Seán Ardagh (Dublin South Central, Fianna Fail)

That is what I thought. Not only is this onerous for the Minister but it somewhat diminishes the Garda Commissioner's authority and his responsibility for such a programme. The Garda Commissioner, in conjunction with the local authorities and the communities, would be able to devise programmes which would present no problem to the Minister. Amendment of that section would reduce the Minister's responsibilities and workload.

I am delighted to see that under chapter 5 which deals with accountability, the Garda Commissioner will be the accounting officer. This is significant for the Committee of Public Accounts and the Oireachtas Joint Committee on Justice, Equality, Defence and Women's Rights. Someone who is effectively the chief executive officer of an organisation, whether the Garda Síochána or a health board, should come before an Oireachtas committee to explain and account for work done.

It will be useful for those of us on the Joint Committee on Justice, Equality, Defence and Women's Rights to have before us the person who is fully responsible for the Garda Síochána. Previously, the Secretary General of the Department of Justice, Equality and Law Reform, who has many other responsibilities, was the accounting officer for the Garda Síochána. The new arrangement will be more efficient.

It is a good idea to set up an audit committee but while that works closely with the Garda Commissioner, it should be independent of office. People who work to the audit committee, as well as the internal auditors, should work for the Garda Commissioner but report also, fully and openly, to the audit committee.

The presence of a deputy Garda Commissioner on this committee could constrain the discussion that might take place between an independent audit committee and the internal auditor. A deputy Garda Commissioner should attend audit committee meetings to help the committee in its dealings, but as a member of the committee he or she would be primus inter pares with extra clout that would not be good for corporate governance.

The audit committee should look not only at the financial affairs of the Garda Síochána as set out in the section but also at the management structures and information systems within the force. Recent events, particularly in Donegal, show that, while the structures operate well in many cases, they are too reliant on one person. Layers of management would be more fluid and responsive and would be better able to deal with problems.

I am concerned that this Bill does not address the question of management of the Garda Síochána at all levels. It addresses well matters of leadership and accountability, but middle management needs more attention. There is an opportunity to address this as the Bill goes through the House.

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