i. The civil and public service refers to the career personnel in the public sector. The civil service refers to those employed within central government departments (civil servants), whereas the public service refers to a wider array of personnel; for example, teachers and local government officials employed in public administration.
ii. The term Celtic Tiger is an analogy to the reference “East Asian Tigers” applied to South Korea, Singapore, Hong Kong, Taiwan, and other countries of East Asia dur- ing their period of rapid growth in the 1980s and 1990s.
iii. In an Irish context “clientelism” refers to the nature of the way in which Irish parlia- mentarians or Teachtaí Dála (TD) undertake their constituency work. TDs person- ally keep in touch with the people who elect them at the local level, looking after the interests of the constituency in general and undertaking representations and services for individual constituents.
iv. The doctrine of ultra vires applied to local government up to 1991. A local authority had to be able to adduce legal authority for its actions. If a local authority purported to do something in exercise of its powers but was acting beyond the powers, it was said to be acting ultra vires and could be restrained by the High Court. To overcome this restriction, a general competence provision was introduced, the Local Govern- ment Act of 2001, section 66.
v. The Treaty of Nice 2000 focused on the institutional reform necessary for the 2004 enlargement of 10 additional members to the EU. On 7 June 2001, a referendum was held to approve the Nice Treaty in Ireland but was defeated by voters 46.1 percent to 53.9 percent. A second referendum was held on 19 October 2002 and was passed by voters 62.9 percent to 37.1 percent.
vi. The “structural funds” are grants administered by the European Commission to help fund measures or projects within the EU having common objectives. The greater share of these funds is directed to less-developed regions in the EU.
vii. The National Development Plan is the title given to the strategic objectives for the development of a scheme of organized expenditure on national infrastructure and services.
viii. Tripartite agreements, or “tripartism,” reflect agreement between government and representatives of trade unions and businesses. The modernization of the Irish econ- omy from the early 1960s included elements of tripartism in Irish public institutions and policy.
ix. Social partnership reflects an approach to government where interest groups outside of elected representatives play an active role in decision making on public policy making and strategic economic objectives. It takes the form of tripartite periodical agreements that initiated with the Programme for National Recovery in 1987.
x. A three-week dispute centered around the company’s actions in secretly importing replacement crews from the Baltic states to substitute unionized workers with agency workers paid less than the minimum wage. This created fears that Irish labor standards were being significantly undermined by processes of migration and globalization.
xi. Controversy over this issue has arisen following reform measures in several coun- tries to sharpen the policy and operations dichotomy. Examples include questions concerning a minister’s responsibility for administrative errors arising from serious prison escapes in the United Kingdom, and the “Cave Creek” tragedy in New Zea- land where a viewing platform built by the Department of Conservation collapsed, killing 14 people. Similar questions arose in Ireland in the context of a fiasco where nursing home residents were illegally charged over a period of 28 years.
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2. Central Statistics Office, Census 2006 Preliminary Report, Government Stationery Office, Dublin, 2006.
3. Ibid.
4. Health Consumer Powerhouse, European Health Consumer Index, Health Consumer Powerhouse, Brussels, 2006.
5. MORI, Trust in Public Institutions: A Preliminary Report 2004, 2005, www.mori.
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6. Pollitt, C. and Bouckaert, G., Public Management Reform: A Comparative Analysis, 2nd ed., Oxford University Press, Oxford, 2004.
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10. Connaughton, B., Reform of politico-administrative relations in the Irish system:
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11. Ibid.
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13. Dunne, J., The politics of institutional reform in Ireland: Lessons of the 1982–87 government, Irish Political Studies, 4, 1, 1989.
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21. Adshead, M., Europeanization and changing patterns of governance in Ireland, Pub- lic Administration, 83, 159, 2005.
22. Rees, N., Quinn, B., and Connaughton, B., The challenge of multi-level governance and Europeanization in Ireland, in Adapting to EU Multi-Level Governance—Regional and Environmental Policies in Cohesion and CEE Countries, Paraskevopoulos, C. J., Panagiotis, G., and Rees, N., Eds., Ashgate, Aldershot, 2006, 53–78.
23. Hardiman, N., Partnership and Politics—How Embedded Is Social Partnership? Geary Discussion Papers Series, UCD, Dublin, 8, 2005.
24. Carey, K., Policy tool options for a regional government, in The Economy of Ireland:
National and Sectoral Policy Issues, 9th ed., O’Hagan, J. and Newman, C., Eds., Dub- lin, Gill and Macmillan, 2005, 48–73.
25. Hardiman, N., Partnership and Politics—How Embedded Is Social Partnership? Geary Discussion Papers Series, UCD, Dublin, 8, 2005.
26. House, J. D. and McGrath, K., Innovative governance and development in the new Ireland: Social partnership and the integrated approach, Governance: An International Journal of Policy, Administration and Institutions, 17, 29, 2004.
27. Public Service Modernization Division, Department of Finance, 2006, www.finance.
gov.ie.
28. Hardiman, N., Partnership and Politics—How Embedded Is Social Partnership? Geary Discussion Papers Series, UCD, Dublin, 8, 2005, 18.
29. House, J. D. and McGrath, K., Innovative governance and development in the new Ireland: Social partnership and the integrated approach, Governance: An International Journal of Policy, Administration and Institutions, 17, 29, 2004.
30. Ibid.
31. Allen, K., The Myth of the Celtic Tiger, Manchester University Press, Manchester, 2000; see also Allen, K., Basic imbalance between two parties claiming to be part- ners, Irish Times, 21 June 2006.
32. Carey, K., Policy tool options for a regional government, in The Economy of Ireland:
National and Sectoral Policy Issues, 9th ed., O’Hagan, J. and Newman, C., Eds., Gill and Macmillan, Dublin, 2005, 48–73.
33. Government of Ireland, Delivering Better Government: A Programme of Change for the Irish Civil Service, Second Report of the Coordinating Group of Secretaries, Statio- nery Office, Dublin, 1996.
34. Peters, B. G. and Pierre, J., Eds., Introduction, Politicians, Bureaucrats and Adminis- trative Reform, Routledge, London, 2001, 2–3.
35. PA Consulting Group, Evaluation of the Strategic Management Initiative, PA Consult- ing, Dublin, 2002.
36. Ibid., 4.
37. House, J. D. and McGrath, K., Innovative governance and development in the new Ireland: Social partnership and the integrated approach, Governance: An International Journal of Policy, Administration and Institutions, 17, 29, 2004.
38. Pollitt, C. and Bouckaert, G., Public Management Reform: A Comparative Analysis, 2nd ed., Oxford University Press, Oxford, 2004, 100.
39. Ibid.
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