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Tusla - Child and Family AgencyStrategic Initiatives

Presentation for the Joint Committee on Health and Children25th September 2014

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Contents Page No

Opening Statement by Gordon Jeyes, Chief Executive 3

AppendicesAppendix I Summary Budget 10Appendix II Principal Service Activity 11Appendix III Progress Report on Milestone Targets 13Appendix IV Overview of Monthly National Performance Activity

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Appendix V Summary of Recent HIQA Oversight 34Appendix VI Junior Certificate Results and Special Care 37

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Tusla - Child and Family Agency: Strategic InitiativesPresentation for the Joint Committee on Health and Children

25th September 2014

Opening Statement by Gordon Jeyes, Chief Executive

IntroductionI welcome this opportunity to update the Health and Children Committee on the considerable progress achieved by Tusla - Child and Family Agency in its first nine months. I am joined by Fred McBride, Chief Operations Officer, Pat Smyth, Director of Finance and Eibhlin Byrne, Executive Manager. Also shadowing me here today is Stephen Elington of TAG - The Aftercare Group, a group of young people who advise Tusla on aftercare. I shall keep my presentation relatively brief and have provided supporting documentation to assist members with their understanding of current Tusla performance and issues arising.

ContextTusla was born on 1st January 2014. It is the first agency solely dedicated to the welfare, protection and nurture of Ireland’s children. This has greatly enhanced the transparency of taxpayer investment in services for vulnerable children and those in need of care and protection. A copy of our summary budget is attached as Appendix I along with details of our principal service activity (see Appendix II).Please also find attached a summary of our Business Plan 2014 - progress to date, targets for agreed priority areas (Appendix III ) and an overview of Monthly National Performance Activity as at July 2014 (Appendix IV) .

It is essential that Tusla is an agency which is responsive and inclusive. The activity in the initial Business Plan has a number of initiatives to ensure the establishment of reliable routines to deliver and report on key elements of service. In addition, work has continued on the Reform

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Programme building on initiatives within Family Resource Centres, Educational Welfare Services and establishing a streamlined Service Delivery Framework.

Tusla has been created in the demanding circumstances of increased requests for services, budget restrictions and recruitment constraint. In the face of austerity, it would be easy to be complacent, blaming any inaction on limited resources. Yet, this has not been the case and I am pleased that, in the face of austerity, services are improving, are more accountable and are more consistent across the country.

Lessons from the past have been learnt. Ours is an increasingly accountable, consistent and transparent service.

ImprovementsIn Appendix V is a summary of recent HIQA oversight. There is increasing evidence of a service which is led and delivered with clarity of purpose and determination to do the best for Ireland’s children. Throughout, it is important to remember that children are not at risk because they are in the care of the State. Children are placed in the care of the State because they are at risk.

Failure to share information has often been quoted as a weakness when children are let down by the child protection system. A consistent approach has now been adopted to all children placed on the Child Protection Notification System. Information will be shared, as from the final quarter of 2014, with An Garda Síochána and medical colleagues. Emergency ‘place of safety’ arrangements are working well and will be augmented by a duty out-of-hours system. Through newsletters and the website information is shared and practice improved.

Other specific improvements in 2014 include: The establishment of a single line of accountability for Domestic

Sexual and Gender Based Violence (DSGBV) services. The

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development of a ‘roadmap’ for DSGBV services to ensure the planning of effective and accessible services and to assure that developments are aligned to Tusla strategic priorities and in line with the Cosc-led national DSGBV strategy.

Family support and Family Resource Centres are now a fully integrated aspect of the service delivery framework which is a key aspect of the overall reform programme. This has established new synergies between the family resource centres and local services. The sector will also be the subject of a quality review by the end of 2014 to inform the Agency of the future and enhanced role Family Resource Centres can play in the overall strategy for the Child & Family Agency.

Information is a key requirement in child protection services both in respect to management of complex cases and the appropriate sharing of information to ensure children are kept safe from harm. The development of the National Child Care Information System is a key priority for the Child & Family Agency and is at an advanced stage of User Acceptance Testing.

Educational Welfare

Educational Welfare intervention is now a constituent part of the Service Delivery Framework which underpins the reform programme and a model of service delivery in this regard has been piloted and is currently undergoing evaluation. Further work is planned in 2014 to improve school attendance, participation and retention targets and align these functions to other agency functions eg. Meitheal and LAP. School attendance Guidelines have been developed to underpin this work and guidelines on the assessment of education in places other than recognised schools have also been developed.

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AccountabilityThere is a clear and straight forward line management structure within Tusla. National policy is discussed, best practice identified and consistency increased. Staff are clear about their responsibilities, aware of their duties and are contributing to a Performance Management System comprising HR, Finance and Service Delivery.

To enhance accountability further, there is a need to review funding distribution and to develop local partnerships within Children Services Committees. The joint protocol for services responsible for primary care, health and wellbeing, mental health and services for children affected by disability needs to be strengthened.

As part of the aspiration to be a responsive service there is a need to learn more from complaints and to respond to them fully within agreed timeframes.

Mechanisms needs to be developed in order that the services Tusla shares with the HSE are accountable and recognise Tusla as an independent agency with separate legal status.

ConsistencyThe Service Delivery Framework is being rolled out across the country. Many areas have developed multidisciplinary teams around the child and early intervention has been enhanced through effective partnership working. Most teams now have a dedicated Front Door, duty and intake service with response times greatly reduced and continuity of service enhanced. Children First arrangements have been strengthened through the Child Welfare and Protection Handbook while additional guidance relating to Section 3 cases have been issued recently. An Alternative Care Handbook is being finalised and strong aftercare arrangements consolidated. Early Years Inspection Services now run on a national basis with an enhanced workforce guaranteeing full inspection at least every three years.

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Within our Early Years Inspectorate a system of registration is being implemented to replace the previous practice of notification and, in partnership with others, the emphasis is on child development as well as ensuring a safe environment.

For Adoption Services, within limited resources, progress is being made on the backlog of information and tracing and record management through a national Adoption Service.

There has been considerable progress in Special Care and, as befits a multidisciplinary agency, education is valued for all our children in care as evidenced by excellent Junior Certificate results in our establishments. See Appendix VI.

Education is at the core of the Agency activity as successful engagement in education can greatly enhance life chance.

97.8% of 6 to 16 year old children in care are  in full time education (end Q 4 2013) an increase from 96% in 2013

89.5 % of 17 year old children in care are in full time education (end Q 4 2013) an increase from 81% in 2012

60% of young adults in after care are in full time third level education  

674  young people over 18 years continue living with their carers (Q4 2013)  

Further development is required to finalise national aftercare standards, foster care support and commissioning arrangements.

ChallengesIn the face of a dynamic and well planned reform agenda there are four particular challenges that inhibit the more effective development of a full range of services for Ireland’s children.

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Sustainable budgetCurrent budget pressures which prevent staffing services reaching full complement inhibits service effectiveness despite strong arrangements to prioritise the most important and the most urgent. The vast majority of concerns raised by HIQA and Ombudsman relate directly to resource and / or recruitment deficits.

Cost effective support in partnership with HSE Tusla would support the development of an internal market in order that services relating to finance, HR, Estates, ICT and other support services are provided to frontline customers on a cost effective basis and that these services are responsive to a different range of customers such as Tusla, Community Health Trusts, Hospital Trusts and others. Each service should have a shareholding in support services and a monetary value should be given to each share holding with a view to enhancing the customer experience.

Court ReformThere can be little doubt that the current time and money spent on legal matters is neither sustainable nor in children’s best interests. Tusla has embarked on a comprehensive and ongoing process of reform.

Significant effort and attention has been given to increasing the credibility of Tusla staff when providing evidence to assist and enable effective and timely judicial decisions. Training has been increased and new court reporting forms introduced.

There is regular oversight of legal budgets with a reduction in those authorised to engage legal services on behalf of Tusla.

Further reforms required include the requirement to move towards greater use of mediation services, reform of the Guardian ad Litem system and a further review of the use of legal services by the Agency.

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The reform of the Guardian ad Litem system with appropriate regulation and registration is urgently required. The practice of representation of GALs at both solicitor and counsel level raises questions regarding the use of legal representation in court by expert witnesses.

There is a need for the development of mediation services and processes. Increasingly adversarial proceedings at District Court level can result in significant delays as points of law are considered. Repeat short term care orders are not conducive to providing stability for children.

Multiagency WorkingServices for children in all jurisdictions are all too often organised within lines of professional demarcation. This is not in the best interests of children. Children’s education, health and welfare needs are intensely inter-related. Consequently effective multiagency work is crucial and requires scrutiny, support and insistence.

The common theme in all of the serious case reviews of the last ten years has been a lack of joined up strategy and integrated implementation. There is a new joint protocol between key HSE services particularly primary care, services for children affected by disability and mental health and Tusla. This protocol needs to be strengthened and great care taken to ensure that parallel reforms remain complementary. If reforms are not synchronised there is a danger of reinforcing significant service gaps. In such territory tragedy can occur. ConclusionThe pace of reform has been inhibited by the dictates of austerity. The fragility of the Agency is a consequence of establishment at a time of severe restrictions on the public purchase. Despite all pressures, there is enthusiasm, commitment and initiative. Staff deserve great credit for what has been achieved.

The issue now is to complete the task, support the commitment and ensure reform is consolidated and sustained.

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Appendix I - Summary Budget

2014 Budget €'000s

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Pay Pay and Allowances 226,906

Non-Pay Foster Care & Other Allowances 115,204 Grants to Outside Agencies 141,701 Legal 17,500 Other Non Pay 27,106 Private Residential and Foster Care 66,872 Staff Travel 6,995

Non Pay Total 375,377

Gross Non Capital Budget 602,283

Income Superannuation and Other 20,682- Net Non Capital Budget 581,601

2 Total - Capital 6,841

3 Total Allocation 2014 588,442

Tusla - Budget 2014

Non Capital Budget 2014

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Appendix II - Principal Service Activity

The Child and Family Agency was established on 1st January 2014 upon the enactment of the Child and Family Agency Act, 2013 and is responsible for improving wellbeing and outcomes for children. It represents the most comprehensive reform of services for the development, welfare and protection of children and the support of families ever undertaken in Ireland. It is an ambitious move which brings together some 4,000 staffs who were previously employed within Children and Family Services of the Health Service Executive, the National Educational Welfare Board and the Family Support Agency.

The Child and Family Agency has responsibility for the following range of services:

Child Welfare and Protection Services, including family support services

Family Resource Centres and associated national programmes Early years (pre-school) Inspection Services Educational Welfare responsibilities including School Completion

Programme and Home School Community Liaison Domestic, sexual and gender based violence services Services related to the psychological welfare of children

The Agency operates under the Child and Family Agency Act 2013. Children are at the heart of the legislation and families are seen as the foundation of a strong healthy community where children can flourish. Partnership and co-operation in the delivery of seamless services to children and families are central to the Act. The specific functions of the Agency, as set out in the legislation, may be summarised as follows:

Support and promote the development, welfare and protection of children, including the provision of care and protection for children in circumstances where their parents have not been able to, or are unlikely to, provide the care that a child needs

Support and encourage the effective functioning of families, to include the provision of preventative family support services aimed at promoting the welfare of children; care and protection for victims of domestic, sexual or gender based violence, whether in the context of the family or otherwise; and services relating to the psychological welfare of children and their families.

Ensure that every child in the State attends school or otherwise receives an education and provide educational welfare services to

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support and monitor children’s attendance, participation and retention in education

In making decisions in relation to these functions have regard to the best interests of the child in all matters and in performing its functions in respect of an individual child under the Child Care Act, 1991 or the Adoption Act, 2010, regard the best interests of the child as the paramount consideration

Maintain and develop support services, including in local communities

Undertake or commission research relating to its functions Facilitate and promote enhanced inter agency co-operation to

ensure that services for children are co-ordinated and provide an integrated response to the needs of children and their families

Collaborate with any person that the Agency considers appropriate to the discharge of its functions

Provide information or advice, or make proposals, to the Minister on matters relating to its functions

Demonstrate high standards of performance, transparency and accountability

Use the resources available to it in the most beneficial, effective and efficient manner

Ensuring robust and transparent inspection arrangements for pre-school services

National oversight of domestic, sexual and gender-based violence services

For further information see www.tusla.ie

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Appendix III - Progress Report on Milestone Targets for Agreed Priority Areas

BACKGROUNDThe Business Plan was prepared in accordance with the requirements of Section 46 of the Child and Family Agency Act 2013; and in response to the Letter of Determination from the Department of Children and Youth Affairs to the Chair of the Board, dated December 20th 2013. The Board of the Agency is responsible for the oversight of the development of corporate strategy, annual budgets and business plans.

The Business Plan 2014 identified sixteen activity areas with priority outputs as follows:

o Accountabilityo Quality Assuranceo Partnershipo Workforce Developmento Family Support o Early Childhood Care & Educationo Service Delivery Frameworko Emergency Out of Hours Serviceo Child Care Information Systemo Children Firsto Alternative Careo Adoption Serviceso Educational Welfareo Sexual and Gender Based Violenceo Psychology Serviceso Community Sector

An update with respect to each priority output is set out in the following sections.

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PRIORITY 1: ACCOUNTABILITY

Outputs Timeline

1. Scheme of delegation established and

reviewedQ1

MILESTONE TARGETS

Scheme of delegation with signed delegations cascaded to area level. Complete

2. Governance code and structure in place Q3

MILESTONE TARGETS

Board subgroup on Governance

Governance Framework

in place

On target

3. Risk register established and operational

Q4

MILESTONE TARGETS

Agency establishment risk register developed and maintained

Working group with State Claims Agency developed

Standard Operating Procedures for incident management revised and at final stage of consultation

On target

4. Budget development plan published Q4

MILESTONE TARGETS

Draft Model Developed Draft model tested Working model agreed5. Re-issue and review child care

reform programmeQ4

MILESTONE TARGETS

Review process in place with a view to prioritising key areas for reform On target

6. Audited risk arrangements in place accountable to the agency board

Q3

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and its sub-committeesMILESTONE TARGETS

Standard operating procedures for risk alerts in place

Full corporate risk register under development – proxy system in place

On target

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PRIORITY 2: QUALITY ASSURANCE

Outputs Timeline

1. Performance Framework established Q4

MILESTONE TARGETS

A performance monitoring system is in place.

In place

2. Reporting cycle agreed and monitoring

requirements metQ3

MILESTONE TARGETS

A cycle of performance monitoring with respect to all activities within the Agency has been agreed. In place

3. A system of performance audits and

quality reviews in placeCommenced

MILESTONE TARGETS

Methodology to conduct performance audits and quality reviews has been developed

One review completed, one in progress

On Target

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PRIORITY 3: PARTNERSHIP

Outputs Timeline

1. Review of Memorandum of Understanding with HSE Q4

MILESTONE TARGETS

A Memorandum of Understanding between the Child & Family Agency and the Health Service Executive has been invoked.

Currently under review Ahead of schedule

2. Review of Joint Protocol with HSE Q4

MILESTONE TARGETS

A joint protocol to specify a pathway and associated responsibilities for children and families whose needs cross between health service divisions and the Child & Family Agency.

Currently under review

On target

3. Development of research capacity and commissioned research activity with CES

Q2

MILESTONE TARGETS

Two research projects in progress with CES.

A research strategy is currently being developed

On target

4. Agency participation/facilitation and, where

appropriate, leadership of the development of

Children’s Services Committees

Q4

MILESTONE TARGETS

Progress in this area includes the following:- Representatives from Tusla on all

Children’s Services Committees- Enhancement of Interagency Co-operation- Work commenced by each Committee

On target

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to develop area profiles identifying key needs

- The Chief Operating Officer a member of the National Steering Committee

Outputs Timeline

1. An agreed workforce development

StrategyQ4

MILESTONE TARGETS

Formation of working group to develop strategy

On target

2. Clear partnership arrangements with the

relevant professional bodies

Q3

MILESTONE TARGETS

Liaison mechanism with CORU in place Links formed with Educational

Institutes to review relevant academic courses

On target

3. An agreed graduate social work scheme

with recruitment commencing

Q4

MILESTONE TARGETS

Ongoing discussions with the Union to advance this

On target

4. Agreed maternity cover in defined

circumstanceQ2

MILESTONE TARGETS

Process to identify maternity vacancies in place

Work underpinned by Employment Legislation.

On target

5. Review of clerical and administrative

StaffQ3

MILESTONE TARGETS

Review commenced Ongoing

6. Implementation of lead Q4

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recommendations

following the review of clerical and

administrative staff

MILESTONE TARGETS

Awaiting results of outcome 5. On target

Outputs Timeline

1. Quality review of implementation of family

support processes in each Area

Q4

MILESTONE TARGETS

A quality review methodology has been devised and is out for consultation.

On target

2. Integration of Family Resource Centres

within the Service Delivery Framework

Q4

MILESTONE TARGETS

Re-organise management responsibilities for FRC programme within Family Support Services for 4 regions

Completed

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PRIORITY 6: EARLY CHILDHOOD CARE AND EDUCATION

Outputs Timeline

1. Registration system operational Q3

MILESTONE TARGETS

Awaiting introduction of regulations. Recruitment and appointment of 4

Principal inspectors and additional Inspectors interviews scheduled for October

Q4

2. Standards-based inspections in place Q3

MILESTONE TARGETS

As above On target

3. ICT system in place to support the registration process Q2

MILESTONE TARGETS

Steady progress with the design of the collecting fees and initial registration form and on target.

Funding to be sourced and secured to expand on an operational ICT system and equipment required to enable implement-tation of Registration and Standard based Inspection

On target

4. Additional inspectors appointed Q4

MILESTONE TARGETS

See 1 above On target

5. Publication of inspection reports available

online in a timely mannerQ3

MILESTONE TARGETS

Inspection reports are being published currently on the Pobal website On taget

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PRIORITY 7: SERVICE DELIVERY FRAMEWORK

Outputs Timeline

1. Intervention thresholds introduced and reviewed Q1

MILESTONE TARGETS

Intervention thresholds complete and circulated to all Area Managers for implementation

Complete

2. Standardised intake and

assessment processes introduced and

reviewed

Q2

MILESTONE TARGETS

Assessment framework implementation

Complete

In progress

3. System for diversion to community and voluntary sector in place Q3

MILESTONE TARGETS

National training strategy for prevention, partnership and family support in place

Appointment of senior manager for prevention, partnership and family support in each of 17 areas and co-ordinators for child and family support networks where capacity exists

Mapping of Child & Family Support networks carried out, identifying key local partners from other statutory services and the community/voluntary sector who can partner with the Child & Family Agency to deliver on this change model

Complete

4. National Child Protection Notification System in place Q2

MILESTONE TARGETS

The guidance for CPNS and Child Protection Case Conferencing has been issued and training is complete and now in process of full implementation

Manual system in place Computerised system under

development

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Priority 8: Emergency Out of Hours Service

PRIORITY 8: EMERGENCY OUT OF HOURS SERVICE

Outputs Timeline

1. National contact point available to Gardai Q3

MILESTONE TARGETS

Establishment of implementation project group

Sign off of business case by HR Role and function of Crisis Intervention

Service(CIS) and On-call – terms and conditions negotiated and agreed with Impact

Contact points identified with staff designated

Crisis Intervention interviewing training module established and staff cohort trained

National Liaison Group established

Complete

Complete

Ongoing

Ongoing

Ongoing

Complete

2. Local on-call social workers available to

respond throughout the country

Q4

MILESTONE TARGETS

As above – forms part of project plan for 8.1

As above

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PRIORITY 9: CHILD CARE INFORMATION SYSTEM

Outputs Timeline

1. NCCIS testing and user acceptance in test site completed Q1

MILESTONE TARGETS

Phase 1 system testing ready for deployment

May 2014

2. NCCIS – planning for full roll out commenced Q4

MILESTONE TARGETS

Training in phase 1 site Go-live Phase 1 UAT Phase 2 Training Phase 2 Go live Phase 2 Go live deployed nationally

On target

TBC

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PRIORITY 10: CHILDREN FIRST

Outputs Timeline

1. Quality review of consistent implementation in each Area Q4

MILESTONE TARGETS

Methodology complete Establishment of National Children

First Team under National Manager for Children First

Process for formulating national implementation programme developed

High Level National Management Group established to provide national oversight of all aspects of implementation

On target

2. Impact assessment of pending legislation completed and reported to DCYA

Q1

MILESTONE TARGETS

Impact assessment submitted to DCYA Complete

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PRIORITY 11: ALTERNATIVE CARE

Outputs Timeline

1. National strategy for residential care

completed and implementedQ4

MILESTONE TARGETS

Working Group Established Draft National Strategy Developed Implementation

Complete

On target for Q4

2. A Practice Handbook for alternative care will

be produced and implemented

Q1

MILESTONE TARGETS

Complete and ready for publicationcomplete

3. A single entry point for all applications to

Special Care

Q1

MILESTONE TARGETS

Single entry point completed Review of Guidelines commenced

complete

complete

4. Improved access to step down placements Q4

MILESTONE TARGETS

Centralised process developed under National Residential manager

Standard Operating Procedure Developed with Special Care Services

Complete

Complete

5. National multidisciplinary team for children

in special care

Q1

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MILESTONE TARGETS

ACTS began operating as a service on the appointment of the national manager in September 2012. Currently the service is led by a management team consisting of the national manager and two heads of discipline. In addition there are now twenty one clinicians in post providing teams in Dublin, Cork and Limerick.

Ongoing

6. Aftercare implementation plan rolled out Q4

MILESTONE TARGETS

Operational group convened to roll out implementation plan.

Aftercare Steering Committees established in a number of areas.

Implementation plan

Complete

Complete

Q4

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PRIORITY 12: ADOPTION SERVICES

Outputs Timeline

1. National Manager in place Q1

MILESTONE TARGETS

Complete Q1 Complete

2. Regional manager structure reporting to National Manager

Q3

MILESTONE TARGETS

Scope of staffing working in adoption complete.

Regional managers fully in place

Revised

Q4

3. National policies and procedures in place

Q4

MILESTONE TARGETS

Under development Q1 2015

4. Review of equity of access undertaken Q2

MILESTONE TARGETS

Re-structuring of teams to achieve this is taking place

Ongoing

5. National waiting list introduced andMaintained Q2

MILESTONE TARGETS

A national waiting list for tracing and information is now in place

National Manager maintains oversight for outstanding adoption applications

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PRIORITY 13: EDUCATIONAL WELFARE

Outputs Timeline

1. Educational welfare intervention is a

constituent part of the Service Delivery

Framework

Q4

MILESTONE TARGETS Progress Update

1.1 Evaluate pilot intervention model1.2 Report on evaluation1.3 Amend draft model as required1.4 Communicate outcomes1.5 Extend use of intervention model

Q1: Pilot evaluated, outcomes analysed, draft report prepared

Q2: peer review in process

2. School attendance, participation and retention targets integrated and aligned with other relevant Agency functions

Q4

MILESTONE TARGETS Progress Update

2.1 Review statutory school attendance dataset

2.2 Review targeting and outcomes approach for School Completion Programme (within SCP Review)

2.3 Develop targeting, case management and reporting system for HSCL coordinators

Q2: School Returns system analysed for service risk; complementary triage and case referral system for schools being developed;

targeting guidance for SCP projects prepared; SCP review commenced; increasing numbers of HSCL coordinators using draft planning and reporting system

3. Publication of Guidelines for Schools on the

Development of School Attendance

Guidelines

Q4

MILESTONE TARGETS Progress Update

3.1 Road-test draft statutory guidelines

3.2 Revise guidelines as required

3.3 Sign-off by EWS, Agency, Departments

3.4 Publish guidelines

Q1: Road-testing of guidelines with service strands and end-users nearing completion

Q2: Guidelines being revised to incorporate service and end-use perspectives

4. Revised guidelines on assessment of

education in places other than recognised

Q4

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schools

MILESTONE TARGETS Progress Update

4.1 Review project objectives

4.2 Appoint contractor

4.3 Re-convene Review Group

4.4 Activate review process

4.5 Seek Ministerial approval

4.6 Publish and activate revised guidelines

Q1: project objectives reviewed, contractor appointed, review plan agreed

Q2: contractor engaging with key players/interests; consultation plan in preparation

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PRIORITY 14: DOMESTIC, SEXUAL & GENDER BASED VIOLENCE SERVICES

Outputs Timeline

1. System of national oversight in place Q1

MILESTONE TARGETS

Appointment of National Manager for DSGBV

Contracts established and agreed with networks (Safe Ireland and RCNI)

National Consultation meetings held Initial discussions with relevant

Departments Database of services developed

Complete

1. Regional co-ordination and local management arrangements in place

and reviewedQ1

MILESTONE TARGETS

Regional management of budgets agreed.

Service agreements with service providers in place

Agreement to recruit key posts for delivery of services

Complete

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PRIORITY 15: PSYCHOLOGY SERVICES

Outputs Timeline

1. Strategic plan developed, implemented

and reviewedQ4

MILESTONE TARGETS

Ongoing negotiations with HSE with respect to transfer of service

Ongoing

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PRIORITY 16: COMMUNITY SECTOR

Outputs Timeline

1. Funded services are provided in line with

Agency priorities

Q4

MILESTONE TARGETS

Funding review complete Analysis of review information

commenced in line with legislation

Q1

On target for Q4

2. Funding arrangements concur with correct

provisions of the new legislationQ4

MILESTONE TARGETS

To be completed in line with 16.1 On target for Q4

3. A recording system is in place to record the correct statutory provision under which funds are being made available

Q4

MILESTONE TARGETS

Project analysis complete and aligned with statutory provision of funding and database of info developed

Complete

4. A value for money review is undertakenQ4

MILESTONE TARGETS

Information collated from 16.1, 16.2 and 16.3 to be analysed and inform terms of VFM review

On target Q4

5. A Commissioning Strategy is developed Q4

MILESTONE TARGETS

Research of sector-wide commissioning strategies to establish best practice in the area

Consultation process with Regional Directors commenced

Q2

Q2

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Appendix IV – Overview of Monthly National Performance Activity: June and July 2014

Monthly reports are prepared in relation to key areas of service activity. In addition a composite report is prepared for each Quarter. This includes activity data in relation to early years, children in care, after care, children welfare and protection, homeless and adoption services.

Headline performance issues include There were 6,466 children in care on 31st July 2014, a decrease of

40 children in the last month. Of these, 6000 (93%) were in a foster care placement.

The numbers of children in care overall since the beginning of the year has increased by 6 from 6,460 on the 31.12.13.

22 children were in out of state placements; a decrease of 3 in the last month.

434 children were in a private care placement. This comprised 256 were in foster care (an increase of 9), 163 in a residential placement (an increase of 1), and 7 in a residential out of state secure placement (a decrease of 1). 8 children were categorised as being placed in ‘other’ care placements,

17 young people were in a special care placement, an increase of 1 in the last month. This was due to the increase in capacity in Coovagh House, Limerick

The number of children with an allocated social worker was 6,062 in July, a decrease of 17 from June (6079). This has occurred in the context of high staff turnover and delays in recruitment.

The percentage of children with an allocated social worker is 94%. No area demonstrated a performance below 80% with the exception of Kildare West Wicklow/Dublin South West at 79%. 98% of children in residential general were allocated, 95% of children in foster care general and 91% of children in foster care with relatives.

91% (5854) of children in care had a written care plan.

Staff vacancies continue to affect performance. There were 89 approved vacancies in July. In addition, 83 staff were absent on maternity leave - 9 in DML; 23 in DNE; 17 in the South and 14 in the West. Such vacancies continue to have a significant impact on the capacity of some areas to allocate a social worker to cases awaiting allocation. There were 91 Agency staff employed to cover these 172 vacancies, leaving 81 unfilled posts.

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Appendix V - Summary of Recent HIQA Oversight

INTRODUCTIONThe Health Information and Quality Authority (HIQA) carry out inspections in a number of services that Tusla provides. These inspections are based on national standards and the main output of the inspection is a report that highlights areas of good practice and areas for improvement. This paper provides a summary of the main findings in these reports subdivided into a summary of reports from 1. Child Protection and Foster Care Services 2. Children’s Residential Centres.

PART 1: CHILD PROTECTION AND FOSTER CARE SERVICES

Areas of progress Inspections of child protection and foster care services revealed that timely, effective and beneficial actions were taken for the majority of children at immediate risk and there was a rights based approach to day to day practice which was supportive and respectful. Inspectors reported that services were well led and managed by experienced and dedicated managers with systems in place that provided managerial oversight of individual cases. In general, children who are at risk of harm and neglect have child protection plans in place to promote their welfare. In many areas inspected, serious incidents were reviewed and notified in a timely manner and recommendations and actions implemented. Governance and management structures were described as robust.

Cases reviewed showed that once children and families were allocated a social worker and engaged either directly with a child protection and welfare social work service or a community based service, the services received were effective. Examples of comprehensive social work assessments, child protection plans, family support and family welfare plans were found with clearly recorded actions and identified persons responsible for the child’s care.

Interagency and interdisciplinary working was observed to be of good quality in some areas inspected, and there was good use of strategy meetings to protect children. Examples of good practice included a communications working group to assist interagency co-operation and case discussion fora to review complex cases. Importantly, children’s’ protection plans and interventions were reviewed in line with Children First and there was clear evidence of Child Protection Notification Systems (CPNS) in operation.

Children and young people were provided with foster care services that promoted a positive sense of identity. Foster carer assessments were found to be comprehensive and of good quality. Children with complex

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needs or affected by a disability received appropriate support from their foster carers and relevant professionals. Care planning was of good quality and children and their families were involved in the process.

The outcomes for many of the children in foster care were positive. In the main, children’s needs were met, they were treated with dignity and respect, their rights were promoted by social workers and carers and they were consulted about decisions that affected their lives.

Areas for development

HIQA inspection reports identified a number of areas for development and improvement; the general themes are captured in this section.

Where an area was under pressure, high thresholds had to be reached before a direct social work service was provided. There were significant challenges to providing a consistent and safe service when faced with waiting lists and limited resources. The cumulative effects of long term harm and neglect were not always considered and therefore robust interventions to address the needs of these children were not always effective.

A repeated theme was that services did not have an effective system for closing cases which meant that some remained open unnecessarily to an already stretched team of social workers. Some social workers were afraid to close cases because of potential risk. It was also noted that a formal caseload management system could improve the inequities in caseloads among social workers and improve the allocation of cases based on the prioritisation system.

The Child Protection Conference System was highlighted as not being effective where children were the subject of numerous reviews. The Gardai were unaware of what children were on the CPNS. The CPNS was also not available out of hours.

There wasn’t always an effective strategy in place for the recruitment and retention of foster carers. There were a number of unassessed relative carers with children placed from 9 months to 3 years ago. There were significant delays in assessments, approvals and reviews of foster carers and in the matching of children to carers.

Service planning at area level was at an early stage of development with some quality assurance initiatives in place. However, there was no formal quality assurance or monitoring system to ensure that the service was compliant with standards, regulations, policies and legislations. Systems, to monitor all complaints and concerns, and to monitor trends such as re-referrals and decisions to take legal action, were required.

Resource pressures

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Inspectors found that a limited Child Protection and Welfare Service was provided in areas where inadequate social work resources were available to meet the demands of the service. This was reflective of high numbers of cases awaiting allocation. A number of areas were found to be not sufficiently resourced to meet the needs of all children. Some children experienced delays in accessing specialist services.

PART 2: CHILDREN’S RESIDENTIAL CENTRE REPORTS

Areas of Progress Children’s Residential Services (CRS) were found for the most part to be a positive living experience for the children who reside within them. HIQA found that steady progress was made within the areas of statutory care planning and the allocation of social workers to children in residential care.

Improvements were noted in some areas with regard to after care provision and its availability to care leavers. Working in partnership with parents and families was also commended as an area of progress. The major improvement found within reports was stability within the work force, with fewer unfilled vacancies, and less reliance upon agency and other temporary staffing arrangements, redeployment of staff contributed immensely to this improvement.

Areas for development There was a number of concerns consistently identified by reports in the latter half of 2013. In particular reports’ findings consistently focused on the effectiveness and range of residential services available for children in the statutory sector. This theme when identified was reflected in findings in regard to an absence of specialist services for children and shortfalls with regard to staff preparedness which HIQA believe will be enhanced by a comprehensive training needs of staff working in the sector.

Another theme within reports were findings regarding staff supervision, agency policy was not being consistently applied, with some examples of staff not being effectively supervised.

Resource PressuresHIQA have commented in their reports concerning the effectiveness and suitability of some of the placements available to children who have complex need. The need for comprehensive needs assessment, psychological supports and specialist educational inputs and

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interventions for children were identified as the most common deficit of resource available to the statutory residential sector.

Supports required by children to assist them to manage their behaviours and prevent placement breakdown have been identified as considerable and in HIQA’s view require review in the context of a continuum of care.

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Appendix VI - Junior Certificate Results and Special CareFoundation Level

Ordinary Level

Higher Level

Common Level

Subjects No. YP sat exams

Irish 6 1 x B3 x D

1 x D1 x E

English 22 2 x A6 x B3 x C3 x D

6 x C1 x E

1 x C

Maths 21 1 x A7 x B7 x C4 x D

1 x D1 x F

Geography 13 4 x B3 x C3 x D2 x F1 x E

Arts & Crafts 21 1 x A6 x B12 x C1 x D1 x F

Music 5 3 x C1 x D1 x F

Home Economics

19 7 x B6 x C5 x D1 x E

CSPE 16 2 x B7 x C4 x D3 x E

History 10 1 x B3 x D2 x C2 x E

1 x C1 x E

Woodwork 16 8 x B4 x C2 x D1 x F

1 x B

Business 7 1 x B3 x C2 X D1 x F

Religious Education

10 1 x B2 x C3 x D3 x F1 x E

Science 2 1 x E1 x F

Metalwork 1 1 x FGerman 1 1 x E15 170 37 113 4 16

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25 children took the Junior Cert

15 Subjects o 170 exams taken o 37 in Foundation Levelo 113 in Ordinary Level o 4 in Higher Levelo 16 in Common Level