Dáil Éireann Debate, Tuesday - 20 January 2026
851. Deputy Mattie McGrath asked the Minister for Children, Disability and Equality if she is satisfied that Tusla, the Child and Family Agency, is operating with an appropriate culture of accountability and transparency; if she will outline the measures she intends to take to address ongoing concerns regarding governance, oversight, and internal accountability within the agency; and if she will make a statement on the matter. [3893/26]
Amharc ar fhreagra853. Deputy Mattie McGrath asked the Minister for Children, Disability and Equality if she is satisfied that the current governance structures within Tusla are adequate to prevent repeated operational failures; if she intends to strengthen oversight mechanisms or introduce reforms to ensure improved performance and transparency; and if she will make a statement on the matter. [3895/26]
Amharc ar fhreagraI propose to take Questions Nos. 851 and 853 together.
I thank the deputy for his question; I will take these PQs together.
Tusla, the Child and Family Agency, is a wholly independent body, under the aegis of the Department of Children, Disability and Equality and is accountable to the Minister through its Board.
You will appreciate that Tusla, the Child and Family Agency was set up under legislation to carry out vitally important and challenging work. Tusla’s functions are prescribed under the Child and Family Agency Act 2013. Tusla is required by law to be independent in its work as set out in the Act.
The Act sets out governance and oversight arrangements for Tusla including the functions of the Board, its Chief Executive Officer and how it is accountable in the performance of its functions to the Minister.
In 2026 the Department will develop a new 3-year Performance Framework to replace the current Performance Framework which covers the period 2024-2026. This document provides the agency with policy guidance, direction and prioritisation parameters for the preparation of its corporate plan in accordance with the Child and Family Agency Act 2013.
A range of robust processes and formal engagements between DCDE and Tusla have been established to support the governance and oversight of Tusla.
Officials from DCDE meet regularly with Tusla to monitor Tusla’s progress. The Department monitors and liaises with Tusla on an ongoing basis in relation to its policies, procedures and guidelines across all their functions and service delivery areas. This ensures that issues or challenges are identified and addressed as quickly as possible. This is the fundamental basis for good governance and oversight and assists in ensuring that Tusla’s structures are robust, responsive and capable of safeguarding every child in need. Details of various regular meetings are found below.
Along with senior Department officials, I schedule meetings with the Tusla Board on a regular basis over the course of the year to consider how Tusla is progressing with key areas in its annual business plan as well as speaking about important topical matters that arise. The Secretary General and the Child Policy and Tusla Governance Assistant Secretary General meet with the Tusla CEO and Tusla Director of Service Integration on a more frequent basis. Meetings between the Child Policy and Tusla Governance Division Assistant Secretary General, Heads of DCDE Units and the Tusla Executive Management Team generally take place every two months. In addition, there are regular governance and financial oversight meetings that take place as well as many other frequent bilateral meetings.
Tusla report their estimated annual full year spend to their Board on a regular basis. Significant forecast variances are escalated to the bimonthly EMT meetings, the Secretary General, Tusla CEO & Tusla Governance Assistant Secretary General meeting and the Ministers meeting with the Board.
Tusla also has established policies, procedures and guidelines across all functions and service delivery areas. This suite of policies and procedures is the fundamental basis for good governance and control, and there is an onus on Tusla to regularly review and update these as required.
Tusla’s work is also examined by many organisations such as HIQA, CORU, the Ombudsman for Children’s office, the National Review Panel, The Children’s Law Reform Project among others.
I trust that the above information has been useful.
