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Tusla - Child and Family Agency
Strategic Initiatives
Presentation for the Joint Committee on Health and Children
25th September 2014
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Contents
Page No
Opening Statement by Gordon Jeyes, Chief Executive
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Appendices
Appendix I
Appendix II
Appendix III
Appendix IV
Appendix V
Appendix VI
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34
37
Summary Budget
Principal Service Activity
Progress Report on Milestone Targets
Overview of Monthly National Performance Activity
Summary of Recent HIQA Oversight
Junior Certificate Results and Special Care
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Tusla - Child and Family Agency: Strategic Initiatives
Presentation for the Joint Committee on Health and Children
25th September 2014
Opening Statement by Gordon Jeyes, Chief Executive
Introduction
I welcome this opportunity to update the Health and Children Committee on the
considerable progress achieved by Tusla - Child and Family Agency in its first nine
months. I am joined by Fred McBride, Chief Operations Officer, Pat Smyth, Director
of Finance and Eibhlin Byrne, Executive Manager. Also shadowing me here today is
Stephen Elington of TAG - The Aftercare Group, a group of young people who advise
Tusla on aftercare. I shall keep my presentation relatively brief and have provided
supporting documentation to assist members with their understanding of current
Tusla performance and issues arising.
Context
Tusla was born on 1st January 2014. It is the first agency solely dedicated to the
welfare, protection and nurture of Ireland’s children. This has greatly enhanced the
transparency of taxpayer investment in services for vulnerable children and those in
need of care and protection. A copy of our summary budget is attached as
Appendix I along with details of our principal service activity (see Appendix II).
Please also find attached a summary of our Business Plan 2014 - progress to date,
targets for agreed priority areas (Appendix III ) and an overview of Monthly
National Performance Activity as at July 2014 (Appendix IV) .
It is essential that Tusla is an agency which is responsive and inclusive. The activity
in the initial Business Plan has a number of initiatives to ensure the establishment of
reliable routines to deliver and report on key elements of service. In addition, work
has continued on the Reform Programme building on initiatives within Family
Resource Centres, Educational Welfare Services and establishing a streamlined
Service Delivery Framework.
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Tusla has been created in the demanding circumstances of increased requests for
services, budget restrictions and recruitment constraint. In the face of austerity, it
would be easy to be complacent, blaming any inaction on limited resources. Yet, this
has not been the case and I am pleased that, in the face of austerity, services are
improving, are more accountable and are more consistent across the country.
Lessons from the past have been learnt. Ours is an increasingly accountable,
consistent and transparent service.
Improvements
In Appendix V is a summary of recent HIQA oversight. There is increasing
evidence of a service which is led and delivered with clarity of purpose and
determination to do the best for Ireland’s children. Throughout, it is important to
remember that children are not at risk because they are in the care of the State.
Children are placed in the care of the State because they are at risk.
Failure to share information has often been quoted as a weakness when children are
let down by the child protection system. A consistent approach has now been
adopted to all children placed on the Child Protection Notification System.
Information will be shared, as from the final quarter of 2014, with An Garda
Síochána and medical colleagues. Emergency ‘place of safety’ arrangements are
working well and will be augmented by a duty out-of-hours system. Through
newsletters and the website information is shared and practice improved.
Other specific improvements in 2014 include:

The establishment of a single line of accountability for Domestic Sexual and
Gender Based Violence (DSGBV) services. The development of a ‘roadmap’ for
DSGBV services to ensure the planning of effective and accessible services and to
assure that developments are aligned to Tusla strategic priorities and in line with
the Cosc-led national DSGBV strategy.

Family support and Family Resource Centres are now a fully integrated aspect of
the service delivery framework which is a key aspect of the overall reform
programme. This has established new synergies between the family resource
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centres and local services. The sector will also be the subject of a quality review
by the end of 2014 to inform the Agency of the future and enhanced role Family
Resource Centres can play in the overall strategy for the Child & Family Agency.

Information is a key requirement in child protection services both in respect to
management of complex cases and the appropriate sharing of information to
ensure children are kept safe from harm. The development of the National Child
Care Information System is a key priority for the Child & Family Agency and is at
an advanced stage of User Acceptance Testing.

Educational Welfare
Educational Welfare intervention is now a constituent part of the Service
Delivery Framework which underpins the reform programme and a model of
service delivery in this regard has been piloted and is currently undergoing
evaluation. Further work is planned in 2014 to improve school attendance,
participation and retention targets and align these functions to other agency
functions eg. Meitheal and LAP. School attendance Guidelines have been
developed to underpin this work and guidelines on the assessment of education
in places other than recognised schools have also been developed.
Accountability
There is a clear and straight forward line management structure within Tusla.
National policy is discussed, best practice identified and consistency increased. Staff
are clear about their responsibilities, aware of their duties and are contributing to a
Performance Management System comprising HR, Finance and Service Delivery.
To enhance accountability further, there is a need to review funding distribution and
to develop local partnerships within Children Services Committees. The joint
protocol for services responsible for primary care, health and wellbeing, mental
health and services for children affected by disability needs to be strengthened.
As part of the aspiration to be a responsive service there is a need to learn more from
complaints and to respond to them fully within agreed timeframes.
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Mechanisms needs to be developed in order that the services Tusla shares with the
HSE are accountable and recognise Tusla as an independent agency with separate
legal status.
Consistency
The Service Delivery Framework is being rolled out across the country. Many areas
have developed multidisciplinary teams around the child and early intervention has
been enhanced through effective partnership working. Most teams now have a
dedicated Front Door, duty and intake service with response times greatly reduced
and continuity of service enhanced. Children First arrangements have been
strengthened through the Child Welfare and Protection Handbook while additional
guidance relating to Section 3 cases have been issued recently. An Alternative Care
Handbook is being finalised and strong aftercare arrangements consolidated. Early
Years Inspection Services now run on a national basis with an enhanced workforce
guaranteeing full inspection at least every three years.
Within our Early Years Inspectorate a system of registration is being implemented to
replace the previous practice of notification and, in partnership with others, the
emphasis is on child development as well as ensuring a safe environment.
For Adoption Services, within limited resources, progress is being made on the
backlog of information and tracing and record management through a national
Adoption Service.
There has been considerable progress in Special Care and, as befits a
multidisciplinary agency, education is valued for all our children in care as evidenced
by excellent Junior Certificate results in our establishments. See Appendix VI.
Education is at the core of the Agency activity as successful engagement in education
can greatly enhance life chance.

97.8% of 6 to 16 year old children in care are in full time education (end Q 4
2013) an increase from 96% in 2013
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89.5 % of 17 year old children in care are in full time education (end Q 4 2013)
an increase from 81% in 2012

60% of young adults in after care are in full time third level education

674 young people over 18 years continue living with their carers (Q4 2013)
Further development is required to finalise national aftercare standards, foster care
support and commissioning arrangements.
Challenges
In the face of a dynamic and well planned reform agenda there are four particular
challenges that inhibit the more effective development of a full range of services for
Ireland’s children.
Sustainable budget
Current budget pressures which prevent staffing services reaching full complement
inhibits service effectiveness despite strong arrangements to prioritise the most
important and the most urgent. The vast majority of concerns raised by HIQA and
Ombudsman relate directly to resource and / or recruitment deficits.
Cost effective support in partnership with HSE
Tusla would support the development of an internal market in order that services
relating to finance, HR, Estates, ICT and other support services are provided to
frontline customers on a cost effective basis and that these services are responsive to
a different range of customers such as Tusla, Community Health Trusts, Hospital
Trusts and others. Each service should have a shareholding in support services and a
monetary value should be given to each share holding with a view to enhancing the
customer experience.
Court Reform
There can be little doubt that the current time and money spent on legal matters is
neither sustainable nor in children’s best interests. Tusla has embarked on a
comprehensive and ongoing process of reform.
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Significant effort and attention has been given to increasing the credibility of Tusla
staff when providing evidence to assist and enable effective and timely judicial
decisions. Training has been increased and new court reporting forms introduced.
There is regular oversight of legal budgets with a reduction in those authorised to
engage legal services on behalf of Tusla.
Further reforms required include the requirement to move towards greater use of
mediation services, reform of the Guardian ad Litem system and a further review of
the use of legal services by the Agency.
The reform of the Guardian ad Litem system with appropriate regulation and
registration is urgently required. The practice of representation of GALs at both
solicitor and counsel level raises questions regarding the use of legal representation
in court by expert witnesses.
There is a need for the development of mediation services and processes.
Increasingly adversarial proceedings at District Court level can result in significant
delays as points of law are considered. Repeat short term care orders are not
conducive to providing stability for children.
Multiagency Working
Services for children in all jurisdictions are all too often organised within lines of
professional demarcation. This is not in the best interests of children. Children’s
education, health and welfare needs are intensely inter-related. Consequently
effective multiagency work is crucial and requires scrutiny, support and insistence.
The common theme in all of the serious case reviews of the last ten years has been a
lack of joined up strategy and integrated implementation. There is a new joint
protocol between key HSE services particularly primary care, services for children
affected by disability and mental health and Tusla. This protocol needs to be
strengthened and great care taken to ensure that parallel reforms remain
complementary. If reforms are not synchronised there is a danger of reinforcing
significant service gaps. In such territory tragedy can occur.
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Conclusion
The pace of reform has been inhibited by the dictates of austerity. The fragility of the
Agency is a consequence of establishment at a time of severe restrictions on the
public purchase. Despite all pressures, there is enthusiasm, commitment and
initiative. Staff deserve great credit for what has been achieved.
The issue now is to complete the task, support the commitment and ensure reform is
consolidated and sustained.
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Appendix I - Summary Budget
2014 Budget
€'000s
Tusla - Budget 2014
1 Non Capital Budget 2014
Pay
Pay and Allowances
226,906
Non-Pay
Foster Care & Other Allowances
115,204
Grants to Outside Agencies
141,701
Legal
17,500
Other Non Pay
27,106
Private Residential and Foster Care
Staff Travel
66,872
6,995
Non Pay Total
375,377
602,283
Gross Non Capital Budget
Income
Net Non Capital Budget
2 Total - Capital
3 Total Allocation 2014
Superannuation and Other
-
20,682
581,601
6,841
588,442
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Appendix II - Principal Service Activity
The Child and Family Agency was established on 1st January 2014 upon the
enactment of the Child and Family Agency Act, 2013 and is responsible for
improving wellbeing and outcomes for children.
It represents the most
comprehensive reform of services for the development, welfare and protection of
children and the support of families ever undertaken in Ireland. It is an ambitious
move which brings together some 4,000 staffs who were previously employed within
Children and Family Services of the Health Service Executive, the National
Educational Welfare Board and the Family Support Agency.
The Child and Family Agency has responsibility for the following range of services:
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Child Welfare and Protection Services, including family support services
Family Resource Centres and associated national programmes
Early years (pre-school) Inspection Services
Educational Welfare responsibilities including School Completion Programme
and Home School Community Liaison
Domestic, sexual and gender based violence services
Services related to the psychological welfare of children
The Agency operates under the Child and Family Agency Act 2013. Children are at
the heart of the legislation and families are seen as the foundation of a strong healthy
community where children can flourish. Partnership and co-operation in the delivery
of seamless services to children and families are central to the Act.
The specific functions of the Agency, as set out in the legislation, may be summarised
as follows:
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Support and promote the development, welfare and protection of children,
including the provision of care and protection for children in circumstances
where their parents have not been able to, or are unlikely to, provide the care
that a child needs
Support and encourage the effective functioning of families, to include the
provision of preventative family support services aimed at promoting the
welfare of children; care and protection for victims of domestic, sexual or
gender based violence, whether in the context of the family or otherwise; and
services relating to the psychological welfare of children and their families.
Ensure that every child in the State attends school or otherwise receives an
education and provide educational welfare services to support and monitor
children’s attendance, participation and retention in education
In making decisions in relation to these functions have regard to the best
interests of the child in all matters and in performing its functions in respect
of an individual child under the Child Care Act, 1991 or the Adoption Act,
2010, regard the best interests of the child as the paramount consideration
Maintain and develop support services, including in local communities
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Undertake or commission research relating to its functions
Facilitate and promote enhanced inter agency co-operation to ensure that
services for children are co-ordinated and provide an integrated response to
the needs of children and their families
Collaborate with any person that the Agency considers appropriate to the
discharge of its functions
Provide information or advice, or make proposals, to the Minister on matters
relating to its functions
Demonstrate high standards of performance, transparency and accountability
Use the resources available to it in the most beneficial, effective and efficient
manner
Ensuring robust and transparent inspection arrangements for pre-school
services
National oversight of domestic, sexual and gender-based violence services
For further information see www.tusla.ie
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Appendix III - Progress Report on Milestone Targets for
Agreed Priority Areas
BACKGROUND
The Business Plan was prepared in accordance with the requirements of Section 46
of the Child and Family Agency Act 2013; and in response to the Letter of
Determination from the Department of Children and Youth Affairs to the Chair of the
Board, dated December 20th 2013. The Board of the Agency is responsible for the
oversight of the development of corporate strategy, annual budgets and business
plans.
The Business Plan 2014 identified sixteen activity areas with priority outputs as
follows:
o
o
o
o
o
o
o
o
o
o
o
o
o
o
o
o
Accountability
Quality Assurance
Partnership
Workforce Development
Family Support
Early Childhood Care & Education
Service Delivery Framework
Emergency Out of Hours Service
Child Care Information System
Children First
Alternative Care
Adoption Services
Educational Welfare
Sexual and Gender Based Violence
Psychology Services
Community Sector
An update with respect to each priority output is set out in the following sections.
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PRIORITY 1: ACCOUNTABILITY
Outputs
1.
Timeline
Scheme of delegation established and
reviewed
Q1
MILESTONE TARGETS
Scheme of delegation with signed delegations
cascaded to area level.
Complete
2. Governance code and structure in place
Q3
MILESTONE TARGETS
Board subgroup on Governance
in place
On target
Governance Framework
3.
Q4
Risk register established and operational
MILESTONE TARGETS

4.
Agency establishment risk register
developed and maintained
 Working group with State Claims
Agency developed
 Standard Operating Procedures for
incident management revised and at
final stage of consultation
Budget development plan published
On target
Q4
MILESTONE TARGETS
 Draft Model Developed
 Draft model tested
 Working model agreed
5. Re-issue and review child care reform
programme
MILESTONE TARGETS
Review process in place with a view to
prioritising key areas for reform
6.
Audited risk arrangements in place
accountable to the agency board and its
sub-committees
Q4
On target
Q3
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MILESTONE TARGETS
Standard operating procedures for risk alerts
in place
On target
Full corporate risk register under
development – proxy system in place
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PRIORITY 2: QUALITY ASSURANCE
Outputs
1.
Performance Framework established
Timeline
Q4
MILESTONE TARGETS
 A performance monitoring system is in
place.
2. Reporting cycle agreed and monitoring
requirements met
In place
Q3
MILESTONE TARGETS

3.
A cycle of performance monitoring with
respect to all activities within the Agency
has been agreed.
A system of performance audits and
quality reviews in place
In place
Commenced
MILESTONE TARGETS
 Methodology to conduct performance
audits and quality reviews has been
developed
 One review completed, one in progress
On Target
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PRIORITY 3: PARTNERSHIP
Outputs
Timeline
1. Review of Memorandum of Understanding
with HSE
Q4
MILESTONE TARGETS
 A Memorandum of Understanding between
the Child & Family Agency and the Health
Service Executive has been invoked.
 Currently under review
2. Review of Joint Protocol with HSE
Ahead of schedule
Q4
MILESTONE TARGETS
 A joint protocol to specify a pathway and
associated responsibilities for children and
families whose needs cross between health
service divisions and the Child & Family
Agency.
 Currently under review
3. Development of research capacity and
commissioned research activity with CES
On target
Q2
MILESTONE TARGETS
 Two research projects in progress with CES.
 A research strategy is currently being
developed
On target
4. Agency participation/facilitation and, where
appropriate, leadership of the development of
Q4
Children’s Services Committees
MILESTONE TARGETS
 Progress in this area includes the following:
- Representatives from Tusla on all
Children’s Services Committees
- Enhancement of Interagency Co-operation
- Work commenced by each Committee to
develop area profiles identifying key needs
- The Chief Operating Officer a member of
the National Steering Committee
On target
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Outputs
Timeline
1. An agreed workforce development
Q4
Strategy
MILESTONE TARGETS

Formation of working group to develop
strategy
2. Clear partnership arrangements with the
On target
Q3
relevant professional bodies
MILESTONE TARGETS
 Liaison mechanism with CORU in place
 Links formed with Educational Institutes to
review relevant academic courses
3. An agreed graduate social work scheme
On target
Q4
with recruitment commencing
MILESTONE TARGETS

Ongoing discussions with the Union to
advance this
4. Agreed maternity cover in defined
On target
Q2
circumstance
MILESTONE TARGETS
 Process to identify maternity vacancies in
place
 Work underpinned by Employment
Legislation.
5. Review of clerical and administrative
On target
Q3
Staff
MILESTONE TARGETS
 Review commenced
Ongoing
6. Implementation of lead recommendations
following the review of clerical and
Q4
administrative staff
MILESTONE TARGETS
Awaiting results of outcome 5.
On target
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Outputs
Timeline
1. Quality review of implementation of family
Q4
support processes in each Area
MILESTONE TARGETS

A quality review methodology has been
devised and is out for consultation.
2. Integration of Family Resource Centres
On target
Q4
within the Service Delivery Framework
MILESTONE TARGETS
 Re-organise management responsibilities for
FRC programme within Family Support
Services for 4 regions
Completed
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PRIORITY 6: EARLY CHILDHOOD CARE AND EDUCATION
Outputs
1.
Registration system operational
Timeline
Q3
MILESTONE TARGETS
 Awaiting introduction of regulations.
 Recruitment and appointment of 4 Principal
inspectors and additional Inspectors
interviews scheduled for October
2.
Standards-based inspections in place
Q4
Q3
MILESTONE TARGETS
As above
3.
ICT system in place to support the
registration process
On target
Q2
MILESTONE TARGETS
 Steady progress with the design of the

4.
collecting fees and initial registration form
and on target.
Funding to be sourced and secured to expand
on an operational ICT system and equipment
required to enable implement-tation of
Registration and Standard based Inspection
Additional inspectors appointed
On target
Q4
MILESTONE TARGETS
 See 1 above
5.
Publication of inspection reports available
online in a timely manner
On target
Q3
MILESTONE TARGETS
 Inspection reports are being published
currently on the Pobal website
On taget
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PRIORITY 7: SERVICE DELIVERY FRAMEWORK
Outputs
Timeline
1. Intervention thresholds introduced and
reviewed
Q1
MILESTONE TARGETS
 Intervention thresholds complete and
circulated to all Area Managers for
implementation
Complete
2. Standardised intake and
assessment processes introduced and
Q2
reviewed
MILESTONE TARGETS
Complete
 Assessment framework
 implementation
In progress
3. System for diversion to community and
voluntary sector in place
Q3
MILESTONE TARGETS
 National training strategy for prevention,
partnership and family support in place
 Appointment of senior manager for
prevention, partnership and family support
in each of 17 areas and co-ordinators for
child and family support networks where
capacity exists
 Mapping of Child & Family Support
networks carried out, identifying key local
partners from other statutory services and
the community/voluntary sector who can
partner with the Child & Family Agency to
deliver on this change model
4. National Child Protection Notification
System in place
Complete
Q2
MILESTONE TARGETS

The guidance for CPNS and Child Protection
Case Conferencing has been issued and
training is complete and now in process of
full implementation

 Manual system in place
Computerised system under development
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Priority 8: Emergency Out of Hours Service
PRIORITY 8: EMERGENCY OUT OF HOURS SERVICE
Outputs
1. National contact point available to
Gardai
Timeline
Q3
MILESTONE TARGETS
 Establishment of implementation project
group
 Sign off of business case by HR
 Role and function of Crisis Intervention
Service(CIS) and On-call – terms and
conditions negotiated and agreed with
Impact
 Contact points identified with staff
designated
 Crisis Intervention interviewing training
module established and staff cohort trained
 National Liaison Group established
Complete
Complete
Ongoing
Ongoing
Ongoing
Complete
2. Local on-call social workers available to
Q4
respond throughout the country
MILESTONE TARGETS
 As above – forms part of project plan for 8.1
As above
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PRIORITY 9: CHILD CARE INFORMATION SYSTEM
Outputs
1. NCCIS testing and user acceptance in test site
completed
Timeline
Q1
MILESTONE TARGETS
 Phase 1 system testing ready for deployment
2. NCCIS – planning for full roll out
commenced
May 2014
Q4
MILESTONE TARGETS

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
Training in phase 1 site
Go-live Phase 1
UAT Phase 2
Training Phase 2
Go live Phase 2
Go live deployed nationally
On target
TBC
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PRIORITY 10: CHILDREN FIRST
Outputs
Timeline
1. Quality review of consistent implementation in
each Area
Q4
MILESTONE TARGETS
 Methodology complete
 Establishment of National Children First


Team under National Manager for Children
First
Process for formulating national
implementation programme developed
High Level National Management Group
established to provide national oversight of
all aspects of implementation
On target
2. Impact assessment of pending legislation
completed and reported to DCYA
Q1
MILESTONE TARGETS
 Impact assessment submitted to DCYA
Complete
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PRIORITY 11: ALTERNATIVE CARE
Outputs
Timeline
1. National strategy for residential care
Q4
completed and implemented
MILESTONE TARGETS
 Working Group Established
 Draft National Strategy Developed
 Implementation
Complete
On target for Q4
2. A Practice Handbook for alternative care will
Q1
be produced and implemented
MILESTONE TARGETS
complete

Complete and ready for publication
3. A single entry point for all applications to
Q1
Special Care
MILESTONE TARGETS
 Single entry point completed
 Review of Guidelines commenced
4. Improved access to step down placements
complete
complete
Q4
MILESTONE TARGETS
 Centralised process developed under National
Residential manager
 Standard Operating Procedure Developed with
Special Care Services
Complete
Complete
5. National multidisciplinary team for children
Q1
in special care
MILESTONE TARGETS
 ACTS began operating as a service on the
appointment of the national manager in
September 2012. Currently the service is led
by a management team consisting of the
Ongoing
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national manager and two heads of discipline.
In addition there are now twenty one clinicians
in post providing teams in Dublin, Cork and
Limerick.
6. Aftercare implementation plan rolled out
Q4
MILESTONE TARGETS
 Operational group convened to roll out
implementation plan.
 Aftercare Steering Committees established in a
number of areas.
 Implementation plan
Complete
Complete
Q4
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PRIORITY 12: ADOPTION SERVICES
Outputs
1.
National Manager in place
Timeline
Q1
MILESTONE TARGETS
 Complete Q1
2.
Regional manager structure reporting to
National Manager
MILESTONE TARGETS


3.
Scope of staffing working in adoption
complete.
Regional managers fully in place
National policies and procedures in place
Complete
Q3
Revised
Q4
Q4
MILESTONE TARGETS
 Under development
4. Review of equity of access undertaken
Q1 2015
Q2
MILESTONE TARGETS
 Re-structuring of teams to achieve this is
taking place
5. National waiting list introduced and
Maintained
MILESTONE TARGETS
 A national waiting list for tracing and
information is now in place
 National Manager maintains oversight for
outstanding adoption applications
Ongoing
Q2
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PRIORITY 13: EDUCATIONAL WELFARE
Outputs
Timeline
1. Educational welfare intervention is a
constituent part of the Service Delivery
Q4
Framework
MILESTONE TARGETS
1.1 Evaluate pilot intervention model
1.2 Report on evaluation
1.3 Amend draft model as required
1.4 Communicate outcomes
1.5 Extend use of intervention model
2. School attendance, participation and retention
targets integrated and aligned with other
relevant Agency functions
MILESTONE TARGETS
2.1 Review statutory school attendance dataset
2.2 Review targeting and outcomes approach for
School Completion Programme (within SCP
Review)
2.3 Develop targeting, case management and
reporting system for HSCL coordinators
Progress Update
Q1: Pilot evaluated, outcomes analysed, draft
report prepared
Q2: peer review in process
Q4
Progress Update
Q2: School Returns system analysed for service
risk; complementary triage and case referral
system for schools being developed;
targeting guidance for SCP projects prepared;
SCP review commenced; increasing numbers of
HSCL coordinators using draft planning and
reporting system
3. Publication of Guidelines for Schools on the
Development of School Attendance
Q4
Guidelines
MILESTONE TARGETS
3.1 Road-test draft statutory guidelines
3.2 Revise guidelines as required
3.3 Sign-off by EWS, Agency, Departments
Progress Update
Q1: Road-testing of guidelines with service
strands and end-users nearing completion
Q2: Guidelines being revised to incorporate
service and end-use perspectives
3.4 Publish guidelines
4. Revised guidelines on assessment of
education in places other than recognised
Q4
schools
MILESTONE TARGETS
Progress Update
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4.1 Review project objectives
4.2 Appoint contractor
4.3 Re-convene Review Group
4.4 Activate review process
4.5 Seek Ministerial approval
4.6 Publish and activate revised guidelines
Q1: project objectives reviewed, contractor
appointed, review plan agreed
Q2: contractor engaging with key
players/interests; consultation plan in
preparation
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PRIORITY 14: DOMESTIC, SEXUAL & GENDER BASED VIOLENCE SERVICES
Outputs
1.
System of national oversight in place
Timeline
Q1
MILESTONE TARGETS
 Appointment of National Manager for DSGBV
 Contracts established and agreed with



networks (Safe Ireland and RCNI)
National Consultation meetings held
Initial discussions with relevant Departments
Database of services developed
1. Regional co-ordination and local
management arrangements in place
Complete
Q1
and reviewed
MILESTONE TARGETS
 Regional management of budgets agreed.
 Service agreements with service providers in

place
Agreement to recruit key posts for delivery of
services
Complete
31
PRIORITY 15: PSYCHOLOGY SERVICES
Outputs
1. Strategic plan developed, implemented
and reviewed
Timeline
Q4
MILESTONE TARGETS
 Ongoing negotiations with HSE with respect to
transfer of service
Ongoing
32
PRIORITY 16: COMMUNITY SECTOR
Outputs
Timeline
1. Funded services are provided in line with
Q4
Agency priorities
MILESTONE TARGETS
 Funding review complete
 Analysis of review information commenced in
line with legislation
2. Funding arrangements concur with correct
provisions of the new legislation
Q1
On target for Q4
Q4
MILESTONE TARGETS
 To be completed in line with 16.1
3. A recording system is in place to record the
correct statutory provision under which funds
are being made available
On target for Q4
Q4
MILESTONE TARGETS
 Project analysis complete and aligned with
statutory provision of funding and database of
info developed
4. A value for money review is undertaken
Complete
Q4
MILESTONE TARGETS
 Information collated from 16.1, 16.2 and 16.3 to
be analysed and inform terms of VFM review
5. A Commissioning Strategy is developed
On target Q4
Q4
MILESTONE TARGETS
 Research of sector-wide commissioning
strategies to establish best practice in the area
 Consultation process with Regional Directors
commenced
Q2
Q2
33
Appendix IV – Overview of Monthly National Performance
Activity: June and July 2014
Monthly reports are prepared in relation to key areas of service activity. In addition a
composite report is prepared for each Quarter. This includes activity data in relation
to early years, children in care, after care, children welfare and protection, homeless
and adoption services.
Headline performance issues include
 There were 6,466 children in care on 31st July 2014, a decrease of 40 children
in the last month. Of these, 6000 (93%) were in a foster care placement.
 The numbers of children in care overall since the beginning of the year has
increased by 6 from 6,460 on the 31.12.13.
 22 children were in out of state placements; a decrease of 3 in the last month.
 434 children were in a private care placement. This comprised 256 were in
foster care (an increase of 9), 163 in a residential placement (an increase of 1),
and 7 in a residential out of state secure placement (a decrease of 1). 8 children
were categorised as being placed in ‘other’ care placements,
 17 young people were in a special care placement, an increase of 1 in the last
month. This was due to the increase in capacity in Coovagh House, Limerick
 The number of children with an allocated social worker was 6,062 in July, a
decrease of 17 from June (6079). This has occurred in the context of high staff
turnover and delays in recruitment.
 The percentage of children with an allocated social worker is 94%. No area
demonstrated a performance below 80% with the exception of Kildare West
Wicklow/Dublin South West at 79%. 98% of children in residential general
were allocated, 95% of children in foster care general and 91% of children in
foster care with relatives.
 91% (5854) of children in care had a written care plan.
 Staff vacancies continue to affect performance. There were 89 approved
vacancies in July. In addition, 83 staff were absent on maternity leave - 9 in
DML; 23 in DNE; 17 in the South and 14 in the West. Such vacancies continue
to have a significant impact on the capacity of some areas to allocate a social
worker to cases awaiting allocation. There were 91 Agency staff employed to
cover these 172 vacancies, leaving 81 unfilled posts.
34
Appendix V - Summary of Recent HIQA Oversight
INTRODUCTION
The Health Information and Quality Authority (HIQA) carry out inspections in a
number of services that Tusla provides. These inspections are based on national
standards and the main output of the inspection is a report that highlights areas of
good practice and areas for improvement. This paper provides a summary of the
main findings in these reports subdivided into a summary of reports from 1. Child
Protection and Foster Care Services 2. Children’s Residential Centres.
PART 1: CHILD PROTECTION AND FOSTER CARE SERVICES
Areas of progress
Inspections of child protection and foster care services revealed that timely, effective
and beneficial actions were taken for the majority of children at immediate risk and
there was a rights based approach to day to day practice which was supportive and
respectful. Inspectors reported that services were well led and managed by
experienced and dedicated managers with systems in place that provided managerial
oversight of individual cases. In general, children who are at risk of harm and neglect
have child protection plans in place to promote their welfare. In many areas
inspected, serious incidents were reviewed and notified in a timely manner and
recommendations and actions implemented. Governance and management
structures were described as robust.
Cases reviewed showed that once children and families were allocated a social worker
and engaged either directly with a child protection and welfare social work service or
a community based service, the services received were effective. Examples of
comprehensive social work assessments, child protection plans, family support and
family welfare plans were found with clearly recorded actions and identified persons
responsible for the child’s care.
Interagency and interdisciplinary working was observed to be of good quality in
some areas inspected, and there was good use of strategy meetings to protect
children. Examples of good practice included a communications working group to
assist interagency co-operation and case discussion fora to review complex cases.
Importantly, children’s’ protection plans and interventions were reviewed in line
with Children First and there was clear evidence of Child Protection Notification
Systems (CPNS) in operation.
Children and young people were provided with foster care services that promoted a
positive sense of identity. Foster carer assessments were found to be comprehensive
and of good quality. Children with complex needs or affected by a disability received
appropriate support from their foster carers and relevant professionals. Care
planning was of good quality and children and their families were involved in the
process.
35
The outcomes for many of the children in foster care were positive. In the main,
children’s needs were met, they were treated with dignity and respect, their rights
were promoted by social workers and carers and they were consulted about decisions
that affected their lives.
Areas for development
HIQA inspection reports identified a number of areas for development and
improvement; the general themes are captured in this section.
Where an area was under pressure, high thresholds had to be reached before a direct
social work service was provided. There were significant challenges to providing a
consistent and safe service when faced with waiting lists and limited resources. The
cumulative effects of long term harm and neglect were not always considered and
therefore robust interventions to address the needs of these children were not always
effective.
A repeated theme was that services did not have an effective system for closing cases
which meant that some remained open unnecessarily to an already stretched team of
social workers. Some social workers were afraid to close cases because of potential
risk. It was also noted that a formal caseload management system could improve the
inequities in caseloads among social workers and improve the allocation of cases
based on the prioritisation system.
The Child Protection Conference System was highlighted as not being effective where
children were the subject of numerous reviews. The Gardai were unaware of what
children were on the CPNS. The CPNS was also not available out of hours.
There wasn’t always an effective strategy in place for the recruitment and retention of
foster carers. There were a number of unassessed relative carers with children placed
from 9 months to 3 years ago. There were significant delays in assessments,
approvals and reviews of foster carers and in the matching of children to carers.
Service planning at area level was at an early stage of development with some quality
assurance initiatives in place. However, there was no formal quality assurance or
monitoring system to ensure that the service was compliant with standards,
regulations, policies and legislations. Systems, to monitor all complaints and
concerns, and to monitor trends such as re-referrals and decisions to take legal
action, were required.
Resource pressures
Inspectors found that a limited Child Protection and Welfare Service was provided in
areas where inadequate social work resources were available to meet the demands of
the service. This was reflective of high numbers of cases awaiting allocation. A
number of areas were found to be not sufficiently resourced to meet the needs of all
children. Some children experienced delays in accessing specialist services.
36
PART 2: CHILDREN’S RESIDENTIAL CENTRE REPORTS
Areas of Progress
Children’s Residential Services (CRS) were found for the most part to be a positive
living experience for the children who reside within them. HIQA found that steady
progress was made within the areas of statutory care planning and the allocation of
social workers to children in residential care.
Improvements were noted in some areas with regard to after care provision and its
availability to care leavers. Working in partnership with parents and families was
also commended as an area of progress. The major improvement found within
reports was stability within the work force, with fewer unfilled vacancies, and less
reliance upon agency and other temporary staffing arrangements, redeployment of
staff contributed immensely to this improvement.
Areas for development
There was a number of concerns consistently identified by reports in the latter half of
2013. In particular reports’ findings consistently focused on the effectiveness and
range of residential services available for children in the statutory sector. This theme
when identified was reflected in findings in regard to an absence of specialist services
for children and shortfalls with regard to staff preparedness which HIQA believe will
be enhanced by a comprehensive training needs of staff working in the sector.
Another theme within reports were findings regarding staff supervision, agency
policy was not being consistently applied, with some examples of staff not being
effectively supervised.
Resource Pressures
HIQA have commented in their reports concerning the effectiveness and suitability
of some of the placements available to children who have complex need. The need for
comprehensive needs assessment, psychological supports and specialist educational
inputs and interventions for children were identified as the most common deficit of
resource available to the statutory residential sector.
Supports required by children to assist them to manage their behaviours and prevent
placement breakdown have been identified as considerable and in HIQA’s view
require review in the context of a continuum of care.
37
Appendix VI - Junior Certificate Results and Special Care
Subjects
Irish
No. YP sat
exams
6
English
22
Maths
21
Geography
13
Arts & Crafts
21
Music
5
Home
Economics
19
CSPE
16
History
10
Woodwork
16
Business
7
Religious
Education
10
Science
2
Metalwork
German
15
1
1
170
Foundation
Level
Ordinary
Level
1xB
3xD
2xA
6xB
3xC
3xD
1xA
7xB
7xC
4xD
1xD
1xE
6xC
1xE
Higher
Level
Common
Level
1xC
1xD
1xF
4xB
3xC
3xD
2xF
1xE
1xA
6xB
12 x C
1xD
1xF
3xC
1xD
1xF
7xB
6xC
5xD
1xE
2xB
7xC
4xD
3xE
37
1xB
3xD
2xC
2xE
8xB
4xC
2xD
1xF
1xB
3xC
2XD
1xF
1xB
2xC
3xD
3xF
1xE
1xE
1xF
1xF
1xE
113
1xC
1xE
1xB
4
16
38
25 children took the Junior Cert

15 Subjects
o 170 exams taken
o 37 in Foundation Level
o 113 in Ordinary Level
o 4 in Higher Level
o 16 in Common Level