly findings. If you’d like to view our previous quarterly talent trends, visit our webpage here, or to discuss these findings further, please contact Shannon Barrett, Head of Talent Services at shannon.barrett@2into3.com.  

ESG Environment Social Governance

ESG – Here for the long haul

Trump 2.0 has sent shock waves throughout ESG circles and many commentators are suggesting that ESG’s time may be up. Such comments are short-sighted and overlook the depth of the corporate journey of ESG and therefore its resilience in the face of its critics.

Whilst ESG may be talked about as a trend that has found its way onto the agenda, its origins are more deep-rooted than that. Recessions, social unrest, inequality, all contributed to the impetus that saw Corporate Social Responsibility – the buzz term of the 90’s – evolve into today’s more formal corporate and ethical construct, ESG.

Principles of ESG

As a concept, ESG is not new. Its provenance and progress has arguably been public-driven, rooted in consumer and societal demand to do things differently, better. Increasingly since the turn of the century, shareholders have had to acquiesce to stakeholder activism as the demand for more responsible, accountable business practice took hold.

Park the acronym and examine the principles and what we’re talking about is accountability, transparency and equity. Double Materiality[i] is a critical, not hygiene factor these days. It makes sense that a well-run organisation would take a holistic view of itself examining both the ‘outside in’ and ‘inside out’ perspectives i.e. its impact on the society and environment in which it operates, and the society and environment in which it operates impact on the organisation. Success requires an appreciation of this symbiosis.

What You Measure Matters

Protagonists may argue that without regulation, ESG will falter, but this sidelines the very real ‘carrot’ impetus for ESG – the benefits of deploying equitable labour practices, currying favour with your communities, being efficient with resources, systemising your decisions. The list is long, and having metrics for these, as required under CSRD, furthers the benefits because what you measure matters[ii]. It provides evidence of effect. It improves decision making and it allows organisations to benchmark and therefore to aspire and to improve.  All of which deliver two critical organisational asks, reduce risk and enhance investment, so the financially faint-hearted needn’t fear ESG.

The Importance of Delivering Positive Social Impact

Good governance is about making good choices and decisions. Doing so requires good information, insight and an ability to look to the horizon and anticipate what’s coming. Of course, regulation has a serious part to play in this, but do not underestimate the power of people too. There is a reason why many US-based corporates are ‘hushing’[iii] their ESG work, continuing their commitment to the principles and practices but not shouting about it in an unreceptive business environment. The point that ESG somehow hinders economic growth is unsubstantiated and when you consider that the 2017-2020 Global ESG Assets grew substantially[iv], the opposite is more likely to be true.

The bottom line here is the triple bottom line[v]. I’ve advocated that doing good is good for business since the 90s and there is endless amount of research and data to support this truism. But the importance of delivering positive social impact has never been so great as it is now and it is incumbent on all constituents of society – charity, community, voluntary, public, private – to continue our commitment and support of ESG in principle and practice, if not in name.

 

Written by Sheena Horgan, Director of Advisory Services, 2into3.

 

Get in Touch

If you would like to discuss your organisation’s ESG, social impact or governance needs, visit our webpage here or contact Sheena Horgan, Director Advisory Services at sheena.horgan@2into3.com.

 

Footnotes

[i] Double Materiality Guidelines

[ii] ESG metrics that matter

[iii] Guest Post – When Companies Go Quiet: Exploring the rise of Greenhushing – ESG Today

[iv] The Future of ESG: Under the Trump Administration – Michigan Journal of Economics

[v] The Triple Bottom Line: What It Is & Why It’s Important

Implications of the pay & benefits survey

Key Talent Challenges Facing the Sector: Pay & Benefits Survey 2024

The latest findings on compensation, HR practices, and sector trends in the nonprofit sector, outlined in The Wheel’s ‘Pay & Benefits in the Community & Voluntary Sector Report 2024‘, highlight specific challenges for CEOs, boards, and governance structures. Here, we examine these from each perspective, considering key related challenges and their implications, and proposing a suite of potential remedies.

 

Pay and benefits 2024: The CEO Conundrum

 

1. Balancing Mission and Financial Viability

Once again, this report demonstrates the need for multi-annual funding to allow charities to strategise, recruit and retain talent; with talent retention selected as a high priority by 88% of respondents, and the top two concerns focussing on accessing / increasing funding (92%) and managing costs (89%).

The tension between delivering on the mission and ensuring financial sustainability is all too familiar to most organisations in the nonprofit space. If a limited budget wasn’t restrictive enough, then the short-term funding challenge requires CEOs to calibrate the least harmful trade-off between rewarding and investing in staff, operations, and infrastructure, and delivering on budget.  With funding such a prevalent and thorny issue, exploring (and yes this may also mean investing in) organisational funding capacity can quite literally, pay dividends.

 

2. Talent Acquisition and Retention

Albeit allegedly a little more muted, the war on talent continues in 2024 and the sector still needs to face off private and public sector competition in terms of pay and benefits.  The disparity in how employees are compensated within the wider sector is a problem in itself.  When the sector is attractive to employees, the entire sector wins. Raising our game raises everyone’s game.

In particular, strong leadership is critical and the capacity of organisations to attain and retain good leadership is a hygiene factor to success. The opportunity cost of losing senior leaders is immense. Not only are there core strategic and knowledge losses, but financial ones too. Succession planning is an often overlooked but essential Board matter.

A further impact of the struggle to recruit and retain staff, is the pressure it puts on HR teams at a time when they are trying to implement a variety of significant legislative changes, including auto enrolment for pensions, gender pay gap reporting and more.

 

3. Resource Constraints Increase Burnout

Time lags for replacing and recruiting new staff mean either a stall in services, or that other members of the team pick up the slack. In some cases, it’s the CEO that is compelled to take on multiple roles, which can come at a high cost. The unsustainability of the situation, as evident in the survey, is high levels of stress and potential burnout.

Every organisation should view their labour resource as an asset and treat it accordingly. This may require being open to interim resourcing solutions whereby the obstacle is as much Boards’ and Executives’ attitudes to such hires, as it is reticence to spend money. Poor resourcing leads to poor service, outputs and ultimately weaker social impact.

 

4. Thinking Through Changing Working Conditions

It’s clear to all that the shift to flexible work arrangements is a given. Presumably, most CEOs and Boards are already re-thinking organisational and HR policies, but equally care and consideration needs to be given to technology infrastructure, team dynamics and the financial and risk implications of both. Organisations should ensure that any flexible and remote working is thoughtfully explored through an EDI (Equality, Diversion, Inclusion) lens and that employees are both included and consulted in the process to balance operational needs with employee preferences. The end goal should be a positive and productive work environment.

 

5. Rationalising Labour Costs

Public and arguably even political expectation regarding salaries and compensation in the sector is too often ‘low salaries, high morals’.  However, being purpose driven only goes so far and the charity sector is struggling to recruit and retain staff as illustrated in the turnover rates increase from 9.9% in 2022 to 12.6% in 2024.

The cost-of-living crisis is undoubtedly driving some employees out of sector and organisations need to steel themselves to advocate for, and to justify, competitive salary levels, especially for CEOs and Executives. Equally, boardroom battles that centre around CEO requests for staff wage increases are undoubtedly a regular occurrence.  Circumventing Board members’ overtly negative biases on this topic requires careful analysis which includes cashflow projections and funding forecasts, labour market trends and insights, and end user needs and service requirements. Executives should pre-empt and provide such rational arguments, and this survey can provide some of the data.

6. Benchmarking Tools

A total of 592 organisations, with a total of 10,898 employees (full time or part time), responded to the survey, making this is an excellent resource to provide a broad overview of the sector.

However, The Wheel can only analyse and publish data gathered from those who have volunteered their information and, therefore, this report is not directly reflective of, or comparable to all 32,000 plus organisations in the community and voluntary sector.

For example, from the sample gathered, the report does not include data for individuals at ‘Director of’ level and there is limited data available under ‘Head of Housing’ roles, despite the current high demand for Asset and Property Managers.

We understand that The Wheel’s report will serve as a useful benchmarking report to inform decision making for some, but others will require a more in-depth benchmarking tool, including data from directly comparable organisations. We have recently launched a salary benchmarking service which has been established to provide organisations access to directly comparable information, where required – more information here.

 

Concluding Remarks

The Pay & Benefits Survey signposts clear challenges in how the sector is resourced in terms of both finance and labour. Whilst most Boards considerably understand the financial challenges, but they also need to pay close attention to how they manage their employees – when the sector is attractive to employees, all of the sector wins.

If you’re interested in gaining support with attracting and retaining Talent, contact Shannon Barrett at shannon.barrett@2into3.com. Alternatively, if you require support with your Board’s governance, contact Sheena Horgan at sheena.horgan@2into3.com.

 

Written by Sheena Horgan, Director of Advisory Services & Shannon Barrett, Head of Talent Services at 2into3. 

Giving Ireland 2024 Report

Giving Ireland 2024 Report Launch with Technological University Dublin

Today, we launched our Giving Ireland 2024 Report in collaboration with Technological University Dublin at LinkedIn, Dubin. This year’s Giving Ireland Report examines the funding of Ireland’s registered nonprofits in 2022, as the sector continued its recovery from the Covid-19 pandemic. This is the 4th Giving Ireland Report, building on over a decade of research into nonprofit funding.

The journey began in 2010 with the launch of Fundraising Performance: The First Annual Report on Fundraising in Ireland by 2into3. That inaugural study analysed the financial accounts of just 80 nonprofit organisations for 2009, with data personally provided by participants. Fourteen years later, Giving Ireland has evolved into a comprehensive analysis of the sector, mapping its funding landscape and reflecting its growth and increasing complexity.

About Giving Ireland

Giving Ireland is a collaboration between 2into3 and TU Dublin which seeks to provide a platform for the Sector that will foster collaboration, provide insights and encourage collective action. The research is completed by TU Dublin.

Our most recent report, Giving Ireland Report 2024, provides an analysis of how the Irish nonprofit sector was funded in 2022. This is in response to an ongoing need for objective information on fundraising in Ireland. Giving Ireland’s objective is to provide insights into charitable giving in Ireland and support informed decision-making. The report is intended to stimulate dialogue while encouraging more detailed and transparent reporting of fundraising data.

 

Giving Ireland 2024 Report Launch

2into3 Giving Ireland Report 2024 Launch

2into3 Giving Ireland Report 2024 Launch

Our launch event, in collaboration with Technological University Dublin, was held at LinkedIn One Wilton Place, Dublin 2. The event commenced with an introduction from our MC, Ivan Cooper, CEO of The Wheel and followed by forewords from Dennis O’Connor, CEO of 2into3 and Etain Kidney, Head of School, Marketing & Entrepreneurship at Technological University Dublin.

Giving Ireland 2024 Report key findings were then outlined by PhD Senior Researcher and Giving Ireland Author, Niamh Carruthers. Niamh discussed the funding model and overall context from 2022, before delving into the report methodology, change in total income, public funding, earned income, international comparisons and key takeaways from Giving Ireland 2024.

Hereafter, we were joined by our panellists, Iseult Ward, CEO and Co-founder of FoodCloud and John-Mark McCaffrey, CEO of Threshold, who provided insights on their fundraising journey, discussed the key figures from this year’s report and how we can collectively improve the future of data in the sector.

What’s next for Giving Ireland?

Niamh Carruthers, PhD Senior Researcher and Giving Ireland 2024 Report Author

Niamh Carruthers, PhD Senior Researcher and Giving Ireland 2024 Report Author

With the implementation of the National Philanthropy Policy, we anticipate a renewed focus on data quality and research. As the data baseline improves, we plan to expand our analyses, which we have narrowed somewhat in recent years due to poor data availability.

Looking ahead to 2025, we expect changes to the Giving Ireland methodology that will enable us to enhance and expand our insights. We encourage readers to reflect on what they would like to see in future reports and share their feedback with us. Finally, we extend our thanks to Ireland’s nonprofits for their vital contributions to society and their continued support of this research.

Get in Touch

To view the full report, visit the Giving Ireland website here.

If you have feedback, questions or comments on this years report, please contact PhD Senior Researcher and Giving Ireland 2024 Report Author, Niamh Carruthers at niamh.carruthers@2into3.com. For marketing related queries, contact Eilís O’Boyle at eilis.oboyle@2into3.com.

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