© ML Rhodes, Trinity College Dublin Implementing social policy in the non-profit sector: housing in Ireland, north and south Mary Lee Rhodes Centre for Non-profit Management 5 September

© ML Rhodes, Trinity College Dublin The rise of ‘New Public Management’ Cost drivers: rising cost of public service (Ireland: 22% to 40%, 1950 to 1990)* Quality drivers: unresponsive bureaucracies, lack of innovation, minimal customer choice, low level of customer service *source: OECD Annual statistics, Foster & Plowden 1996

© ML Rhodes, Trinity College Dublin NPM reforms in Republic of Ireland Decentralisation: SMI, Better Local Government Privatisation: Eircom, public-private partnerships, non-profit & private sector as providers of public infrastructure and services (NDP) ‘Managerialism’: SMI, Delivering Better Government, VFM audits, Customer Charter Initiative

© ML Rhodes, Trinity College Dublin One effect: mixed delivery ‘systems’ Policy Implementation by government agencies Policy Public Private Non-profit NPM Pre-NPM

© ML Rhodes, Trinity College Dublin Social housing additions Republic of IrelandNorthern Ireland

© ML Rhodes, Trinity College Dublin Organisations are not created equal Public Non- ProfitPrivate Objectives Statutory requirements ‘Mission’Positioning for maximising profit Management Structure Civil service hierarchy Founder’s / leader’s influence Contingent on strategy Resources Provided by government Mixed: govt, volunteers, contrib., market Access via market Perform. measures Targets achieved Stakeholder satisfaction Profit Non-statutory bodies define ‘environment’

© ML Rhodes, Trinity College Dublin Question? If policy is to be implemented via non-profit organisations – what are the implications of the different strategic framework(s) under which these organisations operate? Findings based on study

© ML Rhodes, Trinity College Dublin Public policy is main environmental influence* ROI: Policy environment friendly, funding growing, high demand for social housing, low level of regulation, land availability and LA relationships only concerns NI: Policy environment uncertain, NI Executive shifting focus to services, heavy regulatory burden, decreasing demand, mixed funding a ‘mixed blessing’ *source: Mullins, Rhodes & Williamson 2003

© ML Rhodes, Trinity College Dublin Objectives can be unpredictable** ROI: ~330 orgs.*, 80/20 split between housing and social service as primary objective, wide range of services provided, community groups and S.E.s are main founders, voluntary giving way to ‘social entrepreneur’ identity NI: 38 orgs.*, housing as core objective is req’d for registration, majority founded as result of 1976 legislation, looking to expand in ROI, voluntary identity important but business efficiency key *figures as of year-end 2001 **source: Mullins, Rhodes & Williamson 2003

© ML Rhodes, Trinity College Dublin Management structure varies with size and ? ROI: Generally executive-led, small ‘corporate’ functions, but often strong ‘local’ management – either in developments/ co- ops or regional structure, informal planning, large volunteer/ FAS/CES presence NI: May be board or executive led, larger organisations tending towards exec-led structure, subcommittee and/or functional structures prevalent, formal planning, few volunteers, partnerships with other orgs.

© ML Rhodes, Trinity College Dublin Organisational resources in short supply in ROI* ROI: Key issues are resources: land, staff (development and financial management), leadership and organisational development; networks seen as key enabler, LA ‘attitude’ is crucial NI: Resources less of a problem, financial reserves and expertise in management and development are strengths, land availability is an issue in some locations, private funding low *source: Mullins, Rhodes & Williamson 2003

© ML Rhodes, Trinity College Dublin Performance measured formally in NI only* ROI: if limited company, must submit annual accounts to companies office, status of scheme completion to LAs to receive funding NI: Annual performance reports to DSD, regular reports to NIHE re: allocations and building programme, subject to NI Audit Office and Equality Commission *source: Mullins, Rhodes & Williamson 2003

© ML Rhodes, Trinity College Dublin Implications for policy and service delivery Government policy can ‘create’/facilitate voluntary sector – but in its own image? Innovation / excellence in service delivery may benefit through ‘letting a thousand flowers bloom’ Resource acquisition and retention are crucial in non-profit sector Performance measurement tools is costly – benefits? Unclear if / where there are cost savings