Dr. Niall Muldoon:

I wish to provide a good example of some of the things which could work in those situations in the context of people's best interests. We are obviously not in a position to examine the resource element of things, but let us consider circumstances where somebody has been on a waiting list for three years and the local authority is aware that the occupational therapist's report is only valid for three years. Reports of that nature must be kept up to date in order that when money becomes available, work can proceed. We are aware of cases in which the delay has been exacerbated by the fact that up-to-date reports had to be obtained. It can take up to six months for a report to be forthcoming. We are in a position to keep on top of administrative matters of this nature. It is about seeking to ensure simple best practice and that the child remains at the centre of the process. As Senator Colm Burke stated, there appears to be a culture that until people spend a certain amount of time on the waiting list, they have not earned the right to have their cases considered. Communication does not occur on a regular basis. We often come across cases in which, following the sending of the initial letter, say, in 2008, a second letter was not issued. The culture in this regard must be changed in order that the child will be placed at the centre of the process. If we do this by means of holding monthly or bi-monthly meetings, different solutions begin to be arrived at and local resolution becomes more likely. That is why I emphasise the need to focus on best interest principles being legislated for and being used across all systems. That is the real example which does not change the position on resources in the slightest, but it does create an energy within the culture of the system - in this case, the local authority - whereby the child becomes the focus. We need to move towards that model much more quickly than we are doing.