Clare Daly (Dublin Fingal, Independent) | Oireachtas source

I totally agree with Mr. Toland on that. Does he have a rough idea how many of the recommendations had been implemented? I would like to hear more about where the witnesses think the root of the problem lies, in order to break the logjam. Is it resources or culture, is it inside or outside the Garda? Is it the fact that there are now three oversight bodies? How would the inspectorate see its relationship with the Policing Authority and the Garda Síochána Ombudsman Commission, GSOC? Some have said it is a bit cumbersome having three oversight bodies. Would it be preferable to marry them into one overarching organisation? I see a particular role for the inspectorate but how does it see itself fitting in with the Policing Authority in particular because it seems to be deferring to its statutory ability to monitor the implementation of the inspectorate's recommendations. Is that not a duplication? Should the statutory oversight provisions for the inspectorate not be beefed up or restructured?

Perhaps the delegates might spend some time elaborating on that point.

The worrying report for us is the one on crime investigation, given that it was published two years ago and serious problems were detailed in it. Perhaps the delegates might address some of the points made in the recent CSO report. What do they think the similarities are between the inspectorate's 2014 report and what the CSO states? The Commissioner gave the impression that everything was improving, but I would like the delegates to develop some of the points made a little more.

Another issue that seems to crop up here is management. It may be top heavy. Mr. Toland talked about ineffective management processes, inefficient structures, bureaucratic administration, over-emphasis at the top and a lack of management in the middle. Are these problems? Has the inspectorate made detailed recommendations on numbers or how these issues might be addressed?