Scotland's Sectarianism Problem: Irish Answers?

A series of developments during the 2010–11 football season has led to an intense public debate over the question of the nature and extent of religious sectarianism in Scotland. The Scottish National Party (SNP) government has responded with a new piece of legislation which has been widely criticised and has prompted some commentators to speculate about a political ‘own goal’. This article provides a guide to the debate around sectarianism and its historical and political dimensions. It also suggests that the Irish roots of the problem in Scotland should be properly acknowledged, and that a possible way forward could involve cooperation between Scotland, Northern Ireland and the Republic of Ireland within the structures and procedures of the British–Irish Council (BIC).     

THE SOCIAL FUND AS AN EXERCISE IN RESOURCE ALLOCATION

The social fund is the latest attempt to cope with the exceptional needs sometimes experienced by people in receipt of social assistance. It is also the first occasion when resource allocation decisions have been located centre-stage in a policy area that, hitherto, has been primarily demand-led. The social fund, which is eventually to be cash-limited, is allocated between over 400 Department of Social Security ( dss ; formerly Department of Health and Social Security, dhss ) local offices. The article describes how the 1988/9 budget was fixed and allocated between local offices, considers some of the problems that policymakers faced when devising the allocation criteria and examines the territorial redistribution inherent in the chosen strategy and which may or may not have been intended.     

STRONG STATE OR WEAK STATE IN FOREIGN POLICY? THE CONTRADICTIONS OF CONSERVATIVE LIBERALISM, 1979–1987

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Reforming the public sector for leaner government and improved performance: The New Zealand experience

Over the 10 year period from 1984 to 1994 New Zealand has gone through an intense period of restructuring, both of the public sector and of the wider economy. In the process New Zealand has been transformed from a highly protected and regulated economy with a range of intrusive and expensive interventions, to an open and deregulated economy with an efficient and leaned down public sector. The article presents the “New Zealand experience” in restructuring, not necessarily as an example to be copied but as a benchmark to be used in examining the most appropriate restructuring to apply in other circumstances. The stages in the reform are described and the three key success factors set out. One of the key factors is the establishment of a set of clear principles which are then applied with determination. The principles developed in the New Zealand context are set out. The article examines the restructuring of the science sector in New Zealand as one case study; in part because of the author's personal involvement but also because it is a particularly complete example. Areas where work remains to be done are identified including the reforms in education and health and the need for collective action across government. Finally lessons to emerge from the New Zealand experience are discussed. These include especially putting time into fully understanding market characteristics before a market oriented reform is started, carrying reforms through to their conclusion rather than stopping partway, and establishing clear principles to guide the reform process.     

STRATEGY,STRUCTURE AND PROCESS IN THE PUBLIC SECTOR: A TEST OF THE MILES AND SNOW MODEL

We present a comprehensive empirical application of the Miles and Snow (1978) model of organizational strategy, structure and process to the public sector. We refine the model by distinguishing between strategy formulation and implementation, and applying it to 90 public service organizations. Although the empirical evidence shows that organizational strategies fit the Miles and Snow categories of prospector, defender and reactor, the relationship between these strategies and organizational structures (for example, centralization) and processes (for example, planning) is less consistent with their model. Conclusions are drawn for public management theory and practice.