Once held up as a 'poster child' for untrammeled capitalist globalisation, the Irish Republic has more recently come to represent a cautionary tale for those tempted to tread the same neoliberal path. The crash in the world economy had especially grave repercussions for Ireland, and a series of austerity measures has seen the country endure the most substantial 'adjustment' ever experienced in a developed society during peacetime. This book delineates the reactionary course that Ireland has followed since the ignominious demise of the Celtic Tiger. It argues that the forces of neoliberalism have employed the economic crisis they caused to advance policies that are in their own narrow interests, and that the host of regressive measures imposed since the onset of global recession has fundamentally restructured Irish society. The book discusses the mechanisms by which finance in Ireland sustains and reproduces itself, in particular how it was able to protect itself during the 2008 crisis. Property was at the centre of the second phase of the Celtic Tiger boom after US investment in manufacturing began to decline, leading to the Irish economic crash. The years since the onset of the recession in Ireland in 2008 have been characterised not by passivity and quietism but by extreme violence. In December 2009 as part of the first wave of austerity, the Community Development Project was informed that the Department of Community, Rural and Gaeltacht Affairs proposed not to continue funding the project beyond the end of 2009.
responsibility of the DepartmentofCommunity and Local Government (from 2006). The department has nine regional offices to assist its work throughout the country.
Moran , M . ( 2005 ) Politics and Governance in the UK , Palgrave .
Jones , B ., et al . ( 2007 ) Politics UK ( 6th edition ), Pearson : chapter 22.
Kavanagh , D ., et al . ( 2006 ) British Politics ( 5th edition ), Oxford University Press : chapter 15.
Kingdom , J . ( 2003 ) Government and Politics in Britain: An Introduction ( 3rd edition
Executive; FÁS; and
the DepartmentsofCommunity, Rural and Gaeltacht Affairs; Education and
Science; and Health and Children’ (2008b: 11). The establishment of such
networks between statutory agencies reflects the increasing pace at which
the state is becoming governmentalised. This represents a major sea change
in juvenile justice policy with the state taking centre stage, a space formerly
occupied by religious and voluntary organisations for most of the twentieth century. The publication of the National Youth Justice Strategy, like the
establishment of the Office of
future. This emphasis on the ability to know, and to intervene upon,
fire in anticipation of its occurrence represents a substantial shift in
the wider operational and organisational priorities of the FRS, one
which has been witnessed since the start of the twenty-first century
(DepartmentofCommunities and Local Government 2012 ). Since the Fire and Rescue Services Act of 2004, the FRS
strategic approach to governing fire has
[distributor], 13 October 1988, SN: 2218.
Cox, B. D. (1995), University of Cambridge DepartmentofCommunity Medicine,
Health and Lifestyle Survey: seven-year follow-up, 1991–92 (HALS 2) [computer
file], Colchester, The Data Archive [distributor], 30 January 1995, SN: 3279.
Cyert, R. M., and March, J. G. (1963), A Behavioural Theory of the Firm, Cambridge,
Hodgson, G. M. (n.d.), ‘Notes on Habits, Institutions and Evolution’, Judge Institute
of Management Studies, University of Cambridge (mimeo).
Hodgson, G. M. (1997), ‘The ubiquity of habits and rules’, Cambridge
evidence reveals a complex and sometimes contradictory
Research published by the Power Inquiry, the Economic and Social
Research Council (ESRC)-funded Citizen Audit of Britain and the
DepartmentofCommunities and Local Government (CLG) Citizenship
Survey, highlights the myriad of political activity (much of it considered
outside the formal realm) at both local and national level in Britain. Work
by the Joseph Rowntree Trust (JRT) in a case study of two northern towns
presents a somewhat mixed picture, but it too highlights the range of activity taking place at
from time to time. Specific attention to women was through the DepartmentofCommunity Development, which worked through a network of Community Development Clubs, descending to
grassroots levels. Through Community Centres, mainly at
county and sometimes sub-county levels, women were
trained in traditional women-related skills: basic hygiene,
good nutrition, skills in production of better handicrafts
and, sometimes, adult literacy. With the decline of the Ugandan economy and civil strife in the 1970s and early 1980s,
the Community Centres lacked finances, became run
, but it also
serves to promote Ireland and Irish-mindedness. Ciste na Gaeilge of the Irish
DepartmentofCommunity, Rural and Gaeltacht Affairs is a fund which
supports the teaching of Irish at third institutions outside of Ireland. Students
sit the TEG (European Certificate) examinations upon completing the course,
and the most successful students are provided with scholarships to intensive
summer courses in Carraroe, Co. Galway. A different type of scheme is that
run by the Aisling Return to Ireland Project, financed under the Emigrant
Support Programme, which
The Community Workers’ Co-operative
as later reflected in the CWC’s own review, control of RAPID was split and
shunted between three line departments before settling in the DepartmentofCommunity, Rural and Gaeltacht Affairs (DCRAGA), and the oversight structures were very complicated.19 In contrast to this the CWC model had sought
devolution of budgets to the community sector, stating: ‘Budgets should be made
available to independent national community work organisations such as the
Community Workers’ Co-op, to build community capacity and
iterations of Prevent, there was no clear operational distinction between the integration and cohesion roles of the DepartmentofCommunity and Local Government. One senior civil servant interviewee from the Office for Security and Counter Terrorism admits in O’Toole et al.’s study that, ‘Because we arrived in a rather security-like way with a very determined delivery plan, occasionally people were just run off the court. They didn’t have as much money. They didn’t, frankly, have as much drive. They didn’t quite know what they were doing. And it was hard. So what happened