Abstract The creation of Intreo as a one-stop shop for jobseekers in Ireland occurred during the financial and sovereign debt crisis period of 2010–16. The organisational merger was the product of an extensive programme of successful administrative reorganisation and service integration that deserves attention. This article begins with an overview of the policy to merge insurance-based unemployment benefit, discretionary social welfare payments and labour market activation measures, as well as the various political and institutional rationales that led to this development. Drawing on the special issue framework concerning how the interaction of ideology, institutions and interests comes into play during policy change, we consider the contextual factors that facilitated the rapid implementation of the programme and its overall successful execution. Whilst focusing on the success, we also critically point out the inhibitors in the implementation chain, some of which predated the crisis, as well as problems during the implementation process, such as delays in the national rollout and back-office supports. We identify the main contributing factors for successful implementation of a one-stop shop for activation and unemployment services as (a) a high problem pressure, (b) a small and agile implementation team, (c) changing labour relations (e.g. binding arbitration, weakened unions) and (d) a modern communication strategy.

中文翻译：

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困难时期的公共服务整合：合并失业救济和劳动力市场激活措施

摘要 Intreo 作为爱尔兰求职者的一站式服务点的创建发生在 2010-16 年的金融和主权债务危机期间。组织合并是一项成功的行政重组和服务整合的广泛计划的产物，值得关注。本文首先概述了合并基于保险的失业救济金、可自由支配的社会福利支付和劳动力市场激活措施的政策，以及导致这一发展的各种政治和制度理由。利用关于意识形态、制度和利益在政策变化过程中如何相互作用的特刊框架，我们考虑了促进该计划快速实施及其整体成功执行的背景因素。在关注成功的同时，我们也批判性地指出了实施链中的阻碍因素，其中一些早于危机，以及实施过程中的问题，例如全国推广和后台支持的延迟。我们将成功实施一站式激活和失业服务的主要因素确定为 (a) 高问题压力，(b) 小而灵活的实施团队，(c) 不断变化的劳资关系（例如具有约束力的仲裁，削弱工会）和 (d) 现代传播战略。