nonprofit sector ireland | 2into3

Tag Archive for: nonprofit sector ireland

“We’ve tried – women just don’t want to be on our board” Governance insights for your sports organisation from an international perspective

30/11/2023

Authored by Matt McKerrow, Associate Consultant

As a father of toddler boy/girl twins, I am ever vigilant (and regularly reminded by my constituents) to ensure I am equitable in all dealings, particularly those that pertain to distribution of important resources – like strawberries, or marshmallows.

And OK, whilst two for the price of two does require significant extra resources (time, energy, and effort) – one of the great benefits of parenting dual small humans, beyond the constant gender equity check, is the diversity of experiences, learning, and as a result extra knowledge, that comes and will continue to come from raising a girl and boy the same age at the same time. That’s without considering what they’ll learn and gain from each other in the process. Summary: More work, tricky to balance, but increased knowledge, richer experiences, better and fairer outcomes for all, right? That’s my theory anyway.

Therefore, I can’t help but notice some parallels as the Irish sport governing body sector prepares for the pending 40% board gender balance deadline at year end. Recent media reports indicate the Football Association of Ireland (FAI) [1] [2] and the GAA [3] are among the organisations working earnestly towards change facing into the challenge of meeting the deadline – and I am sure there are others.

Here are some key points to consider for making progress towards balancing your board:

S/he got more than me

Whilst those electing sports boards may not prioritise or appreciate the benefit of the additional experience, knowledge and perspective that having a diverse board brings, it does seem implausible they could rationalise leaving 50% of the funding available to their sport on the table. Especially when this would then potentially be available to be re-distributed to other NGBs, their fellow ‘sport system siblings’. Neither of my 3-year-olds would stand for that.

International perspective

Having spent near equal amounts of time during my 20+ year career working in sports governance in Ireland, as in New Zealand & Australia, I am well placed to compare and contrast the Irish context with others I’ve worked in. I’ve also seen/heard some absolute clangers (refer to this article’s title quote, uttered much more recently than you’d imagine) and gathered some fascinating insights from both hemispheres as national sports systems have evolved to tackle the challenges of board gender balance and board independence.

Governance Principles over time

In a federated country, Australian NGBs (National Sporting Organisations or NSOs as they’re known down under) have long grappled with multiple layers of governance existing together – especially when it comes to the issue of independence.

A first version of the Australian Sports Commission (ASC) Governance Principles were published in 2002 and they have undergone several iterations since, most recently in 2023 [4]. The most recent version is explicit regarding board gender balance at 4.3: “The board (…) should be composed in a manner such that no one sex accounts for more than 60% of the total number of Directors”; and regarding independence at 4.4: “The organisation’s directors should be independent, regardless of whether elected or appointed”.

It is of note that whilst the ASC “Governance Code” has existed for decades, with prescription regarding board composition, a Women on Boards report [5] published in 2020 indicated that up to approximately 30% of funded Australian NSOs did not meet the 40% target that is currently prescribed in the ASC principles at that time. The more recently published ASC Governance Standards Benchmarking Report 2023 [6] depicts a decrease in the gender balance standard (4.4) since 2021, and highlights Diversity, Equity & Inclusion (4.2) as one of the “bottom 5” poorer performing standards where Board Independence (4.4) is among the Top 5.

Which country has it right?

By contrast, New Zealand, which is often compared to Ireland, in land and population size, sadly in terms of 2023 RWC performance, and notably examined in sporting system context detail at the 2018 Federation of Irish Sport Annual Conference – could be said to lead the way in board gender diversity. Sport New Zealand reported near 100% compliance (65 out of 66 funded organisations) with its 40% gender target in 2021, three years after publication of its 2018 Women & Girls Strategy and accompanying policy to impose significant penalties for those organisations not in compliance. Sport NZ report an overall improvement in governance and board dynamics as a result. [7]

Fiercely independent?

Speaking of New Zealand, and at the risk of again mentioning rugby, it is relevant to reference the recently published NZ Rugby (NZRU) Governance Review [8]. A highlighted summary contended the governance of the NZRU, the organisation behind the All Blacks and Black Ferns, is not currently fit for purpose, and offered some strong recommendations.

In contrast to the current issues reported in Ireland within the FAI – as they attempt to re-structure their board to meet their MOU obligations to government to have a 50/50 split of “football” and “non-football” directors [9] – the recommendation of the NZRU review is that the NZRU board be completely independent of constituent directors, instead proposing the inception of a Council structure where representatives of rugby’s stakeholder groups would feed into the governance of the organisation on select and specific terms. In that review, an independent director is defined to be one who is “four years (out of the game or) out of positions of influence within the game”. This may be viewed by some as heavy handed.

Rising through the ranks

For sports organisations with federal structures of governance – eg club> county>province>national, as in Ireland, there is an established practice of Presidents/Chairs/board members progressing “up the ranks”. This is often lauded as an achievement and viewed as an acknowledgement or even an entitlement based on time served within the sport. It would be common that upon election to a higher tier the director would resign from their lower tier appointment, but often one occurs directly following the other, with minimal, if any, time away from influential roles in the sport – and certainly not a four-year stand-down.

Nearly there

In late 2022, Sport Ireland indicated that if the current trajectory to that time were to continue, the target of 40% gender balance on NGB boards would be achieved in 2023 [10]. This can only be viewed as a positive development for Irish sport in terms of the greater knowledge, insight and diversity in board decision making, and overall improvement in governance of the sector.

More to come?

One wonders – if Irish sport is emulating, and close behind, our NZ counterparts in achieving board gender balance targets; our government, via their MOU with the FAI, are already seeking to ensure greater independence on sports boards; and the organisation behind arguably one of the world’s greatest sports teams appears set to be governed by a rigorously independent board – could we, and should we, expect to see the Sports Minister and Sport Ireland setting quotas and targets for board independence similar to those for gender balance in the not too distant future?

Insights

Insight 1

Like ‘em or loathe ‘em – quotas are here to stay

Target quotas are a mechanism that serve the purpose of rallying a sector and allow measurement of progress towards a broader societal aim. Their detractors might say they are crude and tokenistic or may use phrases such as “box-ticking” and “window dressing”. Based on my experience of sports governance across international contexts, they are, and continue to be a necessary tactic to ensure the advantages of board diversity and independence are promoted and achieved for the wider benefit of an organisation’s stakeholders and society at large. With a continuing societal movement towards ESG targets in Ireland and abroad, we are likely to see that measures and quotas will continue across all walks of life, not just sport. Moreover, perhaps board independence is next?

Insight 2

Targeted strategy, investment and quotas are supercharged when leveraged with penalties

With New Zealand as case in point, sports systems that have moved to significantly penalise non-compliance have experienced greater success than those where principles exist without meaningful consequence. It is encouraging to see the firm line taken by the Sports Minister and Sport Ireland threatening a 50% reduction in the allocation from 2024 for all non-compliant organisations, especially in relation to capital grants as well as program funding. The sports sector will wait with interest to see the ramifications for any organisations not achieving the target in the New Year.

Insight 3

S/he who pays the piper…

Many sporting organisations have bemoaned the loss of sovereignty that comes from a government funder dictating terms and imposing what might be seen to be heavy handed conditions upon them. “Who are they to tell us how to run our sport?” Whilst you’d expect a sport’s community are best placed to deliver that sport – it is however worth remembering that if s/he who pays the piper calls the tune, a sport seeking investment from government, sponsors, philanthropists and even from their own members and clubs – must take heed of their wishes in putting together their playlist. Furthermore, it’s not unreasonable to expect that diversity, independence and other ESG factors will feature in their requests.

Insight 4

It’s no walk in the park, but the effort is worth it.

A Richie McCaw quote highlighted in the NZRU Governance Review says: “If you want to be the best in the world, it is going to be hard. If you are not prepared to do that, you are in the wrong room”. Progressing the governance of your organisation so your sport can attract heightened funding and achieve great things in terms of increasing participation, connecting communities, raising profile, and delivering awe inspiring winning performances isn’t easy. But it’s a choice. The process is not glamorous, it takes time, significant effort, considerable energy and you can certainly expect detractors, hurdles, miss-steps, learning experiences, unpopularity, argument, compromise and debate along the way. But that pales in comparison with the benefits as greater knowledge, richer experiences and ultimately the achievement of inspirational outcomes are realised. The final destination is worth enduring the tantrums – just like twin parenting.

Get in Touch

This article is authored by: Matt McKerrow, Associate Consultant, specialising in governance and strategy assignments for NGBs, clubs and other sports organisations within 2into3’s sports sector.

If your sports organisation is interested in gaining support in governance or strategy, contact our Associate Consultant, Matt McKerrow or our Director of Advisory Services, Sheena Horgan at sheena.horgan@2into3.com. For more on our work with sports organisations, visit our page here.

References

[1] Headache for FAI as crucial motion fails to pass

[2] Funding to FAI from Sport Ireland delayed (rte.ie)

[3] Relief as GAA votes for better gender balance on management committee

[4] Australian Sports Commission Governance Standards SGS-final.pdf (sportaus.gov.au)

[5] Women on Boards NSO Board Gender Report (womenonboards.net)

[6] Sport Governance Standards Benchmarking Report (sportaus.gov.au)

[7] Gender-equity-in-governance-sport-nz-3-11-22.pdf (sportnz.org.nz)

[8] NZRGovernance-Review-31-August-2023_web.pdf (nzrugby.co.nz)

[9] Sports minister warns FAI of ‘serious consequences’ if they fail to meet gender balance requirement (msn.com)

[10] Women in Sport Leadership Snapshot | Sport Ireland

3 Reasons Why a Theory of Change Could Increase Impact

09/08/2023

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.

What is a Trustee of a Charity?

17/04/2023

Charity trustees are the people who ultimately exercise control over, and are legally responsible for, a charity. If the charity is a company, these people may also be known as directors or board members. The charities regulator provides this definition, and you can see the full guidance here.

Being a trustee on a successful and well governed charity board can be a very rewarding job. The charity and voluntary sector is large and growing, and this is where we can genuinely contribute to societal change and to the improvement of everyone’s lives. Giving your time and expertise to this sector allows you to follow your passions, and to genuinely help and be appreciated.

What do trustees do?

As we have seen, trustees direct and control the organisation. They are ultimately responsible for the success and the future of the organisation on whose board they serve. They normally attend one board meeting per month and perhaps one committee meeting per quarter. However, trustees are always vigilant and alert to the needs of their organisation and are always ready to take care of their organisation in a crisis, or to advise the CEO in times of difficulty.

What do trustees not do?

They are not executives and they do not implement strategy, their role is simply to direct and control. Sometimes, in smaller charities, trustees will carry out some executive duties. These may include assisting with the accounts production or fundraising; but these are not truly executive roles; and ultimately, as the organisation grows, these duties will be taken over by paid employees.

Roles and responsibilities of a trustee

The roles and responsibilities of trustees are set out by the charities regulator here and if your charity is incorporated as a company limited by guarantee or any other type of company, your duties under the companies act are set out by the Companies office here.

The main roles are clearly stated, a director of a company shall:

a) act in good faith and in the interests of the company;

(b) act honestly and responsibly in relation to the conduct of the affairs of the company;

(d) not use the company’s property, information or opportunities for his or her own or anyone else’s benefit

(e) be independent

(f) avoid any conflict between the director’s duties

(g) exercise care, skill, and diligence

(h) have regard to the interests of its employees and stakeholders

Is being a trustee fun?

Yes, being a trustee can be lots of fun, particularly when you are passionate about the purpose of the organisation and its mission. In many cases great charities have been set up by people who are passionate about, for example, animals or children, or the alleviation of an illness.

Being on the boards of such charities nurtures your passion, enables you to contribute to the cause and makes you feel valued and appreciated.

Above all, great boards work well together, they are colleagues; they solve difficult problems in collaboration and ultimately theycan have wonderfully constructive and beneficial working relationships.

What is my next step?

Find your passions and interests and identify charities in this area.
Ask yourself how much time you might have to contribute to the charity.
Research charities in your area, choose the best governed and best organised charity, where you will learn and be able to contribute to the board. Ask them if they have an induction course for new board members to enable you to quickly learn about the charity.
Get your CV ready, with some indication of your skillset, experience and passionate interests.
Consider also other voluntary work that may not initially involve being a board member.

Some useful links for your research:

Contact Us

If you have any further questions on becoming a trustee, contact our Director of Advisory Services, Sheena Horgan at sheena.horgan@2into3.com.

mplementing Mental Health to your Nonprofit 2023

Integrating a Mental Health Approach in Your Nonprofit in 2023

11/01/2023

As we enter 2023, it is important to reflect on the year gone by, and equally to look forward to fresh starts. The nonprofit sector is no different and Mental Health Reform’s recent event, ‘Coalition Conversations; Celebrating the work of the Mental Health Sector in 2022’ was an insightful morning. There were representatives from organisations including HAIL, Doras, ISPCC, Jigsaw, A Lust for Life, KDYS, Cairde and the HSE, as well as mental health advocates, university lecturers from Maynooth and WIT and the Ombudsman for Children.

These panel discussions orientated around the three core themes of housing and health, youth mental health and health in era of global displacement, there was plenty of space for learning. One insight in particular has the potential to generate positive change within your nonprofit and across the nonprofit sector; that of embedding a mental health approach.

Mental health today

One in every four people will experience mental health difficulties at some point in their life,[1] making it one of the most pressing issues of our time. There is increasing awareness that mental health problems are complex, cross-cutting and inextricably linked to the environment we live in. Oftentimes, they are produced and perpetuated by the presence of deprivation, poverty, inequality and other socio-economic factors. [2] Mental health does not exist in a vacuum and often transcends individual actions, thus the wellbeing of society must be considered in light of structural determinants.

At present, Ireland is experiencing a housing crisis[3] which is driving insecurity and acting as a barrier to a thriving society. In addition, the rising cost of living, international conflict, and the fallout from the pandemic have resulted in increased vulnerabilities. This has denied many individuals of safety and security, essential pillars to our wellbeing. In recognising that mental health is so much more than a simple absence of mental illness, and that there are a multitude of external influences, we must in turn see the value in multi-sector approaches. [4]

A multi-sector approach would complement the health services by creating programmes and policies across the sectors of education, housing, employment, social welfare and legal support which are sensitive to mental health. This involves inter-departmental government cooperation[5] , as well as Nonprofits and civil society organisations building on a history of cross-sector collaboration to strengthen overall mental health responses.

The case for integrating a mental health approach

Nonprofits are uniquely positioned in Irish society, working to build inclusion and resilience and to foster community development. Nonprofits engage with some of the most marginalized and disadvantaged groups of people in our society. These include ethnic minorities, migrants, children and young people, unemployed people and older people, all of whom are at high risk of developing mental health problems. [6]

In this sense, nonprofits have first-hand experience of the emotional and psychological effects of issues such as homelessness, displacement, addiction, abuse and poverty. They are at the forefront of witnessing the causes and consequences of mental health problems and as a result are central to forming solutions.

What does a mental health approach look like?

Dynamic and cohesive responses which are proactive instead of reactive are the future. Moving forward, a progressive mental health approach should advance from siloed, fragmented responses and towards an open system of collaboration.

This involves an acceptance of the presence of mental health as an aspect of working with people. Furthermore, it also involves an opening up of the conversation around mental health. It is about increasing awareness of the issues vulnerable groups face, both in maintaining positive mental health and wellbeing and in accessing supports. It could be making a conscious effort to prioritise training around mental health awareness, adopting culturally sensitive mental health supports or committing to a developed understanding of the intersecting factors that can contribute to positive mental health.

There could be increased activity around mental health advocacy and campaigns, or an elevated effort to enhance joint initiatives between organisations. Furthermore, a mental health approach should be inclusive and comprehensive, sensitive to the mental health of staff and volunteers.

The result

Steps towards developing a mental health approach can be big or small, however any effort could have a transformative effect on the impact of your nonprofit and in turn, on society in general, serving to embed a people-orientated approach in services and supports, create sustainable solutions and contribute to the normalisation of conversations on mental health and the deconstruction of the stigma associated with mental health in Ireland.

Further Support

If you’re interested in developing organisational change within your nonprofit, consider developing a Strategic Plan. This will help unify and motivate your organisation to think about future sustainability and organisational change. For more information, visit our website or contact our Director of Advisory Services, Sheena Horgan at sheena.horgan@2into3.com.

Footnotes

[1] Healthy Ireland Framework 2013-2025, Health Services Ireland https://assets.gov.ie/7555/62842eef4b13413494b13340fff9077d.pdf?external=1

[2] WHO (2011) Impact of economic crises on mental health, 2011. https://www.euro.who.int/__data/assets/pdf_file/0008/134999/e94837.pdf

[3] Housing for All – a New Housing Plan for Ireland (05/09/21), Department of Housing, Local Government and Heritage https://www.gov.ie/en/publication/ef5ec-housing-for-all-a-new-housing-plan-for-ireland/

[4] WHO (2022) World mental health report: Transforming mental health for all. https://www.who.int/publications/i/item/9789240049338

[5] WHO (2022) World mental health report: Transforming mental health for all.

[6] WHO (2011) Impact of economic crises on mental health, 2011.