Mr. Gordon Jeyes:

Put simply, this is a model of practice which ensures there is efficient throughput of referrals based on prioritisation from the duty team to a social work team in as responsive and effective a manner as possible in proportion to the needs of children and based on the strength of families.

The second aspect of this is what we term "measure the pressure". Alongside service reform and against a background of restricted resources, it was vital to develop a consistent measurement of service pressure to ensure that every piece of information we receive is prioritised and cases are monitored. This measurement of intake or front door activity called "measuring the pressure" is undergoing review by the director of quality assurance.

He has recently conducted a national review to ascertain if thresholds were being applied consistently to ensure that intake effectiveness, and pressures because of resource deficits, were being monitored. This was reported to the board on 24 April and the report found that in 88% of cases thresholds were being applied accurately, good but not good enough. It recommended there should be a flexible intervention resource to assist where there were backlogs to raise quality and check monitoring of cases not yet allocated from duty. In responding to events in Laois-Offaly we have taken that approach forward and that is what we are piloting as response.

We still operate in 17 areas. Laois-Offaly is part of the midlands area, along with Longford-Westmeath. In the process of restructuring the midlands area, a newly appointed principal social worker reported concerns about the number of files, and a number of figures have been going around but the best phrase to use is, "the status of which was unclear". Not knowing is a failure and I regret that.

I was informed by the director of quality assurance of these particular concerns on Friday, 24 April 2015. Following discussion with him it was agreed that the Department and HIQA should be informed of the concerns which were being investigated by Tusla staff. In particular, as a consequence of the April introduction of a central intake team in Laois-Offaly, it was noted that there were at least 1,200 files or referrals or pieces of information, the status of which was unclear. There were also 822 unacknowledged Garda referrals. It was unclear whether this represented merely "a failure to acknowledge", which unfortunately has historical precedent, or whether these files and information remained unassessed. That was a matter of concern and is being addressed by staff with the assistance of An Garda Síochána.

The service director responsible for the midlands area, along with the director of quality assurance, met with HIQA on Monday, 27 April. HIQA was informed in full detail of the nature of the concerns and it was agreed that we would provide by 1 May, that is the end of that week, a copy of our ongoing action plan. The Department was informed on that Monday evening and requested an initial or draft report. The position was still becoming clear. This was provided on the morning of Tuesday, 28 April and a meeting was subsequently held with the Minister and his senior officials to provide an account of matters to date and to report on information being sought by Tusla senior management and the action that was being taken.

I regard these findings as a matter of very serious concern for Tusla and no doubt for this committee. I have assigned a team of experienced social workers to review the situation, ascertain the extent and nature of the problem, and take immediate action where required.

Screening of the files has been almost completed and the urgent allocated. Cross-checking is now being undertaken. This work and the case management to follow are being conducted by staff external to the area. This will allow local staff, under new leadership, to concentrate on today’s pressures and not to allow the backlog to recur. If the only focus was the backlog, as can happen, then the fundamental issues could remain unresolved. The detailed action plan to deal with the backlog including the case management of issues that come through to establish a robust duty and intake referral system and for the director of quality assurance external to the area and region to undertake an investigation, existing management and reporting processes and practices, will be closely scrutinised.

Screening of the backlog began with the immediate scrutiny on 29 April of several files. Additional staff have been brought in and the process of screening all the referrals and information, pulling it into our care and database of files is almost complete. I express my gratitude to our colleagues in An Garda Síochána who have assisted Tusla staff in reviewing Garda notifications in order to ensure that none of the unacknowledged Garda notifications related to an urgent case or one not already known to the social work service.

The safety of children is the priority for Tusla. It is important that Tusla as an organisation has the integrity to stand over its commitment to put children first. I am determined that Tusla will set standards for being open, accountable and a reforming organisation, with staff who are strong in their commitment to children and courageous in identifying and addressing practices where failures have been identified.

Across the country, management, accountability and service delivery are improving. I understand the impatience with the progress, which is sometimes slow as a consequence of resource and demand issues. This work is challenging. It seems extremely difficult at times but the reform under way needs to continue. Too many children were failed in the past as a result of institutions which did not acknowledge and address failings. I wish to assure this committee that a comprehensive review of all factors which led to this situation will be undertaken so that Ireland’s children and families can be assured of a good quality service. I shall be happy to take points of clarification and questions.