Both Tusla and I are concerned about that Agency’s reliance on Special Emergency Arrangements (SEAs), and share a common aim to meet the needs of these children in mainstream alternative care placements. I am advised by Tusla that its procedures ensure SEAs are only utilised in exceptional circumstances where no alternative care placement is available. This can occur in circumstances where a child requires a place of immediate safety, including as a result of a placement breakdown, and where no mainstream alternative care placement is available for the child in the short term, either alone or with their sibling group.
Every effort is being made by Tusla, supported by my Department, to ensure the availability of suitable alternative care placements for children in care, which will in turn reduce Tusla’s reliance on SEAs. In this regard, an increase to the Foster Care Allowance in 2024 was secured in Budget 2024 in order to support the recruitment and retention of foster carers. That Budget also provided for the largest year on year increase to Tusla’s allocation, since the establishment of that Agency. Tusla’s budget in 2024 will exceed €1.1bn. This increase includes additional funding for Tusla in 2024 in relation to residential care. In addition, Tusla’s Strategic Plan on Residential Care outlines plans for increased residential care capacity over the 2022-2025.
With specific regard to capacity in the special care service, Tusla has statutory responsibility for the operation of special care, and for the provision of special care beds. Tusla have advised that the total combined capacity of Special Care Units is 26, and that at present the current maximum occupancy in these Units is 15. Every effort is being made by Tusla to support the provision of appropriate care to vulnerable children, including special care where appropriate, and to support access to and egress from the special care service. Tusla is progressing a number of initiatives to support the recruitment and retention of staff in special care, which is currently a primary limiting factor on the maximum number of beds that may be occupied in these units.
Tusla has advised that there is a dedicated recruitment team responsible for bespoke and rolling recruitment campaigns for special care on the Tusla website, and a graduate recruitment program to attract Social Care Workers to the service. Tusla has also progressed a number of initiatives focussed on workforce stabilisation, including allowing for the permanent placement of staff in temporary higher appointments, and the conversion of agency staff to become permanent employees of Tusla. Special care services are also involved in a group which is investigating the potential recruitment of social care workers through an apprenticeship model programme. Tusla has also made extensive efforts to address the challenge of staff retention, in the challenging working environment that is special care. It has advised that a Violence Harassment and Aggression Working Group was established in 2023, and that this Group has identified several initiatives that are being implemented in 2024.
While the operation of special care and the provision of special care beds is the statutory responsibility of Tusla, my Department is actively engaging with Tusla in relation to the issues impacting on special care, and will continue to provide whatever support to Tusla that is necessary to address the current very significant challenges impacting on this service, within the two organisations’ respective roles. In this regard, my Department and Tusla have established a Special Care Planning Group to support Tusla’s consideration of the future configuration of the special care service in Ireland.
Both Tusla and my Department are well aware of the challenges in special care. My Department and Tusla share the Deputy’s concern that children in the care of the State, of whom those requiring special care are perhaps the most vulnerable, should have access to a special care place when they need it.
