Strategy 2020-2022 - Charities Institute Ireland
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Strategy 2020-2022
STRATEGY STRATEGY 2020 - 2022
2020-2022
Who We Are
Charities are an integral part of the fabric of Irish society, most of us have some
connection to a charity be it as a volunteer, donor, advocate or employee. At
Charities Institute Ireland (Cii), we believe that they have a profound impact on our
lives, improving welfare, enhancing the quality of lives and communities, fighting
injustice, offering a place to go, call, share, or call home. Some of our children need
them, others volunteer with them, thousands work with them, delivering hope, vital
services, critical support and much more.
Cii exists to support and enable charities to create positive social change. Working
with our members, we help them professionalise, sustain, grow, maximise their
impact and improve the welfare of others.
History
Cii was formed in 2016 following the merger of Irish Charities Tax Research (ICTR)
and Fundraising Ireland. These two key sector bodies agreed there was a need to
create a strong voice to represent their combined members; charities who depend
on significant public support, and charities who wish to develop and advance the
wider not-for-profit sector. Cii is focused on raising standards, promoting greater
transparency, openness and integrity across the sector.
Core Purpose
Cii’s purpose is to influence stakeholders and support the charitable sector in
demonstrating and delivering societal impact. We want to promote the contribution
of the sector and help rebuild trust. As an organisation, we highlight the positive role
which charities play in Ireland’s society and work with policy makers to create a more
favourable environment. We want to develop a greater appreciation of charitable
engagement in its many guises.
The Vision for Charities Institute Ireland is:
A society that trusts and values charities for the positive contribution they make to
solving challenges in our society.
The Mission for Charities Institute Ireland is:
To provide leadership in the sector by empowering charities to maximise their
impact, particularly through best practice in governance, finance and sustainable
fundraising management.
2STRATEGY 2020 - 2022
Our Values
• Leadership
We are a confident, ambitious and dynamic voice for the charity sector
highlighting the significant positive social impact created by charities and
the transparency and accountability upheld by the sector.
Collaboration
•
We work with partners in the sector to deliver for the sector. We are
respectful, open and responsive to the needs and work of key stakeholders
in the charity sector, ensuring that the best interests of the public are served.
Excellence
•
We encourage, enable and foster standards of excellence in management
by acting as a knowledge centre for charities; providing resources, thought
leadership, skills development and qualifications to empower them to be
the best they can be and to have a greater impact on those they serve.
Our Stakeholders
• Members (including trustees)
Charities Regulatory Authority (CRA)
•
• Government departments and officials, particularly, our Government
partner, the Department of Rural and Community Development. Cii also
engages with the Department of Finance, the Department of Justice &
Equality and the Office of the Revenue Commissioners.
• Sector partners – including The Wheel, Dóchas, Disability Federation of
Ireland, Carmichael, Boardmatch, Volunteer Ireland, Philanthropy Ireland,
Social Innovation Fund and MyLegacy
TDs, Senators, Councillors
•
Corporate partners
•
The public
•
Media
•
• Academia and educators
Sector influencers
•
3STRATEGY 2020 - 2022
Our Funders and Supporters
Cii is very grateful for the continued support of the Department of Rural and
Community Development. Cii shares the Government’s vision to create a more
favourable environment for philanthropy both at an individual and corporate level and
to increase awareness and understanding of giving and its associated positive impact
on Irish society.
We are also grateful to PwC and Mason Hayes and Curran for their continued
professional support and guidance.
Our corporate supporters who enable much of our external engagement, lead by
example in supporting the broader sector and provide us with resources, research and
expertise across a variety of different areas.
Member Insights
In late 2018 and early 2019, Cii’s executive team and Board consulted with a wide
range of stakeholders and asked them what future role Cii should play in delivering on
the ambition for the sector.
A collaborative and partnership focused approach was endorsed by respondents. An
area which stood out during the consultation process was the requirement for Cii to
be the credible voice for the sector, a voice that recognises and promotes excellence
while at the same time is unafraid to call out bad practice. Members spoke about the
importance of proactive and relevant engagement with members, the sector and the
wider community. Respondents were clear on the importance of avoiding duplication
and Cii is committed to collaborate and partner where possible.
Our Members
Cii works with charities who aspire to the highest levels of professionalism in relation
to governance, financial reporting and fundraising. Our members are generally
larger organisations that have turnover in excess of €1,000,000 and have a significant
dependence on public support for funding. Cii engages with this cohort of members
as they represent the majority of public fundraising donated to charities.
4STRATEGY 2020 - 2022
Membership Ambition for 2020 – 22
Cii works with members and the broader community to generate greater trust,
challenge perceptions and highlight the impact and vibrancy within the sector.
Our ambition is to grow our membership base significantly over the next three years
which will further empower Cii as a champion and advocate for both our members
and the sector. As a united, influential voice, we will be stronger together.
Cii Membership Growth 2019 – 2022
2019
184 Members
2020
215 Members
2021
234 Members
2022
270 Members
47% Growth
5STRATEGY 2020 - 2022
Cii’s achievements to date
• Championing the VAT Compensation Scheme
• Charitable Donation Scheme review
• Successful merging of two organisations
• Strong membership growth which has led to a community of like-minded
members
Launch of Cii Charity Excellence Awards
•
• Triple Lock recognised as a mark of best practice
Introduction of Cii Forum Networks
•
Publication of the Cii Fundraising Codes of Good Practice and the provision of
•
GDPR and SORP training
• Creating a thought leadership environment through key influencers
Collaboration with Charities Regulator – on the delivery of the Charities
•
Governance Code and the Guidelines for Charitable Organisations on
Fundraising from the Public
Commitment to board renewal and the highest governance standards
•
Delivery of industry-specific research – Charities 2037, Trust, Young People,
•
Recruitment and Retention
6STRATEGY 2020 - 2022
Our Ambition
Our ambition is to grow the organisation through sustainable member growth. Cii’s
members will be among the most influential charities in terms of size and scope and
together we will work with our members to achieve our strategic priorities. Cii will be
regarded as a positive enabler and partner to the sector. By changing the conversation
about the charity sector, Cii will play a significant role in building levels of trust.
In three years’ time, our members will know we are successful because:
There will be increased awareness and recognition for best practice charities
•
and the positive difference and contribution they make to society;
Cii will continue to provide effective representation and advocate in the
•
sector’s best interest supporting the sector in maximising their impact;
• overnment Departments and Regulatory Bodies will proactively engage with
G
Cii to influence and support the sector;
There will be a greater understanding of the value and importance of
•
philanthropy and fundraising and how it delivers public benefit;
Career pathways will be clear and in demand;
•
Cii will be the enabler and collaborator for charity focused learning, delivered
•
through and recognised by, higher level academic institutions;
The Cii Triple Lock Standard will be recognised by stakeholders as the
•
preferred framework for best practice and impact;
There will be natural collaboration between the public, private and third sector
•
to create greater impact, build capacity and avoid duplication of effort.
7OUR THREE
KEY PRIORITIES
1. Communicate
Impact and
Champion the Charity Sector
Cii has and will continue to challenge perceptions and change the narrative about
charities and their impact. We will support and empower our members to ensure that
their voice is heard.
Critical Success Factor
We will collaborate with our members and partners to develop a programme that
will demonstrate the value that charities – sector wide but with a focus on members –
bring to all parts of society. The professionalism of the sector will be recognised and
respected by the public.
This key initiative will be supported by core activity which includes:
Public affairs strategy to address key issues through advocacy – e.g.
•
professionalism, recruitment and retention, CEO salaries, administrative
burden, funding models, tax relief, garda vetting, innovation, the overheads
issue, and philanthropic culture;
Promoting the sector’s public benefit contribution through stakeholder
•
engagement with regulators, Government Departments and agencies like
the CRA and the Office of the Revenue Commissioners;
Commissioning timely and relevant research which supports Cii’s ambitions;
•
Public relations strategy to educate the public about the impact of the sector
•
and to change the conversation to one of openness and positivity;
Demonstrating excellence in the sector through Charity Excellence Awards
•
and other initiatives;
Development of impact programme in partnership with members -
•
this initiative is dependent on additional grant funding.
Desired Outcome
Increased pride, trust and positivity in the charity sector
8STRATEGY 2020 - 2022
Aligned activity
• Engagement and advocacy with key stakeholders;
Research programmes – areas of interest include talent, innovation,
•
perception v. reality, consider sector wide research project on priority
issues;
• Profile building media campaign for Cii and our members;
Review corporate supporters and sponsors to ensure that they align
•
with our future ambition;
• Events programme to demonstrate impact of sector;
Establish Member Advisory Committee to support key initiatives;
•
National charity conference with dedicated fundraising stream;
•
Increase awareness and impact of philanthropy as a powerful enabler
•
in the sector.
9STRATEGY 2020 - 2022
2. D
evelop and Nurture the
Community of Cii Charity Members
Cii will work with our members to build a supportive network of like-minded charities
whose goal is to demonstrate best practice in everything that they do. We will provide
forums for peer to peer engagement, we will educate, support and advocate on behalf
of our members.
Critical Success Factor
Members will recognise and promote the value of Cii membership. They will be
engaged and committed and will work collaboratively to enhance the profile and
contribution of the sector.
This key initiative will be supported by core activity which includes
• The enhancement of peer networks, driven by member feedback;
• A series of events to inform, educate and inspire;
Supporting members to uphold the highest levels of standards by complying
•
or aspiring to achieve Cii’s Triple Lock award.
Desired Outcome
To be a best in class member driven organisation. Our success will be determined by
90% plus member renewal, positive NPS1 scores and 15% member growth annually.
Aligned Activity
Refreshed membership model;
•
• Expansion of member forums;
Member dedicated special interest groups based on evidence and
•
opportunity;
Digital communications review to include website, newsletters, podcasts and
•
social media strategy;
Member engagement action plan;
•
Mentoring and nurturing initiatives to support the sector.
•
1 Net Promoter Score is a tool that measures the loyalty of a firm’s client relationships. The key measure
examines the likelihood of the client recommending the company/product/service to others. This survey will
take place in October each year.
10STRATEGY 2020 - 2022
3. Empower the Sector by Building
Capability and Recognise Best Practice
Cii and its partners will be recognised as providing the principal fundraising, innovation
and leadership career pathways and channels to enable excellence in the charity sector.
Critical Success Factor
Working with partners to deliver undergraduate and professional development
programmes to support and grow the sector.
This key initiative will be supported by core activity which includes:
Developing a long-term strategy for Triple Lock which aligns to the work of the CRA;
•
Creating a pathway and talent framework for those wishing to join and progress
•
their careers in the sector – this initiative is dependent on additional funding;
• Expanding Cii’s regional footprint in major charity centres;
Exploring collaborative and partner led models with charity and corporate
•
organisations;
• Developing a digital resource to empower and educate members throughout
Ireland – this initiative is dependent on additional grant funding;
• Industry led education development council to guide, inform and support Cii.
Desired Outcome
There will be a 300% increase in associate members successfully completing Cii’s
certificate in best practice and each charity members’ fundraising team (income in excess
of €1m) will employ at least one team member who has completed the certificate or
diploma in fundraising.
Aligned Activity
Comprehensive review and feasibility study of education offering;
•
• Identify education partnership opportunities to facilitate charity sector career
pathways;
Digital strategy to support a blended approach to training, development and
•
education;
• Connect the business community with the charity sector to learn, network, share and
maximise income potential through industry linked networking and engagement.
11STRATEGY 2020 - 2022
Operational Outcomes
Cii’s ambition is to operate to the highest standards in all that it does and ensure that
it communicates with all stakeholders in a clear, inclusive and collaborative manner.
We will lead by example.
Financial Security
Cii’s goal is to ensure its financial sustainability through a blended revenue model.
We will work to identify new sustainable income streams in the public and private
sectors. Membership growth will enable new investment in additional services.
Governance
Cii is committed to demonstrating best in practice governance standards and has
invested considerably in developing and renewing its Board to ensure diversity of
expertise, background and experience.
People
Cii is committed to delivering on our organisational values of leadership,
collaboration and excellence, we strive to lead by example. While small in scale, we
work on creating an environment where innovation, learning, diversity and change
are supported. Development opportunities are identified where possible and we are
grateful to our Board and members in supporting our people development agenda.
We are outcome and performance focused.
12STRATEGY 2020 - 2022
Operational Excellence
A continuous improvement approach to HR and IT practices is in place.
Cii’s office aligns with our growth ambition and provides a more open and
creative environment.
Aligned Activity
Adoption of new in technology solutions – CRM tool to streamline
•
and enhance member experience and engagement;
HR and performance managements processes;
•
• Professional development programme to identify skills gap to deliver
objectives.
Risks
It is recognised that the sector is particularly vulnerable to a number of
external threats, many of which are outside the control of Cii and the sector,
these include but are not limited to:
• Financial crash – reduction in Government and donor funding and the
potential impact on member organisations
• Ability to access new grant funding to enable the delivery of
strategic goals
Governance scandal – a further eroding of public confidence and trust
•
Change in political landscape/policy
•
EU regulation changes
•
• Post-Brexit recession
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