This report sets out the results of a survey of external stakeholders, to establish the views of key partners about Innisfree, its operations and performance. 29 representatives of key partner organisations participated by taking part in telephone interviews conducted by the consultant and Innisfree Board members during the period May to June 2008. The survey follows up a very similar and earlier exercise conducted in 2003.¹
The principal finding is that, as in the earlier survey, Innisfree is viewed extremely positively by the people and organisations with which it does business. Across several key areas it was rated either 'Good' or 'Excellent' by 100% of respondents which is remarkable for any size of association, and especially so for a smaller one operating in what is now a much tougher and more competitive environment than five years ago.
The Association is especially well regarded in the following areas:
1. Managing its relationship with key partner and stakeholder organisations;
2. Its professionalism and performance of its staff;
3. Its contribution to community cohesion;
4. Communicating its mission of assisting the Irish community, and knowledge of that community;
5. Partnership working where its key local authority and housing association partners rate highly its role in being proactive, sharing of responsibility and as a BME partner;
6. Its organised and co-ordinated approach to delivery of its business where it is overwhelming viewed as being planned, responsive, quietly confident and speedy to respond.
Performance is seen as generally good in the following areas:
1. Innovation;
2. Financial relationship management;
3. Tenant and resident involvement;²
4. Housing management;
5. Dealing with lettings;
6. Handling queries and complaints.
Areas where the ratings given are less good – but still satisfactory – are as follows.
1. Communication and information about its performance and governance;
2. Dealing with Anti-Social Behaviour (ASB);
3. As a Supporting People (SP) provider.
The Association's main strengths are viewed as:
1. Having a strong focus on the Irish community, serving its needs welland with cultural sensitivity, and championing its corner;
2. Being extremely well led with a knowledgeable, experienced,committed, stable and friendly staff team;
3. Strongly committed to partnership working, willing to engage in policy and strategy discussions, and to put time and effort into delivering partnership objectives;
4. Well organised, professional and very clear about its aims and objectives.
In terms of what Innisfree might achieve in the future the following are the main points mentioned:
1. Continue to grow maintaining the quality of its services and its role as a successful community based association;
2. Survive and retain its independence, acting as a model and champion for other small associations;
3. Innovate and diversify its business, providing a wider range of services to its existing and new client groups.
Potential future priorities for the Association are:
1. Continuing to deliver high quality services to its tenants and clients;
2. Keeping close to its LA partners helping to deliver on their key objectives, eg worklessness;
3. Continue to develop and grow in a planned way and to diversify its business;
4. Remaining financially viable and retaining its independence, acting as a model for BME and small associations.

1) Innisfree Stakeholder Survey Report September 2003 by Greg Campbell

2) This and the remaining questions on housing management, lettings and complaints were answered only by Local Authority respondents.