Gabriel O’Connell, CEO of Monaghan Integrated Development, retires this autumn and after 26 years working in the community and voluntary sector we thought – correctly – that he may have some wisdom to impart. He gave a fascinating interview to OWEN RYAN recently, including advice for people engaged in community development, for policy-makers and all who believe in the importance of community development.
Of interest, Gabriel does not see the need for commercial tendering for the services delivered by local development companies on behalf of the State. He also reveals his current reading, his liking for Clint Eastwood, and how his work influenced his own journey.

What are you reading at the moment or what social media do you use most?

Like many I am transfixed by the changing geopolitical landscape and the ever-changing machinations of the current American administration.

I am currently reading a broad range of social media posts by Jeffrey D. Sachs who is a world-renowned economics professor, bestselling author, innovative educator, and global leader in sustainable development. He has received 42 honorary doctorates.

I am looking forward to reading some more of his work including the three New York Times bestsellers: The End of Poverty, Common Wealth: Economics for a Crowded Planet, and The Price of Civilization.

 

What is the last film or series you saw that relates to your work/passions?

Gran Torino after a teenager tries to steal his prized 1972 Gran Torino, a disgruntled, prejudiced Korean War veteran (played by Clint Eastwood) seeks to redeem both the boy and himself.

I also have to admit to being a big science fiction fan. I love Star Wars.

 

Who do you most admire?

Martin Luther King Jr – as a visionary leader and advocate for equality who spearheaded the civil rights movement in America through political leadership and personal commitment to the cause of equality from 1955 until his assassination in 1968.

His commitment to peaceful protest on the long journey towards racial equality, often in the face of significant provocation, harassment and personal cost to himself and his family.

 

What are the top four issues in Ireland today?

Housing.

Inequality – too many young people don’t see a future for themselves.

Integration – global turmoil, wars and now economic isolationism and climate change are leading to significant numbers of people being displaced and needing to find new futures in far off lands.

Misinformation and disinformation. Misinformation is fake news that is created and spread as a result of a mistake – by someone who doesn’t realise that it’s false.

Disinformation is fake news that is created and spread deliberately – by someone who knows full well that it’s false.

 

Nationally we need more… (list four things):

Housing – off all kinds. This is now one of the biggest constraints to equality and growth.

Greater education around social media and the need for people to fact check sources.

Greater involvement of our young people in community development and in political life.

More proactive and urgent work towards Net Zero.

 

Nationally we need less… (list four things):

Political rhetoric around housing.

Misinformation and disinformation – very damaging for social cohesion and community.

Less young people being disenchanted with society and their future prospects.

Less backtracking on climate targets – everyone must do their bit.

 

What are the top two challenges for the coming year facing Monaghan Integrated Development?

Firstly, the current funding model does not best facilitate local innovation. Currently core management costs must be apportioned across every programme we deliver. This leads to significant workloads and inefficient use of staff time. Management of Local Development Companies nationally need to have core costs covered separately from programme funding. Government needs to directly fund core management costs, to encourage LDCs (Local Development Companies) to more freely pursue social innovation solutions within their communities and to unleash real bottom-up solution and opportunities.

Secondly, there can be a lack of integrated development planning at national level. There needs to be better synergy between policy at Department level for the Community and Voluntary sector, to minimise duplication.

Local Development Companies are well connected into the Department of Rural and Community Development and the Gaeltacht for community-led local development planning, but what about other departments?

I would add a third challenge. The move to tendering of the key programmes delivered by LDCs has been challenging. Personally, I don’t believe there is a need for commercial tendering in the services delivered by LDCs on behalf of the State.

LDCs have been acting an ‘extended arm of the State’ in delivering programmes in local communities on a non-profit basis for decades Tendering processes have stifled local partnership approaches – where key agencies feel reluctant collaborating in a competitive bid situation.

These tendering cycles make it very difficult to maintain key programme staff who experience significant job insecurity despite being employed with an LDC for many years or even decades.

Government must find another way to commission these community programmes that reflects the not-for-profit ethos of this work, and that promotes local partnership and collaborative approaches for the good of our communities.

 

What is the best thing that Monaghan Integrated Development has achieved in the past year?

I would be reluctant to point to one best I think, rather I’d point to the value of the Integrated Approach to service delivery in our work – this is often overlooked. Many people avail of a variety of our services on a pathway towards employment, self-employment, skills development and lifelong learning.

An example, an early school leaver often needs the confidence of a life coaching course to set them in the right direction, then further training towards a meaningful job through our Local Area Employment Service.

Likewise, our communities have been well supported over the years through programmes like LEADER, SICAP, Volunteer Centre, Tús and the Rural Social Scheme.

One hundred community and voluntary groups have workers placed with then from our Tús and RSS Over 150 dedicated people work on these schemes in our communities

 

What is the trait you most admire in other successful community groups?

Resilience and passion of boards and staff

 

What do you consider to be Monaghan Integrated Development’s most under rated virtue?

Despite periods of significant change and funding uncertainties – we still deliver. Our drive to achieve the very best outcomes for our communities is unwavering.

 

What’s next for Monaghan Integrated Development?

I hope more of the same – the work of MID was never more important for the county

Under a new CEO, with a very dedicated complement of staff and supportive Board, I believe the future is bright for the company.

We now have a broad range of programme activity, with a high level of synergy and complementarity.

 

How long are you with the organisation?

23 years and over 26 years in the sector

 

How and why did you become involved?

Like many community volunteers I found myself getting more and more involved in community and rural development, so much so that one day I realised that it would be very rewarding to apply my skillsets and interests to working in this sector.

The rest is history, as they say.

 

What difference has your involvement with MID made to you as a person?

I have genuinely enjoyed my time working in MID, it has been fulfilling.

It has given me a great opportunity to apply my skills and to lead a great team of passionate people in working to support growth and opportunity in county Monaghan.

In addition to a great group of staff, I must thank our Board and present Chairperson Mary Mullen, for their trust, support and willingness to roll up their sleeves and support me as CEO and my management team and staff.

 

How have things changed for Monaghan in your time at MID?

Quite a lot – in my early years we had much more hands on links with government departments – collaborating in programme delivery.

Under the reform of local government, there has been an increased focus on working with local partners in county councils. While this has yielded some benefits, a disconnect has emerged with policy making at departmental level and community work on the ground.

 

If you could change one thing about how the Government supports and funds the sector, what would it be?

There’s more than one I think, but I’d like to see the provision of core funding for management of LDCs, encouraging more social innovation in our activities – allowing us to respond more proactively to local needs.

I also think there may be an opportunity for greater linkages for LDCs with Regional Assemblies. Many LDCs are accessing European funding to complement their core programme activities and funds. But much of this great work goes under the radar with little policy learning.

More strategic links with the assemblies and LDCs would provide greater opportunities for EU funding in a more structured and effective manner.

 

What motivates you?

Seeing people progress in work and life is my main motivation.