Mark Ward (Dublin Mid West, Sinn Fein) | Oireachtas source

I wish to make some points and ask a number of questions based on the opening statement. I note that time is against us, so perhaps Mr. Gloster can respond at the end and he could send me written responses to any questions he cannot answer. I would appreciate that.

The first issue is the significant drop in referrals to Tusla and the child protection and welfare system during the restrictions. As Mr. Gloster said, referrals dropped from 1,500 to 960. What supports were put in place for children at risk given that many of the usual supports, such as crèches, schools, sports clubs and other activities and agencies they are involved in, were not available to them? What has he learned from this process and what would he do differently on the next occasion? In addition, Mr. Gloster referred to the increase of referrals to 1,300 per week, but that is still a drop of 200 on the number before the pandemic. This concerns me and raises a red flag because in other sectors we have seen a dramatic increase in the number of those trying to access services such as mental health services, addiction services and domestic violence services. The reduction goes against the norm so perhaps Mr. Gloster will comment on that.

To return to domestic violence, there has been a dramatic and heartbreaking increase in the number of people seeking help due to domestic violence. I have been in contact with refuges in my constituency and they have been inundated. They often operate above capacity and have had to place mothers and children in hotels to keep them safe because there is not enough room in the refuges. Tusla received an increase of €68 million in funding in the last budget. How much of this will be ring-fenced for domestic violence services? For what, exactly, will the money be used?

I note Mr. Gloster's comment that the structure and organisation of Tusla are not good, and appreciate him acknowledging it. I wish to focus on two areas. According to data I received in a reply to a parliamentary question, at the end of August this year there were 3,799 children waiting to be allocated a social worker. There is a clear pathway for a child to be allocated a social worker, and Mr. Gloster can correct me if I am wrong in this regard. First, a concern is raised that a child is at risk. That could be by a family member, member of the public, a teacher or youth worker, for example. The case is then screened and if it is decided that there is still a risk, it is referred to the duty social worker. If the duty social worker decides there is a risk to the child, the case is sent for assessment. After the assessment stage, the child is put on a waiting list for allocation of a social worker. At every stage from concern, screening and duty social worker to awaiting allocation of the social worker it is deemed that the child is at risk. Having 3,799 children at risk while waiting for a social worker is simply not good enough and must be addressed.

I was also shocked to see that the area I represent has the highest number of children waiting for a social worker. Some 833 children in Dublin South-West, Kildare and Wicklow have gone through the process I outlined and are deemed at risk, but they still have not been allocated a social worker. Too many children are falling through the gaps. What changes will be made to address this issue and to ensure that the position improves dramatically and very quickly?

My last point relates to retention of staff. In my previous role as an addiction support worker, I attended numerous case conferences with Tusla. These often occurred over time. The people in attendance were the parent or parents of the child at risk, the teacher, support workers like me, social workers and area managers from Tusla. Often the area manager and social worker who attended the follow-up meetings were not the same people who attended the first meeting. This would have an impact on the continuum of care and continuity in the process. I was the same support worker and the parent and teacher were the same, but the representation from Tusla was not always the same. As Mr. Gloster mentioned, up to September this year Tusla has hired 238 new staff, but in the same time 116 people left Tusla and are not returning. What is the impact on the service provided to children at risk of losing so many experienced people and replacing them with people who are only learning the role? What will Mr. Gloster put in place to retain staff and ensure the continuity of care I mentioned earlier?

I did not need much time and I will take any answers I can get to my questions.