The range of services we offer has expanded in recent years, and our client base accordingly. With this expansion, we are delighted to be welcoming Penelope Kenny as our new Head of Governance Advisory Services, on a part-time basis. Penelope is an experienced Chartered Accountant, with an extensive existing portfolio of directorships and key positions, both in state bodies and the financial services industry. Penelope’s experience also extends as Non-Executive Director, Audit committee chair, CFO, with a Certificate in Corporate Governance. Her experience is based upon embedding positive corporate governance practices to organisations, with a focus on board effectiveness and financial control. Furthermore, she is a member of the Institute of Directors and holds a Masters Degree from UCD, publishing a book on ‘Corporate Governance’ by the Chartered Accountants Ireland.
“I am delighted to assist 2into3 in growing and developing their governance practice. I will be assisting 2into3 on a part time basis from September 2022 and I look forward to working with and growing their interesting portfolio of high quality and engaged clients.” – Penelope Kenny
Penelope initially joined 2into3 as an Associate in 2022. Since joining as an Associate, Penelope has worked with: Social Innovation Growth Fund Ireland, Trocaire, YMCA Ireland, Atlantic Youth Trust, Cuanlee, Dublin Central Mission, KDYS, Outhouse, Dark Sky Ireland, County Carlow Development Partnership, Irish Cancer Society, County Kildare Leader Partnership, Colaiste naMumhan, Dublin South City Partnership, Gheel Autism Services and Missio Ireland.
2into3 Governance Advisory Services
Good governance comes directly from the board. A board should typically meet on a monthly basis and is strategically focussed. A focussed governance plan and project will speed the journey to good and sustainable governance practices, by the board and by the executive team.
2into3 has developed governance practices with boards and leadership teams across the sector. We present your board with a range of options, which can be customised to suit your needs. Some of these include:
Effectiveness surveys for all board members
Board member interviews
Board development programmes
Board effectiveness feedback with action plans and recommendations
Formal reports on governance for the board.
Get in Touch
If you’re interested in availing of our governance services, visit our website for more information, or contact Penelope Kenny directly.
https://2into3.com/wp-content/uploads/2022/10/Penelope-Kenny-Head-of-Governance-1.png8002400Eilis OBoylehttps://2into3.com/wp-content/uploads/2022/12/2into3Strapline.pngEilis OBoyle2022-10-10 17:20:112022-10-11 17:32:54Welcoming Penelope Kenny as Head of Governance
We are delighted to announce that we are celebrating our 350th client. Our team has worked with a range of fantastic organisations over the past 16 years and we are thrilled to have reached another milestone in our client base.
Our 350th client is Aiséirí, who provide community and residential services to help young people, adults and families overcome addiction and lead meaningful lives in recovery. Aiséirí was seeking a ‘Communications and Engagement Officer’ to support their Development, Communications and Marketing team. We referred them to our sister brand, the For Purpose Graduate Programme, which connects graduates with nonprofit organisations.
“In terms of recruitment, the For Purpose process was excellent. Rhonda provided us with so much support and expertise. We are so delighted to have our new Communications and Engagement Officer on board, she is already part of the team and is settling in brilliantly.”
The For Purpose Graduate Programme is our sister brand which connects eager graduates to nonprofit organisations. For Purpose assists nonprofit organisations attract, mentor and develop the future leaders of the nonprofit sector. The programme covers a wide range of career paths in a number of different sectors, ranging from marketing & communications, fundraising, social services, human resources, housing officers and more.
Why invest in a graduate through For Purpose?
Shape the future leaders of the nonprofit sector
Fresh ideas for your organisation
Technical skills / social media savy
Values driven candidates who are keen to develop within nonprofit organisations
Click here for more information on the Value of Graduates in Nonprofit Sector.
Get in Touch
We would like to take this opportunity to thank all of our clients, partners, and those who have supported 2into3 over the past 16 years. For more information on our services, visit here or contact Dennis O’Connor. If you’re considering recruiting a graduate to develop your nonprofit, contact Rhonda Wynne directly.
About Aiséirí
Aiséirí provides residential and community based addiction treatment service for adults and young people. Their services include detox, primary and secondary residential treatment and a continuum of care programme. Their specialist and caring staff create an environment that is therapeutic in all aspects, where each person feels valued, safe and supported as they make their journey towards recovery and new life changes.
https://2into3.com/wp-content/uploads/2022/10/Copy-of-300th-customer-video-2400-×-800-px-1.png8002400Eilis OBoylehttps://2into3.com/wp-content/uploads/2022/12/2into3Strapline.pngEilis OBoyle2022-10-06 12:54:062022-10-06 15:52:50Celebrating our 350th Client with Aiséirí
This year’s budget comes at a time of massive uncertainty with the cost of living crisis, high energy, high inflation, and war in Ukraine. The government announced a “budget-within-a-budget” with €4.1 billion one-off measures supporting the €6.9 billion package to protect Irish people against this crisis. We have outlined the range of government supports that will affect our grants service and more importantly, how they will improve your nonprofit organisation.
Department of Rural and Community Development
Rural Development, Regional Affairs and Islands – €201 million
This programme saw a slight decrease from the 2022 levels, from €202.1 million to €201 million. With the allocation, we will see commitments to:
Deliver Our Rural Future, rural recreation supports, and the Towns Centres First initiative.
Continue to invest in rural regeneration and development through a range of capital schemes, including the Rural Regeneration and Development Fund, Town and Village Renewal and the Outdoor Recreation Infrastructure Scheme.
Fund activity under the Department’s capital programmes, including the next iteration of the LEADER programme, which is due to come into effect in 2023.
To ensure continued provision of lifeline transport services and the maintenance and upgrade of essential island infrastructure.
Community Development – €187 million
The level of support has increased with a 9% rise from the Government from 2022 from €171 million to €187 million this year. The programme aims to promote and support the development of inclusive communities, and in the community and voluntary sector. The allocation will see:
Continued and improved delivery of all of community development schemes, with increases in funding for schemes such as SICAP, the Community Services Programme, supports for volunteering, and mentoring for social enterprises.
Strengthen local participation through supports for Public Participation Networks and Local Community Development Committees.
Increase funding under the newly established Community Centre Investment Fund.
Arts & Culture, Tourism, Gaeltacht, Sport and Media
Sports and Recreation – €174.8 million
This department saw a decrease in funding of 4% from €181.2 million in 2022 to €174.8 million in 2023. The government aims to promote to a healthier and more active society through sports participation. This programme will see the allocation:
Provide additional support for Sport Ireland to support preparations for the Olympics and Paralympics in 2024 and to increase sports participation.
Sustain funding for Sports Capital and Equipment Programme.
Sustain funding for Sports Measures via the Dormant Accounts Fund.
Sustain funding for attracting major sporting events to Ireland.
Some of the selected new measures promoted by the department:
Increased funding for Sports Ireland to support high performance athletics’ preparation in the run up to the Olympics and Paralympics in 2024 – €4 million.
Increased funding for the implementation of the Sports Action Plan 2021- 2023 – €4 million.
New Measures
Selected new measures highlighted by the department include:
Increased funding for key schemes such as the Local Improvement Scheme (+1m) and CLÁR (+0.5m) – €1.5 million.
Increased funding for the Outdoor Recreation Infrastructure Scheme in the context of the forthcoming National Outdoor Recreation Strategy – €1 million.
Increased funding for the Community Services Programme to implement a new funding model for supported organisations – €3.5 million.
Enhanced social community supports through the European Social Fund – €1 million o Increased funding for SICAP and similar type supports – €2.2 million.
Enhance volunteering supports (+€1m) and assisting the work completed by Public Participation Networks (+€0.4m) – €1.4 million.
Additional funding for the new Community Centres Investment Fund, which launched in 2022 and will benefit both rural and urban communities.
Contact Us
Public funding programmes have strict funding criteria and application processes. Our expert advice will guide you through the system to ensure you maximise the grant potential and achieve a successful outcome. Our experienced team will help you come to informed decisions that are in the best interests of your organisation going forward and planning for sustainability.
In the last 2 years, our Grants Advisory team have managed 16 applications for the 2021 Sports Capital Grants for local clubs and NGBs. They secured a total of €2.4 million in grants with a success rate of 100%, with 50% of clients receiving full allocation of what they applied for.
For more information on 2into3’s Grant Services, visit our page or contact Patricia Keenan directly on +353 (0)86 065 7347.
https://2into3.com/wp-content/uploads/2022/09/Budget-2023-cover-image-1.png8002400Eilis OBoylehttps://2into3.com/wp-content/uploads/2022/12/2into3Strapline.pngEilis OBoyle2022-09-28 17:07:302022-10-13 14:57:082023 Budget: Supports for our Grant Services Clients
Undoubtedly, we are still seeing a shift in the employment market to that of a ‘buyers’. In March of this year, Charities Institute recorded that 79% of organisations were struggling to hire, as there is an oversaturation of roles on offer in the sector. Increasingly, nonprofits find their talent being poached by the corporate organisation with a higher profile, higher pay, better pensions and employment guarantee. ‘When Charity Staff leave an organisation, 62% move out of the charity sector altogether’. Restricted funded organisation, the likes of section 39’s, find themselves losing staff due to better benefits elsewhere. Rising Inflation prices are also a consistent concern that is being felt across sectors. According to the Irish Times, ‘Prices in Ireland rose an estimated 9.6 per cent in the year to July’. With inflation, security and burnout becoming increasingly prevalent worries for staff, do organisations need to start putting emphasis on other non-monetary supports, such as non-paid benefits?
Staff Retention and Non-Paid Benefits
In the wake of the 2008 Recession, employees working in the nonprofit sector, along with other sectors in the economy, experienced pay cuts and/or pay freezes, worked shorter hours and/or took on extra work for reduced pay. HSE funded organisations saw a funding-cut that has seen organisations recovering to only 70% of pre-recession funds. Staff were left feeling undervalued, underpaid and with a lack of career progression. This caused unforeseen difficulties for organisations, despite their team’s dedication to the mission, they struggled to retain staff due to budget cuts.With inflation on the rise and economic advisors throwing around the word ‘recession’, we can learn from here to get our cards in order in a proactive manner to protect both our organisations and staff.
Flexibility in Post- Covid Working Environment
In analysis of The Community Foundation’s National Guide to pay and benefits in community, voluntary & charitable sector 2019, some obvious areas for consideration are apparent. ‘Flexibility’, is an element of the report in a post-covid working environment that can be easily addressed by your organisation. Remote and Hybrid policies are essential for providing work/life balance to staff. Though it may seem like an obvious standard to have in place, many companies are enforcing return to work policies. It is important to ask the following questions before proceeding with enforcing new policies. Would your staff prefer to work from home or have flexible working hours instead? Could you offer more days of annual leave to your staff? Do you offer income protection, death in service or have sick leave policy in place that is higher than the statutory amount? Do you offer a pension contribution to all staff or just the most senior of the team?
There are also certain statutory requirements that could be considered non-paid benefits that your team aren’t aware of. If you have a human resource function, this could be easily bridged by explaining, for example, how to avail of a tax saver public transport ticket or how to get onto the bike to work scheme. If you have a generous maternity or paternity leave policy in place or provide service leave for long standing staff, are your employees or candidates aware of this? Do you provide any educational assistance in the form of study leave or monetary assistance to any or all staff? Could you provide a lower pension contribution to junior staff at 2% to help all staff with long- term financial planning?
Reflecting on Your Organisations’ Benefits
As The Wheel & The Community Foundation for Ireland compile their most recent research into the non-paid benefits of the nonprofit sector for 2022, it is as good a time as ever to question your organisation’s benefits and career progression structures. What are your staff struggling with and which non-paid benefits are they seeking? Is your organisation large enough to have a Human Resources function? If not, do your board members have capacity to provide that support to staff? Do you provide a career mentor service to younger staff for career progression?
In response to funding uncertainty, you could provide pay scales, simplify pay structures or introduce a Service Award e.g. a payment after ‘x’ number of years to help retain staff. For staff morale, you could introduce ‘staff away’ days or include a staff wellness programme. For attracting junior staff, could you introduce a graduate programme or offer links with third level institutions.
The two most important takeaways are: to consider your staff and their needs, and be creative in how to support them within your financial limits. In placing your team, however big or small, at the forefront of your organisational culture, you will undoubtedly see more staff retention and attraction of talent. Job insecurity, burnout and inflation are going nowhere anytime soon and non—paid benefits will continue to be at the centre of candidate’s minds where salary no longer becomes the most important element of contract discussions.
https://2into3.com/wp-content/uploads/2022/09/Nonpaid-Benefits.png8002400Eilis OBoylehttps://2into3.com/wp-content/uploads/2022/12/2into3Strapline.pngEilis OBoyle2022-09-26 12:46:112022-09-26 12:46:11Non-paid Benefits: An Analysis of the Market
Last weeks session by the Wheel on their Pre-Budget 2023 Submission was a stark reminder of the scale of the financial challenges facing the community and voluntary organisations. The Wheel have completed fantastic work in developing a set of costed asks on behalf of the sector for An Taoiseach and relevant Ministers to consider in putting together the 2023 budget. As we await the decided outcome on the 27th September, there are some important lessons that all nonprofits should reflect on to ensure they are best placed to weather this and future storms.
The importance of a diverse funding model
Organisations that do not rely too heavily on one source of income are more resilient.
We saw the extent to which public and community fundraising was impacted by COVID-19 restrictions. The Wheel’s submission describes how community and voluntary organisations which are reliant on state funding – including under Section 39 (HSE), Section 56 (Tusla) and Section 10 (Housing Act) arrangements – now face an existential shortage of funding, with many not seeing any increases in funding since 2008, representing a decline in real terms. State funding can often be the slowest to adapt and respond.
Our data from the Irish Giving Index shows that fundraising is surprisingly resilient during times of crisis or economic downtown. However, different income sources are affected by differently. All nonprofits should consider and strategise for how to diversify their funding models to reduce risk.
The importance of making time to strategise
COVID-19 demonstrated that nonprofits are capable of innovation and flexibility, with virtually every organisation having to adapt how it delivered its mission and key services almost overnight. The necessity of responsiveness continues today with organisations tackling what seem like the poly-crises of inflation, the impact of the War in Ukraine, housing, and health waiting lists.
Organisations and their staff can operate reactively for only so long. While it can seem too difficult to carve out the time for strategic thinking at a time like this, it’s the only way that nonprofits can find a way out of firefighting mode in the medium to long term.
In order to ensure the sustainability of your operations, and ensure the wellbeing of your staff, make the time to ask the tough questions: What is our core purpose? What services and supports will help us deliver our Mission and meet the needs of our service users and communities? Can we deliver our work in more efficient or effective ways (such as through collaborations or by using hybrid models)? Do we have the right organisational structure to deliver on our ambitions?
The importance of talent management
We all know that pay has never been what has attracted people to the community and voluntary sector. However, there are now many factors that risk drawing away your key talent – including the impact of inflation on household’s own budgets, and the negotiated increases in public sector pay. Fran Brennan, The Wheel Event panellist from Polio Survivors Ireland, shared that it took the organisation 18 months to recruit a volunteer coordinator.
The Wheel is making some important asks to government that will support the sector recruit and retain staff such as mainstreaming multi-annual state funding, providing funding that supports full-cost-recovery, and dedicated investments for workforce skills and training.
As we discussed at a recent 2into3 event, there are other things organisations can do beside pay increases to retain staff for instances flexible working policies, a supportive working culture, training and development opportunities.
For more information on these findings, or to avail of our strategic planning services, contact Luna Atkins or visit here.
https://2into3.com/wp-content/uploads/2022/09/How-to-Recruit-and-Retain-Volunteers-Cover-Image-3.png8002400Eilis OBoylehttps://2into3.com/wp-content/uploads/2022/12/2into3Strapline.pngEilis OBoyle2022-09-19 11:17:142023-04-03 12:40:31How Nonprofits can Mitigate Risk at a Time of Crisis
Last Thursday 1st September, we held an in-person event, ‘Recruitment & Retention Challenges in Nonprofits: Is it just about pay?’ at our head office, Huckletree in the Academy, 42 Pearse Street, Dublin 2. Our speakers included Dennis O’Connor, CEO of 2into3, Fergal O’Sullivan, Head of Recruitment at 2into3, Dr. Rhonda Wynne, Head of For Purpose and Jerome Forde, CEO of HR Duo. Our panellists discussed what is involved to arrive at a thorough pay and benefits analysis of your organisation. Our speakers also shared their insights on the current recruitment climate, including the challenges and opportunities in future.
Dennis welcomed our attendees by discussing the role of pay in talent acquisition and retention. He highlighted how nonprofit employees are generally not attracted to the nonprofit sector for the promise of salaries that will match the private sector, but for broader purpose. Despite this, nonprofit organisations must be aware of the average salary range within their organisational field. One way to measure this is via salary benchmarking. Dennis noted that a key factor within talent retention is to ‘mind the gap’. If the gap between your organisation’s salary, versus another nonprofit organisation is large (between 20-30% extra) for the same position, talent retention will be difficult. Many employees will become aware of this gap, which could lead to resignation.
Dennis highlights that although pay is an important factor in recruitment and retention, there are many other non-pay factors to consider. Non-pay benefits such as pension contribution by organisation, annual leave, flexible working hours etc. also contribute to the retention of your employees. It is important to have a balance between providing a salary that fits with the market rate, whilst also providing non-pay benefits.
Dennis also addressed the Cost of Living Crisis as an important factor to consider within recruiting and retaining talent. This is an important factor to consider, however, before your nonprofit review your current pay scales, it is in your organisation’s best interest to wait until the 2023 budget is released on 27th September 2022.
Fergal O’Sullivan, Head of Recruitment at 2into3, discussed senior talent recruitment and retention. He discussed the recent changes to the senior nonprofit landscape, including external factors such as Covid, shifting career focus and our current growing economy with full employment. Senior candidates are not actively seeking new positions in the current market. With many uncertain external factors having an impact on their decision, employees are thinking carefully about whether they want to leave a permanent, possibly pensionable, role for a new position which may have a six-month probationary period. They may also have secured a significant level of flexibility with their employer in terms of remote and hybrid working arrangements and are keen not to relinquish this.
From a recruitment perspective, remaining flexible and open to new ways of working is a priority for most candidates. Fergal explains that the majority of candidates do not enter the nonprofit sector, especially when moving from the private sector, with a pay scale motivation. Generally, they want to work for an organisation they believe in. Communicating the other non-pay benefits is therefore extremely beneficial at recruitment stage and managing pay expectations from the very beginning.
Rhonda talked about the future of the nonprofit sector from a graduate perspective. It is important that organisations invest in graduates who will grow within their organisation and become future leaders in the sector. Graduates have many options within the private sector, however, the For Purpose Graduate Programme is Ireland’s only nonprofit graduate programme. Graduates’ motivation to enter into the nonprofit sector versus the ‘for profit’ sector is moreso related to fulfilling a greater purpose than the need for a competitive graduate salary. Moreover, it is extremely important for organisations to focus on developing their graduate’s skills, so they feel valued and know they’re contributing.
Rhonda explains that from the interviews she has conducted, the top priority for graduates is not regarding pay, but for culture, career growth in the nonprofit sector and flexible working. Therefore, the main concern for nonprofits is to provide a fair graduate salary, but to provide engaging projects, ensuring the graduate is supported and encouraged within their role. Providing opportunities for graduates in their roles to see the impact of the work in their organisation is extremely important for purpose-driven graduates.
Lastly, Jerome Forde discussed HR Duo’s services. HR Duo automates all the day-to-day HR practices and places critical data in the hands of managers so that they can concentrate on the value-add activities. Having a HR system that ensures organisations can keep track of their employees annual leave, pay and benefits is extremely important for your nonprofit.
https://2into3.com/wp-content/uploads/2022/09/Recruitment-Retention-2into3.png8002400Eilis OBoylehttps://2into3.com/wp-content/uploads/2022/12/2into3Strapline.pngEilis OBoyle2022-09-09 12:38:502023-03-31 15:37:48Recruitment & Retention Challenges in Nonprofits: Is it just about pay?
The latest data from the 2into3 Nonprofit Talent Trends for the second quarter of 2022 shows that recruitment of senior nonprofit roles continues to grow and to rebound from the impact of the pandemic.
Analysis by Subsector
For the period April – June, we recorded 270 management level roles advertised in Ireland, an increase of 21% on the 244 for the same period last year. The number of organisations recruiting rose by 17% (186, up from 159).
Where data was available, we noted that organisations within the Social Services subsector were most active with almost half (49.4%) of all roles advertised. The closest subsectors to them were Health (16.9%) and Local Development & Housing (13.4%). The remaining 20% of organisations were within the remaining 9 subsectors.
The number of Social Services roles grew by 72% versus 2021, but this was outstripped by those in the International sector, which saw growth of 183%, albeit from a low base (17, up from 6). A number of subsectors saw a drop in the number of roles advertised however, including Philanthropy & Volunteerism (down 71%), Professional & Vocational (down 93%) and Recreation & Sport which dropped form 2 roles last year to zero in Q2 2022.
When looking at the different job functions that were advertised, it appears that finance roles are in high demand; the number of such roles advertised almost doubled year-on year, from 5% of the total in 2021 to 9% this year.
Service Delivery & Operational Management remain the most popular role types however, accounting for 51% of all roles, down slightly from their 54% share for the same period last year. CEO / Executive Director roles were less popular, relatively speaking, accounting for 6% of the total versus 14% in 2021.
Conclusions on Q2 2022
It is not surprising to see a continued rebound form the low points of the pandemic, but as the impact of COVID starts to work its way out of the figures, the coming months will be interesting to see if the trends we have seen in recent snapshots continues. Demand for talent certainly remains high, if our experience in 2into3 is anything to go by; whether this can be matched by a supply of talented nonprofit professionals looking for a new challenge is the burning question.
For more information on our previous Nonprofit Talent Trends, visit our page. If you have any queries on our findings, contact Fergal O’Sullivan.
On the 1st September, we hosted a breakfast event, “Recruitment & Retention Challenges in Nonprofits: Is it just about pay?” whichwas a fascinating discussion about how nonprofits can ensure that they attract and keep talent. There’s another interesting element to this discussion, which probably deserves its own event: How to Inspire your Volunteers with your Nonprofit’s Purpose.While interventions in pay and benefits are not relevant to volunteer recruitment and management, its striking how many similarities there are between the demands of today’s paid and unpaid talent.
Volunteering today: still essential, yet evolving
All of Ireland’s 34,000 nonprofits* rely on volunteers to some degree. All will have Governors, Trustees or Directors that give their time on a sustained basis, over several years, to oversee their organisation and to provide strategic direction.
For many other organisations, the contribution of volunteers is essential for delivering specific services, or running games, events, fundraisers, shops and even the organisation itself. Ireland’s nonprofit sector is dominated by small organisations: in 2019, 48% reported having fewer than five staff, and 20% have no staff*. For these, volunteers are the organisation’s talent.
Given the importance of volunteers for effectiveness of the nonprofit sector, its vital that all organisations remain alive to the changes that have occurred over the last decades in volunteer rates and expectations. The implications could be wide ranging and, for some, existential.
1. Purpose and Impact
One of the most significant shifts in volunteering in Ireland is related to motivation. Up until the mid-90s, ‘wanting to help’ was the number one driving factor. However, since the late 1990s, that has been vastly overtaken by ‘belief in cause’*. Research during COVID-19, found that the key benefits, felt by the majority of volunteers, were a sense of purpose, belonging and impact.
This shift from altruistic-led to purpose-led volunteering is significant, as it implies that today’s volunteers need to understand how their efforts contribute to positive change. It also implies that without that regular affirmation, the motivation and commitment of your volunteers may be jeopardised. Interestingly, at yesterday’s event we also heard about the importance of purpose, impact and culture to today’s talent – especially graduates.
Having current and inspiring Mission, Vision and Values statements, and a Strategic Plan to deliver on those, is crucial as they enable all people at all levels of your organisation to understand what change their contribution is helping to deliver. Make those connections explicit in your volunteer recruitment and support practices. Define your volunteer roles in terms of outcomes, not just tasks.
If you need to refresh your Mission statement or your Strategic Plan, involve your staff and volunteers; make them feel like they have a genuine stake in the future of your organisation. And as you make progress through your Plan, communicate and recognise the impact that has been made with their support.
2. Flexibility and Capacity
‘A lack of time’ has always been the main barrier cited by those not involved in volunteering*. More recently, this has evolved into volunteers wanting greater flexibility in how they give their time.
Volunteers increasing want short-term experiences that fit around their lives, as opposed to long-term commitments on a fixed schedule. We’ve even seen the rise of ‘micro-volunteering’ – bite-size, task-based volunteering with minimal commitment and formality – a format most favoured by younger cohorts, and often carried out entirely online*.
While not all volunteering tasks can be adapted to micro-volunteering, nonprofits do need to find ways to respond to the pull towards flexibilization in order to attract and retain volunteers.Take time to strategically review the services and workstreams that rely on volunteer support, and find opportunities to innovate how they are structured without negatively impacting your service users. How can you build in flexibility into your volunteer programmes?
And also consider the organisational implications for how you manage a more complex constellation of volunteer relationships – on your team, your service users, and the structures, training and technology that support them. Changes at this scale can take years and significant investment to implement, but may be essential to future-proof your organisation.
3. Diversity and Inclusion
Volunteering has long been associated with older and wealthier demographics*. In addition to the points above regarding purpose-driven volunteering and greater flexibility, youth-centred approaches to attracting younger volunteers should seek to address potential obstacles faced by some young people, for instance concerns around transport and expenses*.
Moreover, younger people don’t represent the only demographic in which there are higher barriers to volunteer participation. Like your workforce, organisations should aim for their volunteers to reflect the diversity of the communities they serve.
Being more inclusive takes thought and investment – but it’s worth it. Consider how and where you advertise volunteer opportunities. If you are looking to target a specific demography, take time to understand them, what motivates them, and to build relationships. Tailor your volunteer programmes and communications, and consider how to use peer-to-peer or buddy systems to support inclusion*.
If you are looking to diversify your Board room, do not take for granted what additional supports might need to be put in place to ensure meaningful participation. For instance, first-time Trustees and Directors; people with employment, caring or academic responsibilities; or those with special access needs might require training, mentoring, logistical support, or time accommodations. Equally, be mindful that the culture and practices of your Board or wider organisation might need to adapt in order to be actively inclusive. Token representation serves nobody.
Conclusion
The We Act campaign (coordinated by The Wheel) is a brilliant illustration of the power of people in contributing to a better society. Whether paid or unpaid, everyone involved in nonprofits plays an important role. However, the way people work and volunteer their time has changed, and all organisations should be thinking strategically about how to recruit, retain and recognise the impact of all talent – including volunteers.
If you would like to discuss any of topics mentioned in this article, please feel free to contact Luna Atkins, our Head of the Strategy Advisory Practice on (021) 237 9838.
Considering relooking at your Strategic Plan or Mission, Vision & Values? Here is more info on our Strategy Advisory Practice.
https://2into3.com/wp-content/uploads/2022/09/How-to-Recruit-and-Retain-Volunteers-Cover-Image-2.png8002400Eilis OBoylehttps://2into3.com/wp-content/uploads/2022/12/2into3Strapline.pngEilis OBoyle2022-09-06 15:50:202023-04-03 11:20:49How to Inspire your Volunteers with your Nonprofit’s Purpose
On 30th June, our Head of Recruitment, Fergal O’Sullivan attended a briefing on the Charities Amendment Bill, jointly hosted by The Wheel and Charities Institute Ireland.
The Charities Amendment Bill is to provide a number of amendments to the Charities Act 2009. The proposed amendments aim to improve the ability of the Charities Regulator to conduct its statutory functions, ensuring more proportionate regulation leading to greater public trust and confidence in the charities sector. The full 98-page General Scheme can be found here.
Key Points from Webinar
During the webinar, there was an informative discussion on some interesting proposed changes, including:
Advancement of Human Rights is finally set to become a charitable purpose under Head 4 of the Bill.
The definition of “charity trustee” will be amended to exclude company secretaries or secretaries to the board who hold no other office in the charity.
Charity SORP accounting standards are now going to be required by the CRA, but the exemption to allow for simplified accounts will now apply to those with income less than €250,000 (previously €100,000).
The CRA will need to be notified in advance, and approve of any changes, to an organisation’s Constitution.
The CRA will also get powers to sanction organisations without having to reference to a court.
There are some unclear requirements for Trustees to report “significant events” without saying what these might be, which many on the webinar feared could deter people from becoming Trustees.
As well as this informative webinar, Carmichael have also produced an excellent commentary on the proposed changes, which can be found here.
In May, the recruitment team at 2into3 attended Pride at Work 2022. The event was held over a two-day period and was organised by Dublin Pride. ‘Social barriers in employment’ and ‘Belonging & Staff Retention’ were the morning’s speaker events which the recruitment team attended. The first session focused in on bringing forward the data in the sector to help us eliminate visible & invisible equity barriers that exist in employment for people who identify as LGBTQ+. The second session focused in on organisational culture and the importance in creating a space that builds ‘belonging’.
Pride at Work: Key points
There was a strong emphasis placed on the importance in harnessing our diverse backgrounds to shape a better and stronger workforce. Through equality and support, All boats rise. As employers, we should look for those in the market who harness the skills that come from their lived experiences; resilient problem solving and people driven candidates. This is the untapped candidate pool that would help build stronger teams.
An important discussion that came out of the second session was related to the performative element of inclusion, particularly during Pride month. What is essential for true allyship to the community is regular support over tokenism. Executive Director of ShoutOut, Aifric Ní Chríodáin, noted that organisations for pride month should stride to overcome performative tokenism of company logo changing to be replaced with the implementation of inclusion and belonging training or monetary donations to organisations run by the community. Speaker Noah Halpin, Healthcare Officer from Transgender Equality Network Ireland, gave invaluable advice to add to this that we should not rely on the queer members of our organisations to relay their own personal experiences and trauma for people to be shocked before they will initiate change. Organisations should be proactive to create an inclusive environment regardless of whether there is a visible need. Often people do not know how to ask people about their backgrounds but it is important to get out of your comfort zone to learn about your colleagues.
Culture of Belonging
A point was made of putting emphasis on creating a culture with a focus on belonging instead of inclusion; we shouldn’t have to alter our own behaviour to feel like we belong somewhere. The phrase “psychological safety” was mentioned throughout both sessions. It is essential to make the space psychologically safe for everyone. To encourage both diversity and inclusion in the workplace, employers must create these safe spaces both for individuals who are thinking about applying for a role with your organisation, and a psychologically safe space for employees to work. This creates a sense of belonging which increases retention. Create those role models for younger members of staff; diverse panels of people are flying in their roles because of their identity, not despite it. Also, try open the conversation up to your current staff – what change do they want to see implemented? How could you support them more?
For staff retention to truly function, all staff should feel “safe, understood and supported”. In being culturally aware of the needs of your diverse communities in your workplace, you can create a safe workplace in which your organisation values the individuals and what they can bring to organisation. Focus on what society and the employer need to do to make people feel more welcome, not what changes does the individual need to make. Make the changes in a proactive manner instead of that of reactive. Revaluating staff policies to ensure they are inclusive is one way to create a sense of belonging, e.g., policies surrounding name change, policies surrounding coming out which may make transitioning easier for employees or policies surrounding maternity leave/parental leave for trans employees. While this may not seem relevant now, your organisation may have someone who wants to transition in future. Having policies already in place could help them to feel supported and that it is ‘safe’ to transition.
Importance of Inclusion at Work
In these challenging times for talent management, and especially for recruitment, it makes business sense to be as inclusive as possible, to attract the best talent. Throughfocusing on current and future staff needs and wants, organisations can build on staff retention and reduce absenteeism. Building the staff culture that the company needs and not the employer wants will prevent inclusion tokenism, and in-still a strong, positive work culture.
Thanks to Tim Lee in Deloitte for the invitation to attend and Dublin Pride for organising the event. Please find below links to the panel member’s organisations. Happy Pride!
We use cookies on our website to give you the most relevant experience by remembering your preferences and repeat visits. By clicking “Accept All”, you consent to the use of ALL the cookies. However, you may visit "Cookie Settings" to provide a controlled consent.
This website uses cookies to improve your experience while you navigate through the website. Out of these, the cookies that are categorized as necessary are stored on your browser as they are essential for the working of basic functionalities of the website. We also use third-party cookies that help us analyze and understand how you use this website. These cookies will be stored in your browser only with your consent. You also have the option to opt-out of these cookies. But opting out of some of these cookies may affect your browsing experience.
Necessary cookies are absolutely essential for the website to function properly. These cookies ensure basic functionalities and security features of the website, anonymously.
Cookie
Duration
Description
cookielawinfo-checkbox-advertisement
1 year
The cookie is set by GDPR cookie consent to record the user consent for the cookies in the category "Advertisement".
cookielawinfo-checkbox-analytics
11 months
This cookie is set by GDPR Cookie Consent plugin. The cookie is used to store the user consent for the cookies in the category "Analytics".
cookielawinfo-checkbox-functional
11 months
The cookie is set by GDPR cookie consent to record the user consent for the cookies in the category "Functional".
cookielawinfo-checkbox-necessary
11 months
This cookie is set by GDPR Cookie Consent plugin. The cookies is used to store the user consent for the cookies in the category "Necessary".
cookielawinfo-checkbox-others
11 months
This cookie is set by GDPR Cookie Consent plugin. The cookie is used to store the user consent for the cookies in the category "Other.
cookielawinfo-checkbox-performance
11 months
This cookie is set by GDPR Cookie Consent plugin. The cookie is used to store the user consent for the cookies in the category "Performance".
PHPSESSID
session
This cookie is native to PHP applications. The cookie is used to store and identify a users' unique session ID for the purpose of managing user session on the website. The cookie is a session cookies and is deleted when all the browser windows are closed.
viewed_cookie_policy
11 months
The cookie is set by the GDPR Cookie Consent plugin and is used to store whether or not user has consented to the use of cookies. It does not store any personal data.
Functional cookies help to perform certain functionalities like sharing the content of the website on social media platforms, collect feedbacks, and other third-party features.
Cookie
Duration
Description
bcookie
2 years
This cookie is set by linkedIn. The purpose of the cookie is to enable LinkedIn functionalities on the page.
lang
session
This cookie is used to store the language preferences of a user to serve up content in that stored language the next time user visit the website.
lidc
1 day
This cookie is set by LinkedIn and used for routing.
Performance cookies are used to understand and analyze the key performance indexes of the website which helps in delivering a better user experience for the visitors.
Cookie
Duration
Description
_gat
1 minute
This cookies is installed by Google Universal Analytics to throttle the request rate to limit the colllection of data on high traffic sites.
Analytical cookies are used to understand how visitors interact with the website. These cookies help provide information on metrics the number of visitors, bounce rate, traffic source, etc.
Cookie
Duration
Description
_ga
2 years
This cookie is installed by Google Analytics. The cookie is used to calculate visitor, session, campaign data and keep track of site usage for the site's analytics report. The cookies store information anonymously and assign a randomly generated number to identify unique visitors.
_gid
1 day
This cookie is installed by Google Analytics. The cookie is used to store information of how visitors use a website and helps in creating an analytics report of how the website is doing. The data collected including the number visitors, the source where they have come from, and the pages visted in an anonymous form.
Advertisement cookies are used to provide visitors with relevant ads and marketing campaigns. These cookies track visitors across websites and collect information to provide customized ads.
Cookie
Duration
Description
bscookie
2 years
This cookie is a browser ID cookie set by Linked share Buttons and ad tags.