Thursday May 23rd, 10.05am-10.55am
In this free webinar for nonprofit organisations, we will discuss:
- Deciding when to take on your first staff member
- Preparing to become an employer
- Managing expectations of board members and volunteers when taking on the first staff member
- Setting boundaries as a nonprofit’s first staff member
Our panel of experts tackling this issue include:
- Donna McGaharan: HR Services Manager with Adare Trusted People Partners (Previously Adare HR Management).
Donna is an experienced Human Resources practitioner advising and supporting a wide variety of organisations across the private, not for profit and public sector. Her role is to provide oversight of the HR Partnership Programme services provided to clients across a wide range of sectors by the team of consultants within Adare Trusted People Partners. - Ciarán Davis: Director of Crohn’s & Colitis Ireland.
Ciarán has been a Director of Crohn’s & Colitis Ireland since 2007 and served as Honorary Secretary from 2011 to 2019. During this period, the organisation expanded from being entirely led by volunteers to employing 2 staff members. - Derek O’Reilly: Training Manager at Carmichael.
Derek has been Training Manager at Carmichael since 2008. Previously, he was employed in an international aid organisation as their first CEO.
There will be a Q&A at the end.
Statement from CEO Diarmaid Ó Corrbuí
I am delighted to be launching Carmichael’s 2023 Annual Report.
The publication of the organisation’s annual report is a very important event. It is the organisation’s accountability statement to its stakeholders, its funders, staff, volunteers, service users, supports, regulators and the wider public.
The 2023 Annual Report sets out our purpose, strategic objectives, services, governance arrangements, our funding sources and what we did with those funds and resources in delivering on our purpose, our objectives and targets set in our strategic plan.
There are a lot of achievements by the Carmichael team in 2023 that I am very proud of. These include;
- Carmichael was home to 44 different nonprofit organisations.
- 3,679 people were supported through our training and support services. In 2023, we expanded our range of training programmes and eLearning modules. We also saw growing demand for our board evaluation and governance review services.
- Our mentoring programme continues to go from strength to strength. In 2023 we had a record number of 53 CEOs and managers of nonprofit organisations that were assigned a mentor under the programme which is delivered free of charge thanks to the pro bono support of our 60+ mentors.
- We provided 189 informal supports/guidance to 871 people from 271 organisations and networks.
- We had 833 meeting room bookings and with the appointment of our new chef, Jeff we have substantially enhanced our catering offer for meetings.
- We had 134 entries and more than 200 people attended our 2023 Good Governance Awards event.
- In partnership with TU Dublin, we were delighted to launch the Certified Charity Trustee programme which we will be running again in 2024.
Like many nonprofits, 2023 was not all plain sailing and we experienced higher staff and operating costs in 2023. The board also made the strategic decision to significantly enhance our communications capacity by creating a new post of Communications Officer. We also had some building issues which meant that some of our meeting rooms and offices we not available. The net effect of these was that we incurred an overall deficit of €78,000 which will be funded from our reserves.
Overall, it was a very strong year for the delivery of our services and meeting our strategic targets, but our expenditure was greater than the income we were earning and received from our statutory funders. Our challenge for 2024 is to continue to grow and expand our services and carefully manage our expenditure to reduce the size of our operating deficit and work to a breakeven position in 2025.
I want to thank the Board of Carmichael for their supportive guidance and governance oversight. A big thank you to the team in Carmichael, our staff and volunteers and all those who support us with the Good Governance Awards and the mentoring programme, our funders and supporters and especially, the thousands of people from the sector that use our services and supports every year.
Diarmaid Ó Corrbuí
CEO
Carmichael
4 North Brunswick Street, Dublin, D07 RHA8
Tel: 01 873 5702
Carmichael and The Wheel’s Training Links Programme
Training Links funds and supports networks of community and voluntary organisations to undertake training together. Applications for funding for Training Links 2024 – 2026 is now open. Closing date is May 17th. Training Networks are invited to apply for grants ranging from €10,000.00 to €50,000.00. There is a total fund of €255,000 available and applications are welcome from new, existing, previously funded networks who have completed their programme or previously unsuccessful networks. See here for more information.
If you are looking for a training partner, Carmichael can develop and deliver customised training on behalf of your network. Please contact derekoreilly@carmichaelireland.ie for further details.
If you would like to join the mailing list, sign up here.
Read the latest February 2025 dilemma here.
For an example of a previous Governance Dilemma, see below:
Governance Dilemma
Henry chairs a charity and usually finds it a gratifying experience. Recently the charity has been through hard times as the government ceased funding some activities although the community still needs them. Henry and his board worked hard to develop new income streams to support continuing the company’s work. They achieved some success, but not enough to avoid having to discontinue some work and reduce headcount. All directors regretted having to make long-serving and loyal staff redundant. However, they had to find a balance of activity and income that would be sustainable; this was a necessary part of the strategy for success. One director was vehemently opposed to the changes, preferring to run at a loss, eat into reserves, and hope for a change of heart from the government. When it was clear that this director would never agree, Henry took the matter to a vote and the cuts were approved with only one dissenter. Henry reminded the board that board decisions were ‘board decisions’ and all agreed that they would publicly support the approved course of action.
Since then the CEO has complained to Henry that the dissenting director has spoken to staff suggesting they ‘lawyer up’ to protect themselves from redundancies, oppose the closure of the unsustainable activities, and start a Facebook campaign to ‘shame the government into resuming funding’. Henry has also heard from friends that his dissenter is complaining publicly about the decision even though board policy is that the CEO or Chair are the two authorised spokesmen.
How can Henry handle this dissident director?
Senan Turnbull’s Response:
Matters have gotten seriously out-of-hand with the dissenting director and the actions Henry should undertake might not limit the damage caused by the director acting in the way they have.
All Boards should have a detailed Code of Conduct including elements such as conflicts of interest and loyalty, confidentiality and collective responsibility for Board decisions. This should be explained in induction training, signed by all directors and as he did in this particular emphasised at the end of what clearly was a divided meeting, by Henry.
At this stage Henry should seek a one-to-one with the director to remind them of their responsibilities to the company and ask that they desist from breaching the Code further.
If the director apologises for their actions and indicates that they will attempt to put things right then all might be well, but with probably some residual negative impact. Henry might subsequently decide, notwithstanding such an agreement with the director, that he has no confidence in them and he might seek their removal as director.
However, if the director refuses to rein in their approach, Henry would have no option but to invoke the clause which exists in most constitutions to ask the Board to remove the director provided that is done in accordance with the constitution, the laws of natural justice and fair procedures. This will be difficult and maybe divisive but the better interests of the organisation would require it to be done.
Boards can only be successful in leading and overseeing the work of their organisations if all directors and others in critical positions work within the agreed structures, policies and procedures the Board has adopted. When any director, member of staff or other volunteer deliberately goes outside the agreed processes there will always be negative consequences for an organisation’s reputation and impact. Thankfully few organisations encounter wilful actions like this director has engaged in. The more usual challenge is under-performance which chairs should be equally diligent in challenging.
Monika Vikander-Hegarty’s Response:
Henry, the board, and the organisation are navigating a challenging period, making sensitivity to how the new strategy is impacting on staff essential.
Given this context, Henry, as chair, must take immediate action to investigate the CEO’s complaint. Review any relevant documents, processes, policies of the organisation which should be followed. Below I have outlined a general overview of how a process could work.
Initiate an Investigation: Invite the director in question to a face-to-face meeting with the chair at the earliest opportunity.
Conduct the Meeting: Outline the information presented. Ask the director to comment, share their thoughts, and provide relevant details. Ascertain what was said, and to whom/how many for necessary follow-up actions.
Discuss the Code of Conduct: After listening to the director refer to the relevant parts of the Code of Conduct for board directors/trustees. Highlight expected standards of behaviour, these could be:
- Responsibility to act in the organisation’s best interests.
- Shared responsibility for board decisions.
- Promotion and preservation of confidentiality regarding sensitive matters.
- Respect for management processes concerning staff communications.
- Adherence to the spokesperson policy.
Address Breaches: If the director has breached the ‘Code of Conduct’, issue a formal warning specifying the behaviour, and outline consequences for further breaches, including an assessment of their suitability for the role and their potential tenure as a director/trustee being terminated. Obtain the director’s assurance and commitment to adhere to the code going forward.
Document the Meeting: Keep notes and share them with the director via email.
Seek Legal Advice: Given the serious nature of the complaint, it may be appropriate to seek legal advice ahead of the meeting.
By following these steps, Henry can ensure a thorough and fair investigation of the CEO’s complaint, reinforcing the expected standards of behaviour and maintaining the board’s integrity. In the following months bring the board through a session that reaffirms their commitment to the Code of Conduct for charity trustees/directors.
| Mairead O’Connor’s Response:
This is a very painful and difficult time for everyone involved in the organisation. It’s natural that the chair and the board will feel betrayed and hurt by what they have heard about the director’s actions. It is necessary to understand the context. Is this an isolated incident? If, up to now, this person has worked well as part of the team of directors, then the chair should consider all opportunities within his power for rectifying the relationship. Many directors will join a board because they have a personal stake in the cause. While these perspectives are hugely valuable on a board, it’s vital to establish clarity around the role that directors play in the organisation and the legal duties of the board. In very challenging situations, confusion over where the lines are between personal passion and legal duties can have hugely detrimental effects. Rather than rely on hearsay, the chair should arrange a meeting with the director to establish what exactly has been said by them to staff and others. A qualified independent mediator may be worth engaging. If it is established that the director has broken the confidentiality of the board and acted beyond their role and remit, Henry should be ready to refer to the board code of conduct and other policies which guide director behaviour. If the director agrees they cannot continue to behave in this way, and recommit to the trustee code of conduct, then maintaining the relationship with the director, and recruiting them to the business of rebuilding the organisation, is the best outcome. However if the situation cannot be resolved and the person persists with the current behaviour this may be breach of the code of conduct and the director Regarding the wider difficulties of the organisation, the absolute need for transparency and accountability is key. In the absence of regular clear updates, misunderstandings and conflict will be exacerbated. Trust will already have been lost in this situation. A clear communications plan for all stakeholders should be adopted so that the organisation is, and is seen to be, proactive in sharing information. |
We’ve launched our new interactive quiz for charity trustees to test their knowledge.
It only takes 3 minutes to complete. Find it here.
Share with your fellow trustees and see how you score.
To improve your knowledge consider one of our training courses or eLearning courses.
All Island Conference ‘Collaboration and Transformation’.
Date: February 25th 2025
Location: Draíocht, Blanchardstown, Dublin 15, D15 RYX6
Calling all Community, Voluntary and Social Enterprise representatives across Ireland!
Join us along with Development Trusts NI (DTNI) at our All Island Conference ‘Collaboration and Transformation’ which explores the challenges and opportunities of civic organisations across our island.
🔹 Engage with inspiring speakers
🔹 Network with like-minded visionaries
🔹 Discover innovative opportunities for our communities through our key findings and recommendations
Book your FREE place here to avoid disappointment!
See the line up for the conference here.
This conference is a culmination of the Shared Island Civic Society Fund project that DTNI are delivering with Carmichael, working with representatives from community organisations from across Northern Ireland and the Republic of Ireland.
The project is funded by the Government of Ireland.
Free coaching, mentoring and peer support for leaders in the nonprofit sector.
Carmichael is delighted to announce the relaunch of the Mentoring Programme for 2024.
The programme began in 2013, when our initial panel of 14 pro bono mentors supported 16 nonprofit leaders. We now have more than 50 mentors on our panel and support more than 50 nonprofit leaders per year. Since the programme’s inception, 247 nonprofit leaders from 143 nonprofit organisations have participated.
Interested in mentorship?
The updated programme brings in more structure to the mentoring process and, as well as continuing to provide mentoring and coaching, we are introducing a peer support network for those who complete the programme to continue the benefits of having a sounding board outside of your own organisation. To apply for mentorship, see our website. The next round is open for applicants until February 12th.
Interested in becoming a mentor?
We can only continue to meet this rising demand for mentoring if suitable individuals continue to step forward and volunteer to become mentors.
Are you a current or former leader in a nonprofit? This could mean leading the entire organisation, a department or a team or volunteers.
When you first stepped into that leadership role, could you have benefited from more support?
Knowing what you know now, could you offer some support to someone starting their leadership journey, or facing a new challenge as an experienced leader?
We would love to hear from those with experience in the nonprofit sector who are interested in getting involved. See our website or contact roisin@carmichaelireland.ie for more information.
This programme is kindly sponsored by BHP Insurances.
In collaboration with The Wheel, Carmichael are pleased to announce a new National Training Fund Programme for 2024. The National Training Fund is funded through the Department of Further and Higher Education, Research, Innovation and Science. There is a range of different programmes to support small to medium sized organisations.
NTF Annual Report Support Programme 2024– Fully booked
NTF Impact Management Support 2024– Fully booked
NTF Succession Planning – Online 08/03/2024 or 19/07/2024
NTF Leadership Programme September 2024: Effective Leadership & Management of Teams
NTF Diversity & Inclusion Programme: Embracing Diversity, Encouraging Inclusion-April/May 2024
NTF Leaders, Managers and Management Teams -Fully booked
NTF Enhance Coaching Skills for Greater Collaboration – In-person 05/07/2024-Fully booked
NTF Bullying Complaints – Guidelines for Investigation – 26/07/2024 (In-person workshop)
If you have any questions, feel free to email training@carmichaelireland.ie.
This NTF programmes are aimed at Charities/Community Groups/Voluntary Organisations/Social Enterprises in the Republic of Ireland.
The funding for the provision of these services comes from the National Training Fund administered by the Department of Further and Higher Education, Research Innovation and Science. There is a nominal charge by way of a contribution.
- Governance & Risk
- Finance
- Training, Client Services and Strategy
Candidates should also have a very good understanding of and interest in the nonprofit sector.
Time Commitment
There are currently 12 members on the Board of Carmichael with six due to retire at the upcoming June AGM. As the Board is currently at its maximum number of members (12), the successful candidate for this role will be invited to join a Board committee from March 2024 with the intention of filling a Board vacancy which will be created on the Board in June.
The board meets around 7 times a year. Board meetings are normally held online with at least two meetings per year held in-person in Carmichael House, North Brunswick Street, Dublin 7 from 5pm-7pm on a Tuesday.
The new board member would also be required to be a member of one of the Board’s subcommittees. The estimated time commitment of the board member is 8-10 hours per month.
The initial term of office for Carmichael Board members is 3 years, with an opportunity to serve a second 3-year term subject to Board approval.
To apply
Apply as outlined in the role descriptions below before January 14th 2024.
- Board Member (Trustee & Director) with Governance and Risk Experience
- Board Member (Trustee & Director) with Finance Experience
- Board Member (Trustee & Director) with Strategy, Training and Client Services Experience
For more information on these board vacancies or Carmichael, please contact the Services Manager, Róisín McGuigan, at roisin@carmichaelireland.ie.
We will be taking a break over Christmas and the New Year.
We will close on Thursday 21st December and be back open on Tuesday January 2nd 2024.
It will not be possible to book meeting rooms while the centre is closed.
If you need anything from us before then please get in touch.