Written Answers Nos. 552-572
552. Deputy Thomas P. Broughan asked the Minister for Justice and Equality further to Question No. 795 of 20 June 2017, if the report is now available; and if he will make a statement on the matter. [36079/17]
Amharc ar fhreagraMy Department has, again, requested the information in relation to training in the use of Dräger 5000 drug testing devices and will provide this information directly to the Deputy once it is to hand.
553. Deputy Thomas P. Broughan asked the Minister for Justice and Equality further to Parliamentary Question No. 796 of 20 June 2017, if the report is now available; and if he will make a statement on the matter. [36080/17]
Amharc ar fhreagraMy Department has, again, requested the information in relation to drug testing outlined in the Deputy's current question and will provide this information directly to the Deputy once it is to hand.
554. Deputy Jim O'Callaghan asked the Minister for Justice and Equality the status of the implementation of a national cyber security desk as outlined in the An Garda Síochána modernisation and renewal programme 2016 to 2021; and if he will make a statement on the matter. [36095/17]
Amharc ar fhreagraI have requested the information sought by the Deputy in relation to the status of the implementation of a national cyber security desk and I will write to the Deputy on receipt of same.
The deferred reply under Standing Order 42A was forwarded to the Deputy.
555. Deputy Jim O'Callaghan asked the Minister for Justice and Equality the progress made in the modernisation of Garda information systems, including the PULSE system, as outlined in the An Garda Síochána modernisation and renewal programme 2016 to 2021; and if he will make a statement on the matter. [36096/17]
Amharc ar fhreagra557. Deputy Jim O'Callaghan asked the Minister for Justice and Equality the status of the development and implementation by An Garda Síochána of a control room strategy. [36098/17]
Amharc ar fhreagraI propose to take Questions Nos. 555 and 557 together.
As the Deputy will appreciate, decisions in relation to the provision and allocation of Garda equipment and resources are a matter for the Garda Commissioner and I, as Minister, have no direct role in the matter.
The Deputy will be aware that the Garda Síochána Modernisation and Renewal Programme 2016-2021 is intended to professionalise, modernise and renew An Garda Síochána to ensure that the organisation can meet present and future challenges and that the programme prioritises technology projects with the aim improving the services delivered to communities by members of An Garda Síochána.
It is the most ambitious programme of reform ever embarked on by the organisation and due to the scale of the programme, a phased planning approach is essential. In this regard, the Commissioner has advised that some initiatives will be implemented in the short to medium term, while others will require a number of years to implement fully. Given the highly complex nature of the Programme, timelines for projects may move for a number of reasons including, for example, extended scope or procurement phase, unforeseen delays or changes to the strategic priorities of the organisation.
The Investigations Management System, planned for implementation in late 2018, will standardise, digitise and support the management of all investigations arising from a PULSE incident. The system will support the allocation and management of all jobs and allocation of roles and documentation relating to the running and completion of an investigation. It will also maintain a full history of the chain of events for an investigation, information and evidence gathered and decisions made. I am advised that work is progressing in relation to the system and that contacts are ongoing with relevant stakeholders. In the meantime, PULSE has been enhanced with new incident management functionality to enable Garda supervisors monitor the progress of incidents from initial data input right through to court outcome stage. This is an interim step pending the implementation of the Investigations Management System.
I understand An Garda Síochána currently deploys a mix of Regional and Divisional Control Room models across the organisation. The Control Room Strategy, in the long term, will introduce a new Computer Aided Dispatch (CAD) system. Pending the introduction of the new system, the following interim projects have been established to address any gaps in collating data and to provide a more professional and consistent service across the country:
- CAD Part 1 will ensure that all calls from the public to An Garda Síochána are accurately tracked and managed and supported by a Regional Control Room Model. The CAD Part 1 project will extend the Cork CAD system to incorporate the Kerry Division, thereby ensuring a standardised approach across the southern region. This project is due for deployment later in 2017.
- ERC1 (Electronic RC1) is an initiative which facilitates the implementation of the overall Control Room Strategy initiative. This is an interim solution that provides Divisions without the current CAD system with the functionality to record, store, retrieve and update information regarding requests for service from the public in an electronic format. ERC1 will assist in standardising the call handling and incident recording procedures prior to the deployment of the complete Control Room Strategy. ERC1 commenced as a pilot in the Mullingar Division in 2016 and a national roll out of ERC1 to all Divisions without CAD (14 Divisions in total with ERC1) was completed during the week ending 1 June last.
As part of the longer-term strategy, Control Room technology will be significantly enhanced. The CAD Part 2 project will identify a suitable CAD system tailored to fit the specific needs of An Garda Síochána with the ultimate objective of providing a better response to victims of crime and delivering a more seamless service to the public. This new CAD system will integrate current and future Garda IT systems i.e. PULSE, Rosters and Duty Management, Contact Management, etc. to provide a holistic view of the organisation's information.
Some other key ICT projects which are currently being advanced are set out below:
- The Enterprise Content Management project is intended to provide a single repository for An Garda Síochána to securely store and manage content. I understand from the Garda authorities that this project will shortly go live in the Eastern Region following the completion of training in these areas. The system will then be systematically rolled out nationwide.
- A new Property and Exhibits Management System will be used to record all property and exhibits which come into Garda possession and manage them throughout their lifecycle within the organisation from scene to court. This system is planned to go live later this year.
- In the area of Victims Services, PULSE has been updated to include Individual Victim Assessment and Victim Engagement screens to record information about the victim themselves and any Garda interaction or engagement with the victim.
- The e-Vetting system provides online processing of applications for Garda vetting for persons working with children and vulnerable persons and is now fully operational. This system won the national eGovernment Award for 2017.
- A project to implement a new Rosters and Duty Management System is currently under way and it is planned to commence a pilot of the system in the first half of 2018. This system will support the management of the new rosters in An Garda Síochána and to manage the deployment of human resources on a day to day and also on a strategic long term basis.
- A new Anti-Money Laundering application (GoAML) which will support Financial Intelligence Units to counter terrorist financing and money laundering was implemented in June 2017.
- A project to enhance Network Access to Rural Locations is a planned initiative under the Modernisation and Renewal Programme. This initiative has identified the locations that do not currently have access to PULSE, Garda e-mail and portal, and where appropriate will provide connectivity. Work on this project is well advanced and over 100 additional stations have now been added to the Garda network.
- A project to provide mobile access, via a smartphone device, to all Garda information systems, including PULSE, is currently being advanced.
In addition An Garda Síochána, in collaboration with my Department, is actively progressing a number of EU ICT projects to improve police co-operation and increase border security within the EU. These include:
- implementation of the FIND solution which is now operational enabling the Garda National Immigration Bureau to query the Interpol Stolen Lost Travel Document Database (STLD)
- implementation of PRUM, which is planned to go live early in 2018, and will deliver enhancements to the Automated Finger Printing System to step up cross-border cooperation in relation to terrorism, crime and illegal immigration, and
- implementation of the Schengen Information System, which is planned to be ready for evaluation by the EU Commission by mid 2019, and which will enable the rapid dissemination of information pertaining to terrorist threats and other subversive and non-subversive crime types across members states of the European Union.
The Government is highly supportive of these initiatives and this is underpinned by significant Government investment under the Capital Plan of some €205 million in additional funding for Garda ICT.
556. Deputy Jim O'Callaghan asked the Minister for Justice and Equality the status of the establishment by An Garda Síochána of protective service units in each region; the number in place and the regions in which they are located [36097/17]
Amharc ar fhreagraAs the Deputy will appreciate, the Garda Commissioner is responsible for the distribution of resources, including personnel, among the various Garda Divisions and Units and I, as Minister, have no direct role in the matter. I am assured by the Garda Commissioner that the allocation of gardaí is continually monitored and reviewed taking into account all relevant factors including crime trends, demographics, and security assessments relating to the area in question to ensure optimal use is made of Garda human resources.
The Second National Strategy on Domestic, Sexual and Gender-based Violence 2016-2021 envisages a range of actions to be implemented by State, voluntary and community sector organisations aimed at preventing and responding to domestic, sexual and gender-based violence. An Garda Síochána is committed to supporting this strategy, and in March 2015 a number of Garda units were brought together to leverage their experience and expertise in investigating serious crimes against the person including sexual offences to form the Garda National Protective Services Bureau (GNPSB) led by a Chief Superintendent.
The GNPSB is a specialist team dedicated to making sure each and every complaint relating to child protection, human trafficking, domestic and sexual violence is thoroughly investigated and handled correctly. In addition, the GNPSB is responsible for working with other agencies to manage sex offenders in the interest of community safety.
As part of the Garda Commissioner's Modernisation and Renewal Programme 2016-2021 Protective Services Units (PSUs) are to be established in every Garda Division with specially trained staff. These units will mirror the responsibilities held by the GNPSB and will ensure a consistent approach to domestic abuse and sexual crime. The PSUs will work with the Garda Victim Service Offices in their area to ensure that the needs of victims are adequately catered for.
I am advised by the Commissioner that these Divisional PSUs are being rolled-out in two phases. Phase 1 involves the establishment of three Units over a 12-month period on a pilot basis. The pilot Divisions that have been identified are the Dublin Metropolitan Region West, Cork City, and the Louth Division. The assessment of this pilot phase will inform the further roll-out to each Garda Division.
558. Deputy Jim O'Callaghan asked the Minister for Justice and Equality the status of the introduction by An Garda Síochána of a 24-7 telephone line for the reporting of child sexual abuse. [36099/17]
Amharc ar fhreagraI have requested a report from An Garda Síochána in relation to this matter, and I will contact the Deputy again when the report is to hand.
559. Deputy Jim O'Callaghan asked the Minister for Justice and Equality the status of the development and implementation by An Garda Síochána of a risk management framework for victims of domestic abuse. [36100/17]
Amharc ar fhreagraI have sought information from the Garda Síochána in relation to the matters raised and will revert to the Deputy upon receipt of this information.
560. Deputy Jim O'Callaghan asked the Minister for Justice and Equality the status of the establishment by An Garda Síochána of community safety fora; and the number now in place and their location. [36101/17]
Amharc ar fhreagraAs the Deputy will be aware, the Programme for Government underlines the need for close engagement between An Garda Síochána and local communities. This is an essential feature of the strong community policing ethos which has long been central to policing in this jurisdiction. The Deputy will be aware that as part of the overall strategy to oppose criminality, the Garda authorities pursue a range of partnerships with community stakeholders for example, the well established Community Alert Programme and the highly successful Garda Text Alert Scheme to name but a few. I have sought a report from An Garda Síochána in relation to the number now in place, and their location, and I will contact the Deputy again when this information is to hand.
It is important to note that community policing is at the heart of An Garda Síochána. It provides a means of recognising that every community – both urban and rural – has its own concerns and expectations. In this regard I welcome the strong emphasis placed by the Garda Commissioner's Modernisation and Renewal Programme 2016-2021 on further developing and supporting the community policing ethos of the organisation so that Gardaí spend more time in the community, gaining public confidence and trust and providing a greater sense of security. Proposed initiatives include the establishment of local Community Policing Teams (CPTs) headed by an Inspector and made up of gardaí from across a range of areas to proactively work with the community to prevent and detect crime; and the establishment of Community Safety Fora in every District comprising local gardaí, local communities and key stakeholders.
Underpinning all of these measures is the Government's ongoing commitment to ensuring a strong and visible police presence throughout the country to maintain and strengthen community engagement, provide reassurance to citizens and deter crime. The Government plans to achieve an overall Garda workforce of 21,000 personnel by 2021 comprising 15,000 Garda members, 2,000 Reserve members and 4,000 civilians. This year, funding has been provided for the recruitment of 800 Garda recruits and up to 500 civilians to support the wide ranging reform plan which is in train within An Garda Síochána. Approximately 300 appointments will also be made to the Garda Reserve.
561. Deputy Jim O'Callaghan asked the Minister for Justice and Equality the status of the design and implementation by An Garda Síochána of a revised approach to offender management, including youth offenders and recidivist offenders through inter-agency partnerships. [36103/17]
Amharc ar fhreagraAs outlined in my response to the Deputy on 13 July 2017, I have been informed by An Garda Síochána that the Modernisation and Renewal Programme (MRP), incorporates a range of initiatives to enable An Garda Síochána to meet present and future challenges. The Programme has been formed based on recommendations made in 44 reports, both internal and external, developed over the preceding ten years as well as extended periods of consultation and workshops with senior leadership within the organisation. The MRP aims to deliver on its objective through the realisation of a number of key outcomes described in detail throughout the chapters of the Programme launch document. The Strategic Transformation Office (STO) has been established to oversee governance and delivery of the projects that form the MRP.
With more than 80 initiatives and 135 projects, the MRP will strengthen the service An Garda Síochána provides and ensure that they can deal with any emerging issues into the future. Due to the scale of the programme, a phased planning approach is essential; some initiatives will be implemented in the short to medium term, while others will require a number of years to implement fully. Given the highly complex nature of the MRP, timelines for projects may move for a number of reasons including extended scope or procurement phase, unforeseen delays to risks or issues or changes to the strategic priorities of the organisation.
An Garda Síochána works closely with my Department and the DPP, Irish Prison Service and Probation Service to tackle crime and reduce reoffending rates. I am informed that An Garda Síochána will use Offender and Case Management programmes, in conjunction with the Courts, Probation Service, HSE and TUSLA, to manage prolific and high risk offenders in the community to reduce re-offending.
The Offender Management initiative under the MRP is currently comprised of two projects, namely JARC and SAOR.
- JARC is a Joint Agency Approach to Crime where An Garda Síochána, the Irish Prisons Service and the Probation Service work together to move repeat offenders away from crime. The implementation of this project under the MRP will further develop and implement operational processes to manage nominated prolific offenders in co-operation with these agencies
- SAOR is a Strategic Approach to Offender Recidivism which aims to reduce recidivism through the training of Case Managers for the organisation. Successful implementation of this project will ensure the effective management and implementation of case managers and improved inter agency co-operation.
The above programmes will continue to be rolled out throughout 2017. The various programmes within JARC are in an evaluation process and it is expected that the evaluations of the three initial programmes will be completed before the end of this year.
In addition, a Youth JARC project was initiated earlier this year which looks at the most prolific offenders aged between 16-21 and is being piloted in Blanchardstown and in Mayfield and Gurranabraher in Cork. The selection process of the first youths for the project is under way at present. The aim of the project, like the adult JARC, is to take a multi-agency approach to intervening in order to reduce their level of offending.
562. Deputy Pat The Cope Gallagher asked the Minister for Justice and Equality his plans for the reopening of the closed Garda stations in Donegal in view of the Government’s decision to reopen a Garda station in south County Dublin recently; and if he will make a statement on the matter. [36122/17]
Amharc ar fhreagraThe Deputy will appreciate that the Garda Commissioner is primarily responsible for the effective and efficient use of the resources available to An Garda Síochána and I, as Minister, have no role in the matter. This includes responsibility for the formulation of proposals in relation to the opening and closing of Garda Stations, taking into account crime trends and policing priorities, so as to ensure that the best possible use is made of these resources.
Indeed, this was the basis on which the Garda District and Station Rationalisation Programme was developed and implemented, resulting in the closure of some 139 Garda stations. I am informed by the Garda authorities that the closures have allowed front line Garda to be managed and deployed with greater mobility, greater flexibility and in a more focused fashion particularly with regard to various targeted police operations.
Under the Programme for a Partnership Government, the Government is committed to launching a pilot scheme to reopen six Garda stations, both urban and rural, to determine possible positive impacts that such openings will have on criminal activity, with special emphasis on burglaries, theft and public order. At its meeting on 13 June 2017, the Government noted the Garda Commissioner’s interim Report which analysed population and crime trends and, taking account of the availability of stations for reuse, makes a number of recommendations including that Stepaside Station in County Dublin be reopened on a pilot basis. The report also indicates that the Commissioner is likely, subject to further analysis, to recommend the reopening of Leighlinbridge, County Carlow and Donard, County Wicklow in her final report. If a second station is to be reopened in Dublin, the Commissioner has indicated that, subject to further analysis, the former station at Rush, County Dublin will be recommended for reopening.
The Government has, accordingly, agreed in principle to the reopening of Stepaside Garda Station on a pilot basis as soon as any necessary preparatory works have been completed and the Commissioner’s final recommendation in relation to Rush, Leighlinbridge and Donard Garda Stations is expected to be received shortly.
Following any decision to reopen the former stations, the Garda authorities will work closely with the Office of Public Works in relation to any necessary preparatory works required to progress the reopenings.
The Deputy will be aware that the Garda Síochána Inspectorate is, at the request of the Policing Authority, examining the dispersal and use of resources available to An Garda Síochána in the delivery of policing services to local communities with a view to making recommendations to provide a more effective, visible and responsive policing service. The Authority has informed the Inspectorate that the review should take account of:
- the changing environments in rural, developing urban and suburban areas;
- the views of local communities;
- the allocation to and deployment of Garda resources at the local policing level, including the use of the Garda Reserve, Garda facilities and Garda equipment; and
- relevant recommendations made in previous Inspectorate reports.
It is expected that the Inspectorate will have completed the review by mid-2018.
563. Deputy Jim O'Callaghan asked the Minister for Justice and Equality if he will report on the implementation of the recommendations of the independent review group of his Department in 2014; the recommendations that have not been implemented, in tabular form; and if he will make a statement on the matter. [36147/17]
Amharc ar fhreagraAs the Deputy will be aware, my Department has been implementing a comprehensive Programme for Change in response to the recommendations set out in the Review Group report. The programme, which mirrors many of the actions set out in the Civil Service Renewal Plan, covers areas such as culture; leadership and structure; audit and risk management; corporate functions and IT systems; and external benchmarks.
Significant progress has been made in implementing these recommendations as outlined below and the work of embedding and sustaining the changes continues to be prioritised in my Department. Regular updates have been published on my Department's website. The following recommendations have been implemented in the Department:
- The Department’s Management Advisory Committee was reconstituted as a Management Board, new personnel were appointed, both from within the Department and externally, and lateral mobility put into effect. A new Deputy Secretary post was created in April 2015 to provide more cohesive leadership across the criminal justice portfolio and a Secretary General was permanently appointed in October 2016. Both I and the Minister of State for Equality, Immigration and integration meet on a monthly basis with the full Management Board.
- Following consultation with staff and stakeholders, a Culture and Values Charter was published in 2016 with the objective of fostering a more open, listening organisational culture. These values have been signed off by the Department's leadership team and are fed into all induction and leadership training with a view to informing the way in which the Department communicates with staff and stakeholders. It is recognised that changes to organisational culture takes sustained effort over time and a cross grade team, led by the Secretary General, is working to ensure that this continues to be embedded in the organisation.
- Robust supporting processes have been put in place to enhance leadership and oversight of the Department and wider sector and to facilitate more effective management and governance of the strategic objectives. A Corporate Governance Framework for the Department was published in April 2016. Since 2015 an annual Strategic Implementation Plan has been published, which draws together in one single plan all of the strategic priorities across the Department. To support the Management Board in its oversight of this programme, a programme management reporting system has been implemented, providing the Management Board with information and status updates on strategic actions across all of the Department's programmes; In addition, progress reports are published on the Department's website.
- Risk management processes have been significantly strengthened and the Department's Audit Committee which has a majority of external members has reviewed its processes in line with the recommendations.
- Since March 2014, the Department has also put in place revised systems and procedures to ensure all correspondence is handled appropriately which specifies that high-priority correspondence is brought to the attention of both myself and relevant officials and followed up in a timely manner.
- The Report made several recommendations regarding relationship management and oversight of Agencies, all of which have been implemented. Agency performance and governance arrangements have been formalised and strengthened through formal Oversight/Performance/Service Delivery Agreements and Frameworks agreed with 24 key agencies including An Garda Síochána. In addition, as the Deputy is aware, the Policing Authority was established in January 2016 to bring a new and dedicated layer of public accountability to the administration of policing services and provide additional impetus to drive necessary changes in the policing system and its practices.
- Formal structures have been put in place to support communication and collaboration with the agencies in the Justice and Equality sector: the Civil Agencies Network covers a range of diverse agencies and meets quarterly to share information and best practise while the Criminal Justice Strategic Committee comprising the heads of all the relevant agencies was established in 2015. The Strategic Committee also meets quarterly and is driving effective collaboration through a detailed work-plan on a range of shared interests from international cooperation, data needs and interoperability to leadership development and victims services.
- A programme of work in regard to Data and Information has been developed and is being taken forward in cooperation with the Office of the Government Chief Information Officer, including a system providing real time support to the front-line Joint Agency Response to Crime (JARC) programme, the rollout of an e-Submissions system and the development of the Justice and Equality Hub, to facilitate better collaboration and information sharing between the Department and its stakeholders and the provision of data and management information to support the development of more evidence based policy.
- Several of the Review Group's recommendations related to Human Resources management and the Department held an open competition last year to appoint a professional Head of Strategic Human Resources. Following this appointment, a three year workforce plan has been developed which directly supports the Department’s 2016-19 Strategy and informs recruitment and deployment of available resources to effectively deliver on the Department's business objectives as well as identifying training needs. The 2017 training plan includes risk management, customer service, leadership development and performance management. The Department is also developing its HR capacity, including the recent implementation of a business partner model to try to ensure that the business needs, including managed mobility and succession planning, are being met by HR. A HR strategy is being prepared which will build on the changes implemented since the Toland Report and which will reflect the internal Change Programme, the forthcoming Civil Service HR strategy and public service reform.
- A Head of Communications was appointed and a strategy covering internal and external communications in support of the change programme was published in 2016.
- New structured governance arrangements with An Garda Síochána have also been introduced. A Governance Framework Document is in place which makes provision, amongst other things, for regular meetings involving my Department, An Garda Síochána and the Policing Authority. Officials also meet monthly with An Garda Síochána to oversee progress on strategic and resource matters. In addition, arrangements are in place for quarterly meetings involving the Department, An Garda Síochána and the Policing Authority in the context of the Authority's statutory functions in relation to advising the Minister with regard to Garda resources.
In terms of recommendations not yet implemented, the Review Group recommended the development of a HR strategy which is in preparation in parallel with the overall Civil Service HR Strategy as mentioned above. It also recommended changes to the Department’s structure but was not definitive on the detail of this. The Department’s structure has been reviewed in recent months and a number of options for structural changes are under consideration. Given the need to deal with a considerable workload on hand, it is envisaged that structural change will be implemented on a phased basis, commencing in Quarter 4 this year. It should be noted that despite concerns expressed by the Review Group about the breadth of its responsibilities, my Department's remit continued to expand significantly in recent years with responsibility assigned in 2015 for additional agencies including the Valuation Office and Ordnance Survey Ireland. In addition the Charities Regulator, the Policing Authority and the Legal Services Regulatory Authority have all been established in recent years.
In addition to the ongoing reforms in the policing area, achieving better collaborative practice and parallel to implementing the major change programme, the Deputy will be aware of the volume of work delivered over the past 3 years on the Department's business agenda across very significant areas of public life. Major achievements include the Children and Family Relationship Act 2015, the Marriage Equality Referendum, International Protection Act 2015 incorporating a single applications procedure and implementation of the McMahon report recommendations, progressing the implementation of the EU Victims Directive, establishment of the Irish Refugee Protection Programme (IRPP) to meet Ireland’s international humanitarian obligations, amongst many others.
Finally, I should add that my Department is taking stock of the change programme to assess progress to date and to identify priorities for the next phase of improvement to ensure the measures outlined above are embedded and sustained and the drive for continuous improvement is maintained.
564. Deputy Sean Fleming asked the Minister for Justice and Equality the details of each body or organisation that is scheduled to receive in excess of €1 million from his Department's Vote of expenditure or the group of Votes of expenditure connected with his Department in 2017 for the provision of services by the body or the organisation concerned; the amount involved in each case; if there is a signed service level agreement in place in respect of the services to be carried out by these bodies or organisations; and if he will make a statement on the matter. [36161/17]
Amharc ar fhreagraThe information requested is being compiled and verified in my Department. I will forward my response to the Deputy directly in the coming days.
