Sports Capital applications

2023 Sports Capital Grant Applications

The Sports Capital Programme is the primary vehicle for government support for the development of sports and physical recreation facilities and the purchase of non-personal sports equipment throughout the country. The 2023 Sports Capital and Equipment Programme opened for applications on Monday 17th July 2023 and closed last Friday 8th September.

 

Sports Capital Masterclasses

Our Masterclasses shed light on the Sports Capital landscape for attendees. During these sessions, our Head of Grants Advisory Practice, Patricia Keenan, shared her experience with attendees to help avoid common pitfalls that lead to invalidity, helping to ensure that they have the knowledge to best strengthen their potential application.

Our grants team completed 4 in-person Sports Capital Masterclass presentations and 18 webinars. Our webinars reached 1,000 clubs across Ireland, with approximately 5,000 views of our webinar recordings. It was fantastic to see so many clubs taking our advice and preparing for their Sports Capital Grant Applications well in advance of the closing date. Our advice is always to be prepared early and ‘be grant ready’.

 

Sports Capital Applications

The 2023 Sports Capital Programme closed for applications last Friday 8th September at 5pm. Throughout the last two months, our grants team assisted 60 clubs who are requesting grants for a total of €14 million, towards projects that have a total cost of €21 million. We wish our clients the best of luck in the grant allocations.

Since 2014, we have helped Clubs and NGBs secure over €3.3million in Sports Capital Grants. Our Success rate is 94%, as per the latest round of allocations. Last year, our clients received a total of €2 million in grants allocated across 14 applicants, with 50% of clients receiving the full 100% allocation of their grant. The average allocation grant received was 84%.

 

Get in Touch

If you’re interested in gaining support for grant applications in Feasibility Studies, Community Grants, Business Case, Heritage & Arts, LEADER, LSSIF and Peace Plus, contact Patricia Keenan

 

Artificial Intelligence in Fundraising

The Impact of Artificial Intelligence in Fundraising

Artificial Intelligence (AI) undoubtedly has the potential to revolutionise the way organisations choose to fundraise. The future impact of AI in the sector is likely to be significant and wide-ranging, with both positive and negative repercussions certain to arise in the upcoming years.

Before we delve into the potential drawbacks of AI in fundraising, it’s important to highlight some benefits that we’re likely to see in the near future.

1. Improved Donor Insights

AI algorithms can analyse large volumes of donor data to uncover valuable insights, such as giving patterns, preferences, and motivations. This allows organisations to better understand their donors and tailor their fundraising strategies accordingly, leading to more targeted and effective campaigns.

2. Accurate Donor Identification

AI can group prospects or donors based on shared characteristics including region, age, past donation behaviour, preferences and other traits. In order to better engage and keep donors, this might help to customise fundraising efforts. The process of creating these segments is frequently called clustering or cluster analysis. Models of giving likelihood can be paired with segmentation to aid in retaining or upgrading donors.

3. Chatbots and Virtual Assistants

AI-powered chatbots and virtual assistants can enhance donor engagement by providing instant and personalised responses to donor inquiries, improving donor engagement and satisfaction. These AI systems can handle a high volume of interactions simultaneously, ensuring prompt and efficient support for donors, thereby fostering stronger relationships.

 

Drawbacks of AI in Fundraising

While it is difficult to deny the positive elements AI is sure to add to fundraising, we must also acknowledge the impending challenges that will coincide with continued growth of AI, such as:

1. Privacy Concerns

AI’s reliance on personal data and the collection and use of donor information raises privacy issues. Organisations must be transparent about data collection practices, inform donors about how their data will be used, and ensure compliance with data protection regulations to maintain donor trust. Additionally, storing and processing sensitive donor information on AI-powered platforms can be vulnerable to cyberattacks. AI-driven fundraising systems should have robust security protocols in place to safeguard against data breaches and ensure the confidentiality and integrity of donor data.

2. Possibility of Bias

AI algorithms learn from historical data, and if this data is biased or incorrect, the AI system could possibly thwart fundraising efforts. Biased algorithms can lead to unequal treatment of donors while also creating barriers for certain donor segments.

 

Overall, the impact of AI in fundraising will be characterised by tremendous leaps in technology. It has the potential to revolutionise the way organisations and individuals fundraise. This rapid advancement of technology also poses challenges as organisations will have to be wary of a number of possible issues, notably data concerns. To mitigate these potential repercussions, organisations should adopt responsible AI practices, ensure transparency, and prioritise ethical considerations.

 

Get in Touch

If your organisation is considering the future of your fundraising, contact Rob Foley for support with your fundraising strategy or visit our website.

Theory of Change 2into3

3 Reasons Why a Theory of Change Could Increase Impact

Nonprofits and charities are at the forefront of catalysing positive change for individuals, communities and society. Whether that is through the provision of frontline services, lobbying and advocacy, or the contribution to policy and research. United by a shared purpose and vision, organisations have developed unique responses to addressing some of the most pressing challenges of our time. It is increasingly important to capture and measure the effectiveness and value of such responses, but how can organisations do this in practice?

A Theory of Change (TOC) is both a process and an output which logically and rationally captures how an organisation is achieving the change they want to see. It is a practical and living tool that can be applied to define goals and encourage recognition of achievements, to enable impact measurement and strategic thinking, and to successfully communicate impact. Here are 3 reasons your organisation should develop a Theory of Change.

 

1. Understanding and Recognising Goals

A Theory Of Change allows your organisation to come together and map how your work is having the intended positive impact and addressing an identified challenge; essentially breaking down what success looks like and the steps to get there. Both the process and the final output of a TOC lead to a renewed clarity and understanding amongst stakeholders, and can contribute to increased focus, engagement, and motivation. It encourages people to work collectively to reach goals, to take ownership of the impact they are having, and to recognise the important achievements they have made.

2. Impact Measurement and Strategic Thinking

A Theory Of Change is an extremely useful tool for impact measurement, giving you a foundation to collect relevant data and feedback, and to gather insights. Your organisation can then capture the progress being made against your TOC, test your assumptions, identify areas for improvement and adapt accordingly. This cycle of continuous learning, reviewing, and improving is conducive to strategic thinking; enabling you to make impact driven decisions, prioritise and allocate resources effectively, and develop long-term plans and projections that are informed by evidence. A TOC and subsequent impact measurement allows you to be more deliberate and proactive, and ultimately do more for the people benefiting from your organisation’s work.

 

3. Communication

A Theory Of Change is as a framework that succinctly clarifies the logic and evidence driving either your work as a whole, or a specific programme/project within your organisation, By linking together your motivation, your activities, the results, and the wider impact you are creating, you are effectively condensing the story and the strategy that guides your work and capturing the contribution of your organisation to the community or a sector. In a competitive funding environment and with increased emphasis on organisational transparency, a TOC demonstrates to partners, funders, and the wider public, that you have a logical and coherent plan to achieve your goals and have gathered evidence to back it up.

 

How to develop a TOC? 

In order to build collective buy-in and be truly reflective of your organisation, a TOC requires meaningful input and collaboration from staff and other relevant stakeholders. It is most effective when developed iteratively through consultation, generating ownership from relevant stakeholders.

If you would like to hear more about how a Theory Of Change would benefit your organisation, or what our process for developing a TOC looks like, do not hesitate to contact our Director of Advisory Services, Sheena Horgan at sheena.horgan@2into3.com or visit our website.

 

Written by Alison McGearty, Analyst, 2into3.

2into3 nonprofit Talent recruitment trend

Nonprofit Talent Trends – Q2 2023

The latest snapshot of senior recruitment activity in the Irish nonprofit sector shows a significant slowdown in the number of roles advertised, indicating that the backlog from the pandemic has been cleared. 

Q2 2023 nonprofit 2into3 recruitment trend monitor

There was a total of 219 senior roles identified by 2into3’s analysis of the market for Q2 of 2023, down from 270 from the same period last year, a 19% drop. These roles were advertised by 168 nonprofit organisations, down from 186 in 2022, a drop of 10%. 

 

Nonprofit Talent Trends Q2 2023  

 

Social Services organisations, at 30%, represented the largest subsector in terms of activity, followed by Health (17%) and Local Development & Housing (16%). The remaining 37% of the roles were between 9 other subsectors.

Roles by Subsector

There were some significant shifts recorded in the number of roles advertised in the different subsectors, with Social Services, Local Development & Housing, and Health all showing significant fall-off. Large percentage increases were recorded in a number of areas, but these were mostly coming from a very low base, although International and Advocacy, Law & Politics roles did see a good upward movement.

It is interesting to note the reduction in Local Development & Housing roles, after a sustained period of growth and with such demand for their services. The same could also be said for the Health subsector, although that could possibly be explained as a post-COVID settling down.

Nonprofit Talent Trends q2 2023

Nonprofit Talent Trends q2 2023

Income Breakdown

As is often the case when we gather this data, there was a fairly even split in terms of the size of organisations recruiting senior roles. Where income data was available, 25% of organisations had income of over €10M per annum, while 26% had income below the €1M level.

Role Functions

When looking at the types of roles being advertised, there was a certain level of consistency versus Q2 2022 in percentage terms, with a few exceptions.

Q2 2023 Nonprofit Talent Trends

Summary / Observations

So, what does April, May and June tell us about nonprofit recruitment in 2023? As mentioned above, it does look like pandemic-related activity has finally worked its way through the data and activity is returning to the levels seen before mid-2020.

We are still seeing a lot of the market activity being driven by a small number of subsectors, but this is relatively normal and to be expected. What does look interesting and will be worth tracking in the second half of the year is whether the downward movement for large subsectors such as housing and health is maintained, or if other areas show any significant movement.

For more information on our previous Nonprofit Talent Trends, visit here, or contact our Director of Talent Management, Fergal O’Sullivan.

Fundraising strategy 2into3

Why your organisation should complete a fundraising strategy

While it is not a legal requirement to have a fundraising strategy, it is extremely useful to formulate one. A well-written fundraising strategy enables an organisation to meet their goals, whilst ensuring that everyone – staff, fundraisers, board members and potential donors – are focused and on-track to hit their goals throughout the year.

Having a fundraising strategy in place provides staff with the opportunity to be on the same wavelength and avoid losing sight of priorities throughout the year. A well-written fundraising strategy should give your organisation and staff a clear idea of what is expected of them, as well as the anticipated results.

Without a clear strategy, your organisation’s fundraising is at risk of being both misguided and inefficient. The vast majority of organisations are aware of this in theory; however, many fail to map out their fundraising strategy in a proper manner. Nonprofits who incorporate fundraising strategies are the organisations that tend to be successful.

 

Here are some reasons why a fundraising strategy is important:

 

1. Clear goals and direction

A well-developed fundraising strategy can help define your goals, identify your target audience, and create a clear plan of action. This can help you stay focused and aligned towards achieving your fundraising objectives.

2. Efficient use of resources

With a fundraising strategy, you can prioritise your fundraising activities based on their potential return on investment. This can help use your resources more efficiently, avoid wasting time on ineffective strategies, and focus your efforts where they are most likely to yield results.

3. Better engagement with donors

A fundraising strategy can help build stronger relationships with your donors by identifying their needs and interests. This can enable you to tailor your messaging and fundraising appeals to their preferences and encourage them to become more engaged and invested in your cause.

4. Improved sustainability

A well-executed fundraising strategy can help you establish a more sustainable funding model for your organisation or project. By diversifying your sources of funding and building a strong donor base, you can reduce reliance on any one source of funding and ensure that your fundraising efforts are more resilient in the face of external challenges.

 

Overall, a fundraising strategy is an essential tool for any organisation or individual seeking to raise funds effectively and sustainably. It can help you set clear goals, prioritise your resources, engage your donors, and build a more resilient funding model over time.

 

Get in Touch

2into3’s Irish Giving Index provides subscribing organisations with peer benchmarking data to better inform and increase fundraising success. Are you interested in the 2into3 Irish Giving Index and the contribution it could to your organisations decisions around fundraising investment levels and fundraising methods? If so, contact Rob Foley on 021 2379882.

Sports Capital Grant Announcement 2023 2into3 Grants

Sports Capital & Equipment Grant Announcement

The Department of Tourism, Culture, Arts, Gaeltacht, Sport and Media has announced that Sports Capital & Equipment Programme 2023 will open on Monday 17th of July at 9am and will close at 5pm on the 8th of September. It is important to list the changes that have been made to the Sports Capital Application this year.

 

The major changes to the programme are: 

  1. Capital Grants have risen from €150,000 to €200,000. Equipment Only grants have also risen from €50,000 to €70,000 and only needing only 5% match funding.  
  2. Regional Grants have increase from €300,000 to €500,000 with grant applicants needing a letter of support from national governing body of sport confirming the regional status of the project. 
  3. A specific focus on gender equality with all applicants must be compliance with the provisions of the Equal Status Acts. Clubs that do not provide equal access to its facilities, on similar terms, to men and women will not be eligible for capital funding. Funding of women-only facilities will still be valid for the grant. 
  4. The introduction of a separate category for environmental initiatives, population growth and level of existing facilities.  

 

A link to the application guidelines is included here 

 

Our Impact

We are here to help you with your grant application. Since 2014, 2into3 has helped Clubs and NGBs secure over €3.3m in Sports Capital Grants. In the 2021/22 announcements, our results were as follows:

Over €2.4million in grants allocated across 16 applicants 

Success rate of 94% of applications successfully allocated and the remaining being supported in the appeals process 

50% of clients receiving the full allocation of 100% of what they applied for 

Average allocation of amount sought was 84% 

2into3 also offers webinars on the Sport Capital Programme for your National Governing Body. As availability is limited, please contact us if you are interested in attending.

Get in Touch

If you would like to have an initial discussion about your groups needs and how we can help, then please contact Patricia Keenan at 086 0657347 or David Kerley on 086 4400850. For more information on our Grants Advisory Practice area, visit our website here.

2into3 Advisory Services

How To Use Exit Interviews To Improve Your Organisation

In our previous article, we discussed, ‘The Importance of Open Feedback in Exit Interviews’ for an honest and direct review of your organisation. When a resignation is amicable and your employee is simply moving on, feedback helps address any ongoing issues which could cause further resignations if left unresolved. Therefore, exit interviews should not be viewed as a ‘tick-boxing exercise’, but a useful learning tool.

If you have recently completed an exit interview, how can you use this information to improve your organisation?

 

1. Reflect on Previous Employee’s Role

Rather than moving right back into recruitment mode, look at the role the candidate filled, and ask the following questions:

  • Is this an opportunity to recruit from within and retain an existing employee?
  • Is there a change that could and should be made to the role, working arrangements, or terms and conditions of employment based on what the feedback was?
  • Will the vacancy, and possible internal promotion, show staff there is a career path within the workplace?

It’s important to consider what talent you currently have within your organisation and how to utilise those resources. You should review the previous employee’s role and evaluate if their exact position is what you now require, or if it needs updating.

 

 

2. Evaluate Negative Feedback

If there was an open environment during the exit interview, then there may be negative feedback to consider. It is important to reflect on any negative feedback with an open mindset and avoid becoming defensive.

Here are some useful questions to reflect upon:

  • If there was an issue raised with workplace culture, how can we improve this?
  • If there was an issue with a specific individual, how do we address this in an appropriate manner?
  • Do we need to reassess the structure of our organisation?
  • Do we need to improve the overall communication within our organisation?
  • Should we conduct an anonymous survey with our current employees? Are there repetitive concerns?
  • Acknowledging the feedback provided, how can we ensure our organisation has a positive working environment?

 

3. Implement the feedback positively

Follow up the exit interview with an opportunity to bring your team together, and suggest positive changes to implement, even if you didn’t receive any negative feedback. Perhaps your current employees can highlight what the organisation does well, what makes them happy at work, and potential areas for development. This should be a positive experience and used as a team-building exercise to ensure staff turnover remains low, and any issues are addressed.

 

Conclusion

Exit interviews can help employers stop the tide of mass resignations, by providing an opportunity to learn from experience.  Where employees are simply moving on and departing on good terms, this is the perfect chance to receive invaluable feedback from inside your organisation.

This golden opportunity should always be seized and utilised fully. Any manager or director afraid of what they may hear in this interview can expect further retention issues, and could fall victim to a continued cycle of resignations.

If an employee in your organisation has recently resigned and you are seeking new talent, contact Fergal O’Sullivan, Director of Talent Management at 2into3 for assistance.

Co- Author: Kevin Callan, LL.B BL is Chief HR Officer with HR Duo

Dennis O'Connor CEO The Wheel Summit 2023

Lessons on Ambition from The Wheel Summit 2023

On Tuesday 23rd May, we attended The Wheel Summit as Lead Partners. We caught up with colleagues in the nonprofit sector, learned from their insights and listened to informative discussion panels. This was a fantastic networking opportunity for Irish nonprofits to share information and learn from each other. Our CEO, Dennis O’Connor presented his key address on, ‘Ambition and Ireland.’ Our Head of Partnerships Advisory Practice, Denise Cranston, hosted a session on ‘Funding: An Introduction to Securing Strategic Corporate Partnerships’.

 

Dennis O’Connor, ‘Ambition and Ireland’

 

 

Dennis presented a ‘Case Study on Ambition’. Looking back, Ireland has always had great ambition. In 1924, we proposed the ‘Ardnacrusha Dam’, a single capital project, gaining 20% of state annual income. It’s output equated to 100% of the demand for electricity for the entire country in the 1920’s. From there, the ESB was created. This is just one example of the fantastic ambition in Ireland, when the country was only in its first years of existence.

It is important to remember that large projects will always be met with uncertainty and resistance in the beginning. Since the pandemic, we now have an opportunity for rebirth and resetting our ambitions that were placed on hold.

‘A Time for Ambition’

There are several issues that must be addressed in Ireland in 2023, including:

  1. Housing
  2. Health
  3. Transport
  4. Education
  5. Sport
  6. Art
  7. Leisure

What does this mean for nonprofit organisations?

The opportunity for funding is there, so now is the time to create facilities for a growing island, which the nonprofit sector can provide. We must move forward with a shared sense of purpose in our organisations in the sector, and beyond. It is important to remember that funding has always followed ambition, but ambition must come first.

If you are interested in gaining support with ambition in your organisation, contact Dennis O’Connor directly. For more information on 2into3’s range of services, visit our website.

social enterprise challenges

4 Challenges Facing Social Enterprises

As of this year, there are 4,335 social enterprises in Ireland, constituting a vibrant and growing sector that brings significant added valued on an economical, societal and environmental level. At the same time, some key challenges undermine the potential of social enterprises and the collective strength of the sector.

Here are some key takeaways regarding the common challenges facing both start-up and well-established organisations in Ireland and beyond, from a recent sectoral conference hosted by the Oakfield Trust.

social enterprise

1. Sustainable funding

As you can see in the menti poll above, from the less-than-perfect photo, funding was identified as the number one challenge by conference participants, and a word that came up again and again in relation to funding was ‘sustainability’. A survey of the sector recently found that 40% of social enterprises have an annual income of less than €100,000.

Whether its increasing traded income to reinvest back into its purpose, or securing grant funding for capital or project costs, or attracting philanthropic support – or, most likely, the balanced mix of all of the above, having a clear and well thought through funding model and income strategy is vital to the long-term success and growth of any social enterprise.

 

2. Misunderstanding

While the National Social Enterprise Policy for Ireland 2019-2022 has done a great deal to build awareness about social enterprises, this remains a misunderstood market. Neither nonprofit nor business, it can be difficult for some people to understand a social enterprises’ model and place in a community. As we move towards strengthened recognition, promotion and policy development of the social enterprise sector, clarifying the role of social enterprises is an increasing priority. Having a clearly-stated mission that puts your purpose at the centre, and strategy that shows how profits contribute to your social objectives helps to bridge that gap in understanding.

3. Measuring impact

Related to the point above, it’s not just important to say how your enterprise has a social impact, but you need to be able to show it too. Developing a theory of change that describes the outcomes your work has, and an impact measurement approach that tracks this impact is vital not just to your storytelling but to your fundraising.

 

4. Legal compliance

Particularly for newer and smaller social enterprises, picking the best legal form can be a minefield. Many choose to register as charities, particularly to be able to access certain forms of funding, however this comes at a cost and with a high compliance burden. It often takes expert independent support to help social enterprises pick the best option for them and to help them put the right structures and policies in place.

Contact Us

We have experience of working with social enterprises throughout their lifespan – from start up, to scaling, to scaled. If you want to discuss how we can support you with your journey, contact Luna Atkins for our advisory services (strategy, impact, governance) or Dennis for our funding services.

Partnerships 2into3

6 Steps to Kickstart your Corporate Partnership

Getting started on your corporate partnership journey can seem daunting. It is important to step back and evaluate your goals, approach and realistic timelines so your entire team are on the same page. Here are 6 tips to kickstart your corporate partnership:

1. Be clear on your corporate partnership goal

If you are planning on building corporate partnerships for your charity, the first question to ask is “Why – what is your main goal for the partnership?”

The goal of a true partnership should be to help your charity achieve its purpose or mission. A corporate charity partnership should be mutually beneficial, based on a shared purpose, that could bring about real change and impact. The aim should not be about raising money. When you make your shared purpose your overarching goal, then the additional funding will follow.

2. Have a targeted and focused approach 

It’s important to choose business partners who are the right fit for your organisation. Corporates often look to choose charity partners who can help them achieve their strategic goals. As well as identifying a shared purpose, consider which brands might be interested in the audiences you serve.  Consider which corporates have challenges that you could help solve, such as strengthening their reputation, or engaging with their workforce. You should compile a targeted list of corporate partnerships (around 10 per fundraiser) to give you a good idea of where you should be focusing your attention. This will ensure that you can create a partnership that’s true to your cause and will stand the test of time. 

3. Secure a face-to-face meeting

If you want to build corporate partnerships, then it is essential that you meet with your prospects face-to-face, or online. Securing meetings is one of the most important steps, but also one of the most difficult. Find out if your trustees, colleagues, or friends and family have a warm contact in the company, as this will make it much easier to secure a meeting. If you don’t have a contact, then find the name of the person you want to meet and email them directly. Keep your email short and create interest by stating your shared purpose. 

4. Establish an equal relationship

Establishing an equal relationship on both sides is crucial when forming charity corporate partnerships. There is often a risk of imbalance, as the charity may feel like the company has the upper hand if they are providing funding, or expertise. 

Successful partnerships will recognise the different strengths that each party can bring to the table and how you can best compliment each other. By identifying how you will build a meaningful relationship from the outset, you’ll avoid any tension further down the line and both sides will reap the benefits. 

5. Be clear and realistic with each other

Be clear and realistic with each other about what you can and cannot commit to from the beginning, as this will help reduce the chances of an awkward conversation and any strain on your charity’s resources. Ensure you have regular communication to facilitate openness, so make sure you set up regular meetings to reinforce your alliance. 

It is also vital to make it as easy as possible for them to work with you. This involves reaching out to them with a project in mind to start with and being clear about what they’re going to get out of it – whether it’s brand awareness, goodwill, or staff satisfaction. You can also provide ideas of how to raise money and supply helpful resources to promote what activity they’re doing in partnership with you. 

 

6. Be willing to listen and adapt

It’s important to understand the partner that you’re working with. Your team can get together to brainstorm and come up with events that you think will work, but if you’re not willing to adapt the idea to the people that you’re partnering with, you’re creating a huge block. Of course, you will have ideas of what you want to do, but must accept their input, as they know their audience best. Don’t forget to listen openly to your partners. 

 

Corporate partnerships are a great way of securing regular giving, but take care to provide regular updates of how the partnership is impacting your beneficiaries and helping you further your mission. The magic truly happens when a charity and corporate partnership go beyond a transactional donor recipient relationship to boost each other’s popularity and brand awareness.

Interested in learning more?

If you’re interested in finding out how we can help you to build successful corporate partnerships for your charity, then register for our Masterclass here. If you have any further questions, please get in touch with our Head of Partnerships Advisory Practice, Denise Cranston.