Written Answers Nos. 287-310
287. Deputy Ken O'Flynn asked the Minister for Health whether her Department requires the production of formal written governance assessment reports for non-statutory bodies in receipt of Exchequer funding; if not, the reason such reports are not required; and if she will outline any plans to introduce a standardised governance assessment framework. [27824/26]
View answerI thank the Deputy for his question. As previously noted in my response to PQ No: 23857/26, my Department has identified the All Island Institute of Public Health (IPH) as the only non-statutory body that receives funding directly from the Department. Therefore, the issue of a requirement for a standardised governance assessment framework has not arisen.
The IPH oversight agreement states that Governance and Oversight meetings shall be conducted four times per year. These provide the opportunity for formal reporting against the Performance Delivery Agreement, activities and spending agreed in the annual Business Plan. The IPH reports on progress, challenges, risks and financial activity.
288. Deputy Ken O'Flynn asked the Minister for Health whether funding agreements with non-statutory bodies include defined service-quality standards, measurable performance indicators, and outcome-based metrics; if so, the nature of these metrics; and if not, the rationale for the absence of quantifiable performance benchmarks linked to public funding. [27825/26]
View answerThe All Island Institute of Public Health (IPH) is the only non-statutory body that receives funding directly by the Department. This is due to its specific nature as an all island body that was set up prior to the signing of the Good Friday / Belfast Agreement in 1998. The IPH provides support on public health policy to the respective Departments of Health and Chief Medical Officers in both jurisdictions.
The IPH regularly produces high quality input into the Department of Health, and has done so since its inception in 1998. The outputs of the IPH includes the provision of reports, events, policy briefs, consultation responses, journal articles and conferences. The work plan of the IPH is varied and responsive to both long term and emerging public health needs and challenges on the island of Ireland. Therefore the application of defined service-quality standards, measurable performance indicators, and outcome-based metrics are not particularly applicable, given the nature of the work of the IPH. Such metrics may be more applicable to service orientated organisations operating in a single jurisdiction. Not applying these types of metrics does not constitute absence of performance management. The oversight agreement with the IPH specifically states the need to ensure that the Institute give consistent consideration in how it utilises public funds provided by both Departments of Health.
The oversight agreement of the IPH was jointly agreed by the Departments of Health in both Northern Ireland and the Republic of Ireland, and the Independent Board of the IPH. Therefore the oversight of the IPH is decided jointly in accordance with the statutory requirements in both jurisdictions.
289. Deputy Ken O'Flynn asked the Minister for Health whether her Department requires independent external audit or evaluation of service delivery outcomes for non-statutory bodies it funds; if not, how the Department assures itself that reported outcomes are accurate and reliable; and if she will outline any plans to introduce independent validation mechanisms. [27826/26]
View answerThe All Island Institute of Public Health (IPH) is the only non-statutory body that receives funding directly by the Department. This is due to its specific nature as an all island body that was set up prior to the signing of the Good Friday / Belfast Agreement in 1998. The IPH provides support on public health policy to the respective Departments of Health and Chief Medical Officers in both jurisdictions.
The IPH regularly produces high quality input into the Department of Health, and has done so since its inception in 1998. The IPH does not provide services that require reported outcomes and monitoring in the manner necessary for service related organisations. Validation of the outputs of the IPH is in the physical provision of reports, events, policy briefs, consultation responses, journal articles and conferences that are produced. These are all self-evident and verifiable and do not require independent validation mechanisms.
290. Deputy Ken O'Flynn asked the Minister for Health the date on which the current oversight agreement with the Institute of Public Health was formally signed; and the governance and oversight arrangements in place prior to that agreement, including any differences in reporting, compliance, or monitoring structures. [27827/26]
View answerThe All Island Institute of Public Health (IPH) is a non-statutory body that receives funding directly by the Department. This is due to its specific nature as an all island body that was set up prior to the signing of the Good Friday / Belfast Agreement in 1998. The IPH provides support on public health policy to the respective Departments of Health and Chief Medical Officers in both jurisdictions.
The Oversight Agreement in place between the parties was agreed by both Departments of Health and the IPH at the end of September 2025. It was formally signed by all three parties on separate dates between December 2025 and February 2026. The Oversight Agreement served to formalise the processes and procedures around governance that were in place prior to its agreement, and ensured that this was proportionate to an organisation with the size and remit of the IPH.
The oversight agreement of the IPH was jointly agreed by the Departments of Health in both Northern Ireland and the Republic of Ireland, and the Independent Board of the IPH. Therefore the oversight of the IPH is decided jointly in accordance with the statutory requirements in both jurisdictions.
291. Deputy Ken O'Flynn asked the Minister for Health whether her Department operates a formal escalation and enforcement framework where governance or performance concerns arise in respect of funded non-statutory bodies; if so, the steps involved; and if not, how accountability is ensured where deficiencies are identified. [27828/26]
View answerI thank the Deputy for his question. As previously noted in my response to PQ No: 23857/26, my Department has identified the All Island Institute of Public Health (IPH) as the only non-statutory body that receives funding directly from the Department. Therefore, the issue of a formal escalation and enforcement framework has not arisen.
The oversight agreement between the two sponsor Departments and the IPH has defined escalation procedures and points of contact.
292. Deputy Ken O'Flynn asked the Minister for Health the formal process used by Department officials to review quarterly reports submitted by non-statutory bodies; whether this process includes documented evaluation criteria, scoring, or decision frameworks; and if she will provide details of how compliance is assessed beyond financial reporting. [27829/26]
View answerThe All Island Institute of Public Health (IPH) is the only non-statutory body that receives funding directly by the Department. This is due to its specific nature as an all island body that was set up prior to the signing of the Good Friday / Belfast Agreement in 1998. The IPH provides support on public health policy to the respective Departments of Health and Chief Medical Officers in both jurisdictions.
The IPH regularly produces high quality input into the Department of Health, and has done so since its inception in 1998. The outputs of the IPH includes the provision of reports, events, policy briefs, consultation responses, journal articles and conferences. The work plan of the IPH is varied and responsive to both long term and emerging public health needs and challenges on the island of Ireland. Therefore the application of documented evaluation criteria, scoring, or a decision framework is often inappropriate. In relation to ensuring the compliance of the IPH, regular meetings are held either jointly with Northern Ireland colleagues or bilaterally to assess progress on specific pieces of work or on the overall workplan.
293. Deputy Ken O'Flynn asked the Minister for Health whether continued funding of non-statutory bodies is explicitly linked to demonstrated performance against agreed objectives; and if so, the mechanisms used to assess performance and determine funding continuation or adjustment. [27830/26]
View answerThe All Island Institute of Public Health (IPH) is the only non-statutory body that receives funding directly by the Department. This is due to its specific nature as an all island body that was set up prior to the signing of the Good Friday / Belfast Agreement in 1998. The IPH provides support on public health policy to the respective Departments of Health and Chief Medical Officers in both jurisdictions.
The Corporate Strategy and annual work plans of the IPH are jointly agreed between the Departments of Health in both Northern Ireland and the Republic of Ireland, and the Independent Board of the IPH. These plans reflects the joint long term vision for the IPH on an all-island basis and the annual objectives toward achieving this. The IPH uses research and evidence to inform public health policy, with the aim of improving population health, reducing health inequalities and improving health equity. Performance in this instance is therefore based on the production of research and policy advice and in the main is assessed by the Departmental officials that liaise with the IPH directly. The IPH also provides supports, such as acting as the chair and the secretariat for the North South Alcohol Policy Advisory Group.
In relation to the determination of funding continuation and adjustment, the IPH is funded directly by the Department and as such is subject to the annual estimates process.
294. Deputy Michael Cahill asked the Minister for Health for a detailed breakdown of the ophthalmology waiting lists for Kerry patients; the number on the waiting list; the length of time they have been waiting; the number of new referrals; the actions being taken to address these waiting lists; and if she will make a statement on the matter. [27831/26]
View answerIt is acknowledged that many patients are still waiting too long for hospital appointments and treatments. I am conscious of the burden that this places on patients and their families.
I published the Waiting Time Action Plan (WTAP) for 2026 on January 30th, as part of this Government’s ongoing commitment to improving access to hospital care and reducing waiting times for patients.
Since the commencement of the multi-annual Action Plan approach in September 2021, significant progress has been made in reducing the length of time patients are waiting.
These improvements have been achieved against the backdrop of increased demand for planned care services. Addressing this increased demand, while also working to sustainably reduce waiting times will require the health service to deliver more core activity through improved productivity and efficiencies, through ongoing reform and new enabling supports, and through targeted additional capacity.
The WTAP sets out six overarching and interconnected targets, which will be achieved through the delivery of 36 actions under the themes of “Reforming Planned Care”, “Enabling Planned Care” and “Capacity Optimisation”.
With the 2026 plan, we will continue to build upon the progress delivered to date under the multi-annual action plan approach, moving towards the ultimate vision of a public healthcare service in which everyone has timely access to high-quality scheduled care, where and when they need it.
National waiting list information by hospital, specialty, and time band is published monthly by the National Treatment Purchase Fund (NTPF) on its website: www.ntpf.ie/home/nwld.htm.
The information is now being made available through an interactive visual tool which provides users with a much-improved way of accessing and analysing waiting list information.
The specific information requested by the Deputy which is not published on the NTPF website, about patients from Kerry on ophthalmology waiting lists, is set out in the attached spreadsheet. However, the NTPF has advised that the information requested by the Deputy in respect of the number of new referrals is not readily available.
Ophthalmology OPD Waiting List with Area of Residence (AOR) in Kerry as at end March 2026
|
Timeband |
0-6 Months |
6-12 Months |
12-18 Months |
18+ Months |
Total |
|
No. of Patients |
476 |
316 |
97 |
213 |
1,102 |
Ophthalmology IPDC Waiting List with Area of Residence (AOR) in Kerry as at end March 2026
|
Timeband |
0-6 Months |
6-12 Months |
12 Months+ |
Total |
|
No. of Patients |
121 |
19 |
9 |
149 |
The NTPF have applied Statistical Disclosure Control (SDC) techniques to the data above to preserve confidentiality and mitigate against identification or self-identification of individuals.
295. Deputy Michael Cahill asked the Minister for Health for a detailed breakdown of the colonoscopy waiting lists in University Hospital Kerry; the number on the waiting list; the length of time they have been waiting; the number of new referrals; the actions being taken to address these waiting lists; and if she will make a statement on the matter. [27832/26]
View answerIt is acknowledged that many patients are still waiting too long for hospital appointments and treatments. I am conscious of the burden that this places on patients and their families.
I published the Waiting Time Action Plan (WTAP) for 2026 on January 30th, as part of this Government’s ongoing commitment to improving access to hospital care and reducing waiting times for patients.
Since the commencement of the multi-annual Action Plan approach in September 2021, significant progress has been made in reducing the length of time patients are waiting.
These improvements have been achieved against the backdrop of increased demand for planned care services. Addressing this increased demand, while also working to sustainably reduce waiting times will require the health service to deliver more core activity through improved productivity and efficiencies, through ongoing reform and new enabling supports, and through targeted additional capacity.
The WTAP sets out six overarching and interconnected targets, which will be achieved through the delivery of 36 actions under the themes of “Reforming Planned Care”, “Enabling Planned Care” and “Capacity Optimisation”.
With the 2026 plan, we will continue to build upon the progress delivered to date under the multi-annual action plan approach, moving towards the ultimate vision of a public healthcare service in which everyone has timely access to high-quality scheduled care, where and when they need it.
National waiting list information by hospital, specialty, and time band is published monthly by the National Treatment Purchase Fund (NTPF) on its website: www.ntpf.ie/home/nwld.htm
The information is now being made available through an interactive visual tool which provides users with a much-improved way of accessing and analysing waiting list information.
The specific information requested by the Deputy which is not published on the NTPF website, about the number of patients on the colonoscopy waiting list in University Hospital Kerry is as follows:
At the end of March 2026 there were 544 patients on the colonoscopy waiting list, 458 patients in the 0-6 month time band and 86 patients in the 6-12 month time band.
However, the NTPF has advised that the information requested by the Deputy in respect of the number of new referrals is not readily available.
296. Deputy Michael Cahill asked the Minister for Health for a detailed breakdown of the percentage of people who were readmitted to University Hospital Kerry within 30 days following medical treatment during the past five years; the way in which this compared to all other hospitals throughout the country; if a review or an analysis of these figures has been undertaken; and if she will make a statement on the matter. [27833/26]
View answerAs this is a service matter, I have asked the Health Service Executive to respond to the Deputy as soon as possible.
297. Deputy Michael Cahill asked the Minister for Health her plans to address overcrowding in the accident and emergency department at University Hospital Kerry and the trolley crisis; if the provision of a significant increase in the number of beds available will be expedited in order to address this longstanding issue; and if she will make a statement on the matter. [27834/26]
View answerThe provision of timely high-quality healthcare in Kerry University Hospital and across the health system is a priority for the Minister and this Government. The Unscheduled Emergency Care Plan (UEC) 2025-2026 set out a series of targeted actions within the 4 Pillars of:
Hospital Avoidance • Support patients / service users to access care close to home and at the lowest level of complexity
ED Operations • Ensure our most vulnerable patients receive safe, timely and high-quality care in our EDs.
In Hospital Care Delivery • Improve and standardise processes to reduce variation in care and length of stay, improve flow across our hospitals and support safe and timely discharge
Discharge Management • Facilitate safe and timely discharge and early supported discharge home or to community care as soon as it is safe to do so.
Targeted actions within these pillars focused on processes, resource integration and management, and governance to improve patient experience from a holistic perspective improving systems along every step of the patient’s healthcare journey.
These include but are not limited to:
• Make the most of admission avoidance services such as Rapid Access Clinics for Chronic Disease and Older Persons and mobile diagnostics
• Screen patients 75 years for delirium and frailty at the point of triage and provide early access to emergency and specialist gerontology care
• Implement processes and protocols to assign patients to specialty or dedicated wards with multidisciplinary care to support differentiated care requirements
• Adopt a ‘home first’ policy so that integrated discharge planning starts early and is defined by a person’s needs, will and preferences
There has been a significant increase in investment in University Hospital Kerry since 2020. The budget for UHK has increased from €112 million in 2020 to almost €185 million in 2025, an increase of 67% over this period.
The Department has also invested in staffing at the hospital. Staffing has increased by 31% (376) since the end of December 2020 (1,215) to end of October 2025 (1,591).
University Hospital Kerry has 283 inpatient beds (Adult and Paediatric), including 19 critical care beds. Since 2020, 34 additional beds were delivered in UHK. The Acute Inpatient Bed Capacity Expansion Plan 2024 – 2031 aims to deliver an additional 4,367 acute inpatient beds nationally including an additional 108 beds for UHK. This will bring additional capacity at UHK to 142.
298. Deputy Michael Cahill asked the Minister for Health if she will address the overcrowding in the accident and emergency department, and the trolley crisis, at University Hospital Kerry as a matter of priority by expediting the development of the new 108-bed block on the hospital campus; and if she will make a statement on the matter. [27841/26]
View answerAs the Health Service Executive is responsible for the delivery of public healthcare infrastructure projects, I have asked the HSE to respond to you directly in relation to this matter.
299. Deputy Michael Cahill asked the Minister for Health if she will provide a detailed breakdown in respect of the new oncology unit proposed for University Hospital Kerry; the facilities that will be provided onsite; the number of patients it will be able to cater for; the estimated commencement date; the length of time it will take to complete; and if she will make a statement on the matter. [27842/26]
View answerAs this is a service matter, I have asked the Health Service Executive to respond to the deputy directly, as soon as possible.
300. Deputy Michael Cahill asked the Minister for Health the steps being taken to address an urgent case (details supplied); and if she will make a statement on the matter. [27846/26]
View answerAs this is a service matter, I have asked the Health Service Executive to respond to the Deputy directly, as soon as possible.
301. Deputy Holly Cairns asked the Minister for Health if CH04 is currently accepting adult ADHD assessments; the number of people on the waiting list; the average wait time; if CH04 currently is fully staffed; and if she will make a statement on the matter. [27859/26]
View answerThe National Clinical Programme for Adult ADHD is establishing multi-disciplinary community teams to diagnose and treat ADHD in adults. As Minister, I'm proud to have launched the Model of Care for Adult ADHD and to have resourced the establishment of the teams envisioned by the Model of Care. The ADHD Programme is funded with total funding of over €5 million on a recurring annual basis. As a result, there are 11 community based teams funded, with 8 teams are currently operational with the remaining teams in recruitment listed below. Funding was secured by myself as Minister in Budget 2025 to facilitate the rolling out of the total number of ADHD teams envisaged in the Model of Care.
Operational ADHD Teams
• Sligo/Leitrim/Donegal
• South Dublin/ Wicklow
• Limerick/Clare/North Tipperary
• Cork
• Kerry/West Cork
• South- West Dublin
• Midlands/Kildare/West Wicklow
• Cavan/Monaghan/Louth Meath
Community based teams in recruitment
• Waterford/Wexford/Kilkenny/Carlow/South Tipperary
• North Dublin and County
• Galway/Roscommon/Mayo
In relation to the additional specific information requested, as this is an operational matter, I have referred it to the HSE for direct reply to you.
302. Deputy Eamon Scanlon asked the Minister for Health to clarify whether there is currently any adult speech and language therapist assigned to County Leitrim, noting that adult speech and language therapy services are available in Sligo, Donegal and west Cavan but are not accessible to adults in Leitrim; if no such post exists, when an adult speech and language therapist will be appointed; and if she will make a statement on the matter. [27860/26]
View answerAs this is a service matter, I have asked the Health Service Executive to respond to the Deputy directly, as soon as possible.
303. Deputy Réada Cronin asked the Minister for Health the steps being taken by her Department to address long waiting times for gynaecology and endometriosis services and access to improved specialist and multidisciplinary care; and if she will make a statement on the matter. [27864/26]
View answer304. Deputy Réada Cronin asked the Minister for Health the steps being taken by her Department to address the lack of consistent referral pathways between hospitals for endometriosis care; and if she will make a statement on the matter. [27865/26]
View answerI propose to take Questions Nos. 303 and 304 together.
On 18 October 2025, I launched the National Framework for the management of Endometriosis. The Framework sets out for the first time in Ireland a defined clinical pathway for women with endometriosis, which spans primary to secondary care to specialist complex care in tertiary settings.
The Framework provides for the development of a more holistic and comprehensive approach to care for women with endometriosis in Ireland. It outlines a system where women with endometriosis should have ready access to services that are effective, timely and safe, and enable the lowest level of clinical intervention that is required for each woman, at the easiest point of access. Many endometriosis cases can be managed at primary care level in the first instance, while some patients will require additional multi-disciplinary support at secondary care level.
Local hospital-based gynaecology services can address mild presentations of endometriosis that have been escalated and referred by GPs. Local gynaecology services may undertake investigations and treatment and management at this level may include a diagnostic and or therapeutic laparoscopy and medical management.
For cases requiring an additional level of multidisciplinary management, the Framework suggests a consultant-to-consultant referral to a Regional Specialist Endometriosis Service. Regional Specialist Centres for moderate cases have been established in the Rotunda Hospital, the Coombe Hospital, and University Hospital Limerick, with clinics under further development in University Hospital Galway and the National Maternity Hospital.
Women may be referred from a regional specialist endometriosis service to one of the supra-regional specialist centres in Tallaght and Cork for further specialist treatment.
All endometriosis sites are operational and taking referrals. Additional funding was provided last year to expand these services through the recruitment of more personnel to provide multidisciplinary care at both supra-regional and regional level, including clinical nurse specialists, dietitians, physiotherapists and psychologists.
The HSE has carried out an analysis of the short term and medium-term requirements to build adequate capacity, improve clinical pathways and increase expertise within our endometriosis services. The expansion of endometriosis services in 2026 is supported through the National Service Plan.
Waiting times have decreased significantly following the introduction of the multi-annual Waiting List Action Plan approach in September 2021.Women affected by endometriosis may also be waiting on general gynaecology waiting lists. In March 2026, 78% of women were waiting less than six months for a gynaecology outpatient appointment in comparison to 55% in September 2021. This is despite overall general gynaecology referrals more than doubling from just over 50,000 in 2020 to almost 110,000 in 2025.
The HSE's National Women and Infant Health Programme has developed a Model of Care and a network of one-stop “see and treat” ambulatory gynaecology clinics. It is estimated that approximately 30-40% of general gynaecology referrals (i.e. from GPs) are suitable for management in the ambulatory setting. The intention is that each “one-stop” visit will provide a package of care consisting of assessment and treatment for each woman referred. These clinics are providing a more efficient and effective service for women by reducing the requirement for multiple outpatient appointments, thereby helping to improve clinical outcomes.
There are currently 18 “see and treat” ambulatory gynaecology clinics open. Further clinics are being developed which will ultimately result in 21 ambulatory gynaecology clinics nationally.
305. Deputy Conor D. McGuinness asked the Minister for Health her plans to ensure that a person (details supplied) will receive the maximum home care package that they are entitled to; and if she will make a statement on the matter. [27871/26]
View answerAs this is an operational matter, I have asked the Health Service Executive to respond directly to the Deputy as soon as possible.
306. Deputy Peadar Tóibín asked the Minister for Health the reasons for the ongoing delay and massive cost overruns at the National Children's Hospital (details supplied); and if she will make a statement on the matter. [28445/26]
View answerOpening the National Children’s Hospital Ireland (NCHI) is a Government priority. Everything possible is being done to ensure this world-class hospital will open as quickly as possible, on behalf of children, young people, and their families.
The Minister for Health has been clear that the responsibility for committing to, resourcing, and delivering this project sits squarely with BAM Ireland, and the State will not reduce the pressure or dilute that accountability. The State cannot accept a hospital that is not completed to the correct standards.
In February 2026, BAM submitted a programme of works, with a Substantial Completion date of 30 April 2026. While initially deemed compliant with the contract by the Employer’s Representative, the independent body responsible for administering the contract, it was ultimately found to be non-compliant, as BAM Ireland failed to deliver works as committed.
On 24 March, BAM informally advised the National Paediatric Hospital Development Board (NPHDB) that it expects to meet the substantial completion “standard” by 30 April but with some exceptions to areas and operational systems. Crucially this does not represent substantial completion as BAM had previously committed to achieve by that date. This will be the 19th time BAM has shifted its Substantial Completion date over the last 6 years.
On 27 March, the Employer’s Representative (the independent third party responsible for administering the contract), requested BAM to submit a new programme. The NPHDB has advised that this has yet to be provided by the contractor.
The largest factor contributing to delays on the project is BAM Ireland’s continued failure to manage and supervise project execution on site and its failure to resource the project appropriately. BAM Ireland continues to fall behind its own programme and is not delivering against additional Key Performance Indicators (KPIs) monitored by the NPHDB.
Achieving Substantial Completion is essentially a ‘volume exercise,’ to complete over 5,700 rooms. To date 3,118 of 5,728 rooms are at contract standard (c.54%). If BAM Ireland continually misses its room completion targets, then it is clear that it needs to increase resources to turn that slippage around.
The project is close to completion, but we now what is needed now is need certainty, productivity, and delivery from BAM.
BAM have consistently suggested that significant design changes have contributed to delay. This is simply a distraction from the reality of under-resourcing and poor progress by BAM. The Contract clearly sets out that both NPHDB and BAM (and its subcontractors) have design responsibilities. This is standard practice on public works projects and is intended to be a collaborative process.
NPHDB has been clear that there have been no substantive changes to design since the contract was signed with BAM. The most significant changes have been driven by BAM, with the NPHDB accommodating them to support delivery.
Since 2019, the NPHDB Design Team has issued approximately 23,500 drawings and documents, whereas BAM has issued approximately 27,000. Since October 2024, BAM has issued 1,388, compared with 296 from the NPHDB Design Team. Many of BAM’s submissions require the Design Team to revise its own drawings. Of the limited number of changes made by the NPHDB Design Team, the majority have been necessary to meet statutory, regulatory, and clinical requirements—such as fire safety, accessibility, and clinical updates.
BAM was fully briefed on the design, and BAM was paid over €10 million in relation to the Pre-Phase B Engagement process to work closely with the NPHDB design team to ensure it had all the information necessary to integrate its own products and systems and to programme the works correctly.
The NPHDB continues to engage with BAM and is using every lever available to it, through the Courts and contractual mechanisms, to ensure BAM is held accountable and delivers substantial completion. The NPHDB has exercised its contractual entitlement to withhold 15% of payments to BAM Ireland because of its failure to supply a compliant programme. Separately, the NPHDB is exercising its entitlement to Liquidated Damages – currently c.€40m and rising. The NPHDB has also continued to robustly defend any claims from BAM that it deems inappropriate or without merit and has successfully requested that claims at the High Court are entered into the fast-track Commercial Court to ensure timely resolution. Claims and legal actions will not delay the opening of the NCHI.
307. Deputy Donna McGettigan asked the Minister for Further and Higher Education, Research, Innovation and Science the reason the Student Accommodation Strategy 2026-2035 does not include the reported 10,000 new student-specific beds to be delivered through rent-a-room scheme over the lifetime of the strategy or any specific targets; the way in which he will increase the supply of beds available through the scheme by over 60% (based on the most recent figures available) with the strategy which makes no reference to the introduction of any new incentives to that effect; if he plans that digs-style accommodation is to be a central pillar of student accommodation supply in the coming years; if he will commit to supporting Sinn Féin’s Bill on the introduction of renters’ rights for students living in digs; and if he will make a statement on the matter. [27858/26]
View answerThe new National Student Accommodation Strategy 2026-2035 sets out a pathway to make higher education more accessible by addressing two critical challenges, accommodation supply and viability and accommodation affordability.
To address supply and viability the strategy sets out a balanced approach including: -
• A commitment to long term State-backed measures to activate supply, working in partnership with the private sector.
• The expansion of the Technological Sector Student Accommodation Programme to include traditional universities enabling the sector as a whole to meet demand. This will provide support for the development of accommodation on public campuses as well as on private sites near campus, subject to State Aid clearance.
• The development of a framework, in line with relevant Departmental consents, to support universities to develop nomination agreements with the private sector.
• The enhanced supply of student beds through promotion of Rent-a-Room accommodation.
Viability is further enhanced through
• reductions in VAT on the sale of apartments, including PBSA;
• new rules on market level resetting of rent which also provide three-year protection window in recognition of the unique circumstances faced by students; and
• by Design Standards.
Rent-a-Room accommodation is recognised in the Student Accommodation Strategy 2026–2035 as a valuable and established part of the overall student accommodation landscape. However, as it depends on the voluntary participation of homeowners, it does not lend itself to the same level of direct targeting as purpose-built student accommodation.
The Government does, however, see clear potential to grow this form of accommodation. A range of measures are already in place to support participation, including the €14,000 tax-free threshold and recent changes to ensure that Rent-a-Room income does not affect eligibility for social welfare supports, social housing, or medical cards. These steps have contributed to increased uptake in recent years.
The Strategy places a strong emphasis on encouraging further participation through targeted communications campaigns and through a greater role for higher education institutions in supporting and promoting Rent-a-Room accommodation. In addition, the Department will undertake research to better understand both the motivations for participation and the barriers that may be limiting further growth, so that any appropriate future measures can be considered.
In terms of protections, given that these arrangements take place within owner-occupied homes and fall outside the remit of the Residential Tenancies Board, a voluntary framework and sample licence agreements have been developed to support both students and homeowners. This approach will continue to be kept under review, informed by ongoing research and engagement.
I can assure you that I keep all aspects of student accommodation policy, including supports and protections for students, under active consideration.
308. Deputy Mairéad Farrell asked the Minister for Rural and Community Development and the Gaeltacht the amount of funding provided to an organisation (details supplied) by his Department in 2025; if he will list the sources of all funding; and if he will make a statement on the matter. [27711/26]
View answerComhar Naíonraí na Gaeltachta was established in 2004 to develop, manage and provide high-quality early years services through the medium of Irish throughout the Gaeltacht. The organisation plays a central role in the implementation of the Gaeltacht Education Policy and in language planning at a community level. The organisation currently provides over 137 services, serving over 2,100 children, with the support of over 250 staff across all Gaeltacht areas.
Significant growth since the organisation was founded reflects strong community confidence and continued demand for early years services through the medium of Irish. Comhar Naíonraí na Gaeltachta's quality of education has also been regularly recognised in positive inspection reports from the Department of Education.
My Department approved funding of up to €3,734,500 for the organisation for the three years from 2023-2026 from its Language Planning budget. This funding ensures that the organisation is in a position to implement the plans and targets set out in its strategic plan. The organisation also receives its core funding for the day to day operation of the services under it's remit through the Early Childhood Care and Education Programme (ECCE) and the National Childcare Scheme (NCS) funded by the Department of Children, Disability and Equality. I understand that the Deputy has submitted a similar question to that Department and that details regarding that funding will be provided in the reply to same.
Údarás na Gaeltachta also provides annual operational funding of €630,000 to Comhar Naíonraí na Gaeltachta. Of this, €150,000 helps to subsidise services which would not otherwise be viable while the remaining €480,000 covers certain operational costs incurred by the organisation.
309. Deputy Michael Cahill asked the Minister for Rural and Community Development and the Gaeltacht if he will carry out a national audit (details supplied) to include school attendance and schools capacity, amenities in villages and towns, services in parishes, villages and towns, proximity to work centres given this will give an indication of the potential to sustainably grow out parishes, villages and towns, future employment projects and so on and will give an overview of the impact of depopulation; and if he will make a statement on the matter. [27800/26]
View answerSince its launch in 2021, Our Rural Future has delivered vital investment and supports to rural areas, strengthening local economies and improving the quality of life for people across rural Ireland.
Measures completed which support increasing the population in rural areas include improvements in high-speed broadband provision, support for rural enterprise, increased rural transport services and ongoing support for the agri-food sector. These measures were developed with the goal of encouraging people to remain in or consider rural areas as an attractive place to live, learn, work and raise a family.
The Programme for Government includes a commitment to publish and implement a new Our Rural Future policy and this process is at an advanced stage of development. This new policy will run until 2031 and will build on the progress already achieved and will set out a renewed vision for the years ahead, providing the framework for the Government's ongoing commitment to rural Ireland, supported by ambitious, clear and practical actions.
Informed by extensive public and stakeholder consultation throughout 2025, the key themes and priorities for the new policy include promoting balanced regional development, support local economies, enabling access to quality services including healthcare and schools, and strengthening the resilience and sustainability of rural towns, villages and communities. The cross government approach to the policy will ensure an integrated approach to many of the issues referenced by the Deputy.
Development of the new policy was also informed by an independent review of rural policy in Ireland, carried out by the Organisation for Economic Co-operation and Development (OECD). In providing a series of recommendations, the OECD review points to the benefits of improved use of existing datasets to develop our rural intelligence and support better, evidence-based policy making, broadening support for rural enterprises and enabling delivery of essential services in rural areas.
According to the OECD, rural remote regions in Ireland recorded the highest population growth of all OECD countries between 2001 and 2021 and CSO figures show a 7% increase in highly rural remote areas between 2011 and 2022. However, I am aware that there are variations across rural areas within these overarching figures, and the sustainability and attractiveness of all rural areas remains a key focus for Government.
The policy will be backed by substantial investment targeted at securing a more sustainable future for our rural communities. Budget 2026 committed the largest allocation of funding to my department since its establishment. The Rural Development Programme will total €192 million this year, continuing the sustained investment of recent years and supporting and enhancing the range of schemes that will remain key to the delivery of the new Our Rural Future policy.
Initiatives such as the Town and Village Renewal Scheme, LEADER and the Rural Regeneration and Development Fund deliver continue to deliver strategically targeted investment in our rural communities. The Town Centre First Policy, and its commitment towards a National Town Centre First Office, Town Regeneration Officers and Town Teams, all support the aim of revitalising rural towns and villages.
Importantly all these initiatives are very closely linked to local needs and priorities. Both the Town Centre First approach and my department's rural development schemes are rooted in ensuring that projects funded are based on the identification of the particular needs and challenges which exist in particular rural towns and villages.
I have witnessed first-hand the very real and tangible impacts of these projects, and I look forward to the finalisation of the new Our Rural Future policy, which will provide the framework for the Government's ongoing commitment to, and support for, rural communities as thriving and attractive places to live.
310. Deputy Michael Cahill asked the Minister for Rural and Community Development and the Gaeltacht if match funding has been secured in respect of a project in County Kerry (details supplied); and if he will make a statement on the matter. [27802/26]
View answerI understand that the details of this question relate to a proposed community owned solar energy project. While my department does not have direct responsibility for solar energy initiatives, I am aware that there are supports available across government in this area which may be of relevance, such as Sustainable Energy Authority of Ireland community grants.
My department implements a suite of schemes under its Community Development and Rural Development Programmes which aim to support a wide range of investments in community facilities and infrastructure. A number of these schemes also support community ownership approaches which link the particular needs of local communities to the available investment options.
On the specific question of providing match funding in tandem with funding opportunities available at EU level, this has generally not been a feature of my departments investment programme to date. However, I have asked my officials to examine the details of this particular proposal and I will revert directly to the Deputy on this matter shortly.
