Business Plan 2021 - Tusla
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Business Plan 2021
Business Plan 2021
Contents
Foreword 05 Chapter 3: Human Resource Profile 25
About Tusla Child and Family Agency Overview 25
08
Tusla Recruitment and Talent 25
About this Plan 10 Management
Chapter 1: Business Plan Actions & 11 Capability 26
Activity 2021 Retention 26
Chapter 2: Financial Framework Industrial Relations / Employee 26
15 Relations
Overview 15 Tusla Staff Supports 26
Overall Funding for 2021 15 Workforce Planning 27
Expected Outturn for 2020 16
Appendix 1 – Related Actions 28
2021 Budget Plan 19
Financial Risk Areas 20 Appendix 2 - Glossary of Terms 32
Capital Expenditure 22
Finance Priorities 2021 23
Financial Profiling and 23
Reporting
Procurement Priorities 24
03
www.tusla.ie Business Plan 2021
Foreword
On behalf of the Board and the Much good work is on-going, and the approach is
Executive of the Child & Family one of continuous and graduated improvement is the
intention of the Board and the Executive. In 2021 we
Agency we welcome the opportunity
will further advance the fundamental reform of the
to introduce this 2021 Business Plan. Agency in implementing major governance changes. A
Guided by the priorities of Government new Executive Management Team focused on planning,
as set out in the Performance Statement change, performance management and integration will
of the Minister for Children, Equality, support six new operating Tusla Regions. These six
Regions will bring decision making and leadership of
Disability, Integration and Youth this
service delivery much closer to local communities while
plan sets out the key actions for the at the same time achieving improvement in one of the
Agency in 2021. greatest challenges the Agency has had in recent times,
Consistency.
This Business Plan is Year one of a new three-year
Corporate Planning cycle. In the new Corporate Plan Tusla is anxious to continue building local as well as
2021 – 2023 we set out four Goals in pursuit of major national communications to ensure that the public and
improvements in our three priority areas of Practice, key stakeholders have clear and up to date information
Culture and Structure. The Business Plan now brings that on the complete range of Tusla services and activity. In
Corporate Plan to life. 2021 the Agency will repeat its focus on ensuring that
national campaigns are adaptable and resourced to give
The Agency has adopted a new approach to planning for full local target reaching the widest audience possible.
this three-year cycle. Our plans are now more focused
with a clear connection between each individual year
and the overall plan. In 2021 we have wasted no time and We are conscious that we come out of a year and go into
over almost 40 key actions we are attempting to be clear another where Covid-19 has and continues to challenge
on what we are doing and specifically what the target is, all of society including many stresses for the children,
that by which we can not only improve services but also families and communities who rely on the work of the
transparency and accountability. 2021 will also be a year Agency. Our ability as an essential service to respond
when the Agency will be able to consolidate previous years to them is largely due to the skill, dedication, and
activity which had been up to now unfunded leading to commitment of our staff across the Country. As we hope
a deficit. Thanks to Budget 2021 and the support of the to move out of the shadows of the Pandemic it is vital we
Minister, we can now turn to sustaining existing levels of have a clear and focused plan and these Chapters set out
service, adding new services including an anticipated 100 in a new format contain the ingredients of that plan, a
extra frontline posts and significant additional investment plan that will be delivered ultimately because of those
in Domestic, Sexual & Gender Based Violence responses. same dedicated and committed staff.
The Agency will not be in a deficit position in 2021 and
effective use of resources with opportunities to reduce
costs will continue to be a focus of the Agency.
Pat Rabbitte Bernard Gloster
Chairperson CEO
04 05
www.tusla.ie Business Plan 2021
R VISIO
O U N
Families & communities are MISSIO re Str
u
empowered and strengthened O
UR N Cult uct
to keep children safe and ure
nurtured, recognising a child’s Dedicated and committed
right to protection, stability to working in partnership with
Our Goals
e
and the support of a family children, families & communities
tic
and community network. to ensure that children in need
ac
or at risk of harm are supported,
Pr
protected and connected to
people who can safeguard
and promote their wellbeing Ensure children, young people,
throughout their lives. families and communities receive
a consistent, quality and
integrated response from
all our services. Delivering an independent regulatory
service focused on the safety and wellbeing
of children and young people through
continuous improvement and partnership
with stakeholders.
Our Values & Behaviours
Ensure that our staff and leaders
are supported and empowered to
Trust Respect Kindness Empowerment continuously learn and improve so that
We will be honest, truthful We will treat people We will show care and We will work hard
children, families and communities
and responsible when with dignity and fairness compassion with those to go the extra mile to
providing our services who need our help help someone achieve
benefit from our service.
We will collaborate their best
We will respect privacy and work in partnership We will help where we
with others see others that require We will ensure we
We will seek your feedback assistance continuously learn and
and use it to inform how We will be informed and Ensure our local teams and services
develop our knowledge
we improve influenced by the opinions We will be compassionate and skills
are facilitated and supported by
and experiences of others in explaining decisions National systems and resources
We will follow through even when the decision We will work collectively that promote integration and
on our commitments We will communicate in is difficult with our stakeholders to accountability.
a way that helps others achieve our collective goals
to understand and we
will listen to ensure We will work hard with
we understand others to find solutions
that work
06 07
www.tusla.ie Business Plan 2021
About Tusla Child and Family Agency
Responding to Children families
and communities across a range
of help and support that a child
amd family may need
Children living in Ireland
Child Protection
and Welfare
Counselling and Families living in Ireland
Therapeautic Family
Supports Support
Children’s Alternative CSO SILC 2018
Service Care
Regulation
Domestic Sexual
and Gender
Based Violence
Adoption Dedicated and committed
(DSGBV) to working in partnership
Tusla Education with children, families
Support Services
(TESS)
and communities
This Business Plan (2021) is produced in conjunction with
Corporate Plan 2021 – 2023, Full detail of our services and the
complex environment within which we operate can be found
on pages 6 – 11 of our Corporate Plan.
08 09
www.tusla.ie Business Plan 2021
About this plan Chapter 1:
Welcome to Tusla Child and Family
Agency’s Business Plan 2021.
Business Plan Actions & Activity 2021
This Chapter sets out the Business Plan actions which we have identified as those which will drive a targeted improvement or increased activity and
We are committed to driving improvements in our response to children, families and communities support the improvements we are pursuing through our goals and objectives. Some Business Plan actions detailed in this chapter may encompass
and we will work hard to achieve the goals and objectives as set out in our new Corporate Plan a number of actions which together support achieving a specific target or activity measure. Where you see the * symbol, this will denote that these
2021 – 2023. This Business Plan is the first of three Business Plans which will drive the detailed actions can be found in Appendix 1 of this plan under the number of the relevant objective.
implementation of our Corporate Plan.
Ensure children, young people, families and communities receive a consistent, quality
01
Produced under Section 46 of the Child and Family Agency Act 2013 and reflecting on the and integrated response from all our services
Performance Statement issued by the Minister for Children, Equality, Disability, Integration and
Youth (CEDIY) this plan has been developed in conjunction with Corporate Plan 2021 – 2023 1.1 Embed and develop a consistent national approach to practice across all our response pathways
and sets out the actions we will undertake in 2021 to work toward achieving the goals we have Ref# Business Plan Action Due Year 1 Target (T)/Activity Measure (AM)
established over the three years 2021 – 2023.
1.1(a)* Continue to embed the National approach to practice across the Q4 • 10 % reduction in CPW Waiting Lists (T)
Child Protection & Welfare (CPW) response pathways and • 3% increase in compliance in
examine the key interface points with and the Early intervention national standards (T)
and Alternative Care Response Pathways to ensure integrated and
consistent practice approaches across the country
Chapter One of this plan details the Business Plan actions we will undertake in
2021. Our Business Plan actions are those which have been identified to drive a 1.1(b)* Ensure cohesive and integrated supports to vulnerable groups Q4 • A further 28 children supported under
targeted improvement or increased activity. Throughout this Chapter, you will see a including separated children seeking asylum, survivors of Domestic, the IRPP (AM)
Year One Target or Activity Measure aligned to that which is set out in our Corporate Sexual and Gender Based Violence (DSGBV), Traveller and Roma • Strategic Review of Emergency Domestic
Communities and LGBTI+. Violence Accommodation completed (AM)
Plan. Appendix 1 of this plan, details actions which are related to the objective and
• Implement 2021 Actions under the National
support the overall achievement of our goals and objectives. The cumulation of all Traveller and Roma Inclusion Strategy
these actions will drive improvements in our services for the benefit of those we 2017 - 2021 (AM)
serve.
1.2. Continue to implement quality assurance and service improvement systems across our response pathways
Ref# Business Plan Action Due Year 1 Target (T)/Activity Measure (AM)
Chapter Two sets out our Financial Framework within which we will operate in
1.2(a)* Implement a standardised quality and risk governance structure for Q4 • 3% increase in compliance with national
2021 in terms of the overall funding provided and financial governance of same, operational services aligned form area to regional to national levels standards (T)
financial reporting, the impact of 2020 cost pressures and the expected 2021 cost
pressures. It also sets out the prioritised initiatives in 2021 and their links to our
goals and objectives, the capital expenditure plan, and the financial risks that the 1.2(b)* Design and implement a new Practice Audit Framework Q4 • 3% increase in compliance with national
Agency faces in 2021. standards (T)
1.3. Support permanency planning for children and young people in care support our carers and care providers to
provide safe and nurturing homes for children that promote lifelong relationships
Chapter Three outlines the priorities for Tusla Human Resources (HR) for 2021 Ref# Business Plan Action Due Year 1 Target (T)/Activity Measure (AM)
to achieve the actions as set out in year one of the Tusla Corporate Plan 2021–2023.
1.3(a)* Ensure children in care have a care plan that is promoting Q4 • 3% increase in compliance with
It also incorporates the HR priorities requested through the Minister for CEDIYs permanency national standards (T)
Performance Statement, along with the high-level priorities for the Agency in 2021.
1.3(b)* Improve the availability and quality of aftercare services available to Q4 • 10 % reduction in the number of young people
young people awaiting an aftercare service (T)
1.4. Work collaboratively with other agencies to investigate, assess, and support children, young people and adults
Monitoring who have been abused
We will monitor progress of this plan through a quarterly Ref# Business Plan Action Due Year 1 Target (T)/Activity Measure (AM)
review of our Business Plan actions, bi-monthly performance 1.4(a)* Plan for the extension of the Barnahus Model to Cork and Dublin Q4 • Implementation Plans completed (AM)
conferences and through monitoring our performance
indicators and metrics.
1.4(b)* Identify and map an integrated service network of counselling Q4 • Integrated service network identified
and therapeutic supports for children and families who have been and mapped (AM)
As you go through this plan, there will be times that we will harmed or abused
refer to terms or acronyms which are specific to our services.
These will be highlighted throughout this plan; the glossary 1.5. Safeguard children and young people from potential harm by sharing necessary and proportionate
in Appendix 2 will explain these terms. This plan, along with information with others
Corporate Plan 2021 - 2023 is available on our website at Ref# Business Plan Action Due Year 1 Target (T)/Activity Measure (AM)
www.tusla.ie/publications.
1.5(a)* Implement an effective and safe system to investigate and determine Q4 • 10% reduction in CASP cases awaiting
an outcome to allegations of child abuse under the Child Abuse allocation (T)
Substantiation Procedure (CASP)
1
As set out in Corporate Plan 2021 - 2023 2
As set out in Corporate Plan 2021 - 2023 3
As set out in Corporate Plan 2021 - 2023
10 11www.tusla.ie Business Plan 2021
1.6. Continue to drive improvements in the health and safety of staff, our service users, and our compliance with Ensure that our staff and leaders are supported and empowered to continuously learn and
our statutory and regulatory requirements
03
improve so that children, families and communities benefit from our service
Ref# Business Plan Action Due Year 1 Target (T)/Activity Measure (AM)
1.6(a)* Develop a strategy to address incidents of Violence & Harassment in Q2 • Senior Leadership Team Approval of VHA Risk 3.1. Assess, action, and review the embedding of our revised values and behaviours and ensure that we implement
the Workplace Management Process (AM) the Public Sector Duty on Equality and Human Rights.
• Stakeholder engagement and staff survey
undertaken to inform statement of scale of VHA Ref# Business Plan Action Due Year 1 Target (T)/Activity Measure (AM)
within the Agency. (AM)
3.1(a)* Establish an Agency-wide peer-nominated group of ‘Values Leaders’ of Q4 • The number of Value Leaders nominated across
all grades to design a behaviours awareness programme ‘Visible Values’. the system (AM)
1.6(b)* Develop and commence a national programme to roll out site-spe- Q4 • 28 site-specific Safety Statements in place (AM)
cific safety statements to all Tusla premises. This is to include an 3.1(b)* Implement the Public Sector Duty Framework Q4 • Implementation Plan established (AM)
online system to manage Health and Safety mandatory training.
1.7. Continue to ensure we have effective people, processes, and systems to support and meet our statutory 3.2. Develop and implement a strategic plan for the Agency that drives increased research in the evaluation of
and regulatory obligations when we process personal data outcomes, and we will commission prioritised research projects
Ref# Business Plan Action Due Year 1 Target (T)/Activity Measure (AM) Ref# Business Plan Action Due Year 1 Target (T)/Activity Measure (AM)
1.7(a)* Implement Controls and Governance for Third-Party Data Q4 • Completion of prioritised DPIAs and DSAs as 3.2(a)* Develop the Research Strategic Plan Q4 • Research Strategic Plan Developed (AM)
Sharing Arrangements. Undertake Data Sharing Agreements for agreed by Executive GDPR Group on an ongoing
high priority sharing arrangements on a risk and prioritisation basis. risk prioritised basis. (AM) 3.2(b)* Following the outcome of a joint Tusla / DCEDIY Working group, a Q4
recommendation will be made to the Minister on how the need for
longitudinal research into the lives and experiences of children in care
1.7(b)* Through change management, training and communications create Q1 • Number trained in “sharing data safely” (AM) and leaving care, identified in the Ryan Report Implementation Plan
greater awareness of GDPR (General Data Protection Regulation) • Number of staff provided with targeted training as will be best met
within the Agency. identified through DPIAs (AM)
3.3. Develop a sustainable workforce where our employees are recruited, retained, and supported to have the
4
The objective of planning for permanence is to ensure that children have a secure, stable, and required knowledge skills and competencies to deliver high quality and integrated services
loving family to support them through childhood and beyond (O’Brien and Conway, 2004)
Ref# Business Plan Action Due Year 1 Target (T)/Activity Measure (AM)
5
As set out in Corporate Plan 2021 - 2023
3.3(a)* Develop a Capability Framework that defines the skills, knowledge Q4 • Tusla Capability Framework requirements
and abilities required for roles and supports our employees through scoped (AM)
Delivering an independent regulatory service focused on the safety and wellbeing of children continuous improvement and change
02
and young people through continuous improvement and partnership with stakeholders*
3.3(b)* Develop multi-annual Workforce Plans, focusing on supply, re- Q4 • 0% in variance from Affordable Pay Numbers (T)
cruitment, retention, and talent management to ensure we have the • >65% of graduates recruited (AM)
2.1. Advance children’s safety, development, and wellbeing by strengthening partnership and communications workforce required to deliver high quality integrated services • Reduce absenteeism target by 0.5% to 5% (T)
with stakeholders • Higher retention target 95% (T)
Ref# Business Plan Action Due Year 1 Target (T)/Activity Measure (AM)
2.1(a)* Provide clear, useful, and accessible information for parents, guard- Q4 • Host two webinars and publish regulatory
ians and carers to raise awareness about regulation, which supports explanatory guidance specific for parents (AM) 3.4. Encourage, promote, and support shared learning across the Agency and continuous professional development
informed choices • Continued implementation Child Safeguarding for our staff
Statement Plan: Year 4 of 5-year plan (AM)
Ref# Business Plan Action Due Year 1 Target (T)/Activity Measure (AM)
2.1(b)* Work in partnership with Government, other state agencies, aca- Q3 • Stakeholder Map agreed for Children’s Services
demia, representatives and their organisations to promote the safety, Regulation (CSR) and priority stakeholders 3.4(a)* Develop Tusla’s capacity as a learning organisation, through shared Q4 • Higher retention target 95% (T)
development, and wellbeing of children in the services we regulate identified (AM) learning and continuous professional development • Upward trend in the number of staff engaging in
training and sharing forums (AM)
2.2. Ensure that we have effective systems and we can identify where regulated services are not meeting
the required standard 3.5. Enhance Tusla local, regional, and national performance system using meaningful measures that promote
Ref# Business Plan Action Due Year 1 Target (T)/Activity Measure (AM) improved outcomes for the people we serve
2.2(a)* To predict and respond to services appropriately by building systems Q4 • All high risk rated Early Years Services are Ref# Business Plan Action Due Year 1 Target (T)/Activity Measure (AM)
that are underpinned by regulatory intelligence inspected in 2021 (T) 3.5(a)* Development of a national service performance and improvement Q4 • 6 bi-monthly performance conferences held (AM)
• 10% reduction of the Home School Waiting system to promote improved outcomes for service users • Project Plan for the development of an
List (T) Operational Service Performance and
• All Early Years services are inspected at least once Improvement System in place (AM)
over the three-year registration cycle (T) • Agreed definition of an Outcomes Framework (AM)
• Each Private Residential Centre at a minimum • Consultation on development of outcomes
will receive an annual inspection (T) indicators completed (AM)
2.2(b)* Use the full range of our enforcement powers to support regulatory Q4 • 100% of outstanding 2019 pre-school
compliance by taking action in a proportionate, effective, and re-registration submissions finalised (AM)
persuasive way • 100% all initial School Age Childcare
applications registered or closed (AM) 3.5(b)* Improve the use and quality of data available to the Agency from Q4 • Revised Risk Management Policy (AM)
assurance systems • Revised Protected Disclosures Policy (AM)
2.3. Provide information, guidance, and support to regulated services to enable them to meet their requirements • Revised Incident Management Policy and
Guidance (AM)
Ref# Business Plan Action Due Year 1 Target (T)/Activity Measure (AM) • 5% increase in the target for closed complaints
2.3(a)* Work with stakeholders to improve the sector’s understanding of regulation Q3 • Completion of an e-Learning programme (AM) resolved locally (T)
• 0 complaint recorded as open >12 months (T)
2.3(b)* Provide clear, targeted, and accessible information for Registered Q4 • Publish two Industry Guidance Notes for
Providers to improve understanding of regulatory requirements Early Years Inspectorate and Alternative Care
Inspection and Monitoring Service (AM)
12 13www.tusla.ie Business Plan 2021
04
Ensure our local teams and services are facilitated and supported by national systems and
resources that promote integration and accountability Chapter 2:
4.1. Establish a National Executive Management Team and Six Regional Service Areas and integrate national
services into the revised regional governance structures
Financial Framework
Ref# Business Plan Action Due Year 1 Target (T)/Activity Measure (AM)
Overview
4.1(a)* Establish National Executive Management Team and Six Regional Q4 • Approval Q1/Recruitment Q2/Completion Q4
Services Areas (AM) This section sets out the financial framework The Agency will maintain good oversight
4.1(b)* Review national services and plan for integration into local services Q3 • All national operational services mapped to within which the Agency will operate in 2021. on the management of the allocation to
in line with TUSLA Reform Programme regional services in line with the National It also sets out the prioritised initiatives in 2021, ensure that there is the least possible risk
Delivery Framework (AM) the capital expenditure plan and the financial of overspend in 2021. Tusla will consult with
risks that the Agency faces for 2021. the Minister and his Department officials
4.2. Strengthen interagency forums at local and national level (including HSE & An Garda Siochana) to agree on any measures for corrective
Ref# Business Plan Action Due Year 1 Target (T)/Activity Measure (AM) The Agency received an additional €44.293 action, regarding compliance with statutory
million for 2021 and it is expected services will obligations and service delivery proposals.
4.2(a)* Work with An Gardai Siochana (AGS) and HSE to develop effective Q3 • AGS notification metric development (AM)
solutions to meet the needs of children and families • 100% of children in care with a disability will
be delivered within this envelope provided
be funded in line with the HSE and Tusla Joint no significant unexpected challenges arising.
protocol 2020 (T) The Agency will continue to implement tight
controls to manage its allocation effectively.
4.2(b)* Work with community and interagency fora to ensure a better Q3 • Scope and Pilot Children and Young Peoples
alignment of priorities and commissioned resources Service Committees Integrated Reporting
Framework in 4 Areas (AM)
• Each Area Management Team supported to Overall Funding for 2021
develop their 2021 – 2023 Area Commissioning
Plans (AM) Net Non-Capital Determination
The Agency’s gross non-capital determination The indicative make-up of the 2021 additional
4.3. Implement the ICT and Data Management Strategies
for 2021 is €881.331 million. This will be financial allocation in respect of Gross
Ref# Business Plan Action Due Year 1 Target (T)/Activity Measure (AM) funded, in part by an estimated €16.780 Non-capital is outlined in Table 1, Financial
4.3(a)* Continue the Implementation of the ICT Strategy (2021 - 2023) Q4 • 80% of all ICT service requests completed within million in appropriation in aid income from Allocation in respect of Revenue 2021:
SLA response times (T) superannuation and pension-related deductions.
• Digital transformation completed for 60% of
the processing activities linked to Fostering,
Therefore, the Agency’s net non-capital
CASP, Residential Services, Children Services determination for 2021 is €864.551 million.
Regulation and TESS (AM)
• Completion of 2021 actions of the
ICT Strategies (AM) Table 1: Financial Allocation in respect of Revenue for 2021
• Complete 5.55m capital investment in ICT (AM)
Category Source Allocation
4.3(b)* Continue the Implementation of the Data Management Strategy Q4 • Data management plans developed for CP&W,
(2019 - 2022) CiC, CASP and Residential Services (T) Pay 333.556
• 50% of the Agency’s KPIs automatically reported
(T) Foster Care and 122.294
• Completion of all the 2021 actions of the Data other allowances
Management Strategies (AM)
Private Residential 155.818
and Foster Care
4.4. Ensure the effective management of our agency’s financial resources
Legal 29.994
Ref# Business Plan Action Due Year 1 Target (T)/Activity Measure (AM)
4.4(a)* To plan and prepare for the deployment of the Integrated Financial Q4 • 0% variance from overall budgets (T) Grant Arrangements 170.637
Management System • Complete and agree IFMS Deployment Plan
document with Board (AM) Other Non-pay 69.032
4.4(b)* nsuring Financial Compliance through the continued development Q4 • Implement a revised Review of Effective
of a culture of awareness, understanding and application of financial Internal Control Process and Improvement Gross Non-Capital DCEDIY Subhead A.3: 881.331
governance requirements across Tusla and the Community and Action Plan (AM) Allocation €840.766m
Voluntary Sector who provides services on behalf of Tusla
DES: €35.005m
Early Years Subhead B.4:
4.5. Provide fit for purpose accommodation for the provision of safe and quality services €5.560m
Ref# Business Plan Action Due Year 1 Target (T)/Activity Measure (AM)
Appropriation in Aid -16.780
4.5(a)* Deliver Estates and ICT Capital and Lease Plan as set out in Q4 • Delivery of Estates and ICT Capital and Lease
Business Plan Capital Expenditure Table (Page 22) Plan for 2021 (AM) Net Non-Capital 864.551
Allocation
14 15www.tusla.ie Business Plan 2021
TESS/ AEARS funding change Sub Head B4 – Early Years
The allocation for 2021 includes an amount of Funding of €5.560 million was also provided
€35.005m for the funding of Tusla Education under Early Years Subhead B4 for 2021 which
Support Service (TESS/AEARS) and Schools is an increase of €0.505 million over the €5.055
Completion Programme (SCP) which has million provided in 2020.
been changed from Vote 40 to the Department
of Education (Vote 26). For 2021, however, Capital Provision
the services for TESS/AEARS and SCP will Provision has also been made for capital
continue to be delivered by Tusla. expenditure by the Agency during 2021 up to
a maximum of €18.676 million; this is made
The Gross Non-Capital allocation under the up of A3 Capital funding for 2021 of €17.194
DCEDIY A3 in 2020 after the supplementary million plus an allowable carryover of capital
allocation of €20m was €821.978 million and in expenditure from other areas of DCEDIY Vote
2021 the A3 Subhead will be €840.766 million; 40 Capital budget of €1.482 million.
the change being made up of an additional Savings Achieved Impact of Covid-19
allocation of €44.293 million, a transfer in Technical adjustment to move funding The Agency set out to achieve cost savings of The Agency is predicting that it will directly
of €9.5 million from the B7 subhead re ABC from Sub Head B7 €4m (excluding 4m re Disability receivable outlay c.7 million in 2020 for Covid-19 related
(Area Based Childcare Programme) and €9.5 million is included in the A3 allocation for from HSE) in 2020. Recurring cost savings costs. Much of the expenditure was to support
PPFS (Prevention, Partnership and Family 2021 relating to funding for ABC and PPFS. As in excess of €3 million have been achieved Community & Voluntary Agencies that were
Support Programme) and a transfer out of this funding was in place in 2020 it is shown as a through the successful conversion of 408 impacted by Covid-19. The impact of Covid-19
€35.005millon to Department Education technical adjustment in table 2 to give a revised Agency Staff to specific purpose contract also yielded temporary savings in areas such as
(Vote 26). This is set out in Table 2 below. The budget for 2020. staff. An additional recurring €1 million was travel expenditure due to restrictions. It is not
additional €44.293 million is made up from achieved through administrative savings, year clear what impact Covid-19 will have on
an increase in core funding of €39.293 million thereby meeting the 2020 targets. Further the 2021 position. €8m in additional allocation
plus a transfer of €5m funding relating to IRPP savings of €4m have been achieved in travel and was provided through Subhead A6 in 2020 to
(Irish Refugee Protection Programme). subsistence costs which can be attributed to fund these additional costs.
Covid 19 on a once off basis in 2020, resulting in
€8m savings in 2020.
Table 2: Revised opening A3 Funding for 2021
A3 - Opening Budget Movement 2020 to 2021 Table 3: Expected Outturn for 2020 (Before Supplementary Funding)
Total Pay Non-Pay Income
¤M ¤M ¤M ¤M 2020 Full-Year Forecast
Budget 2020 801.978 308.852 496.260 -3.133 Type of Summary Category Annual Annual Annual Forecast
Expenditure Forecast Budget Variance Variance
(¤m) (¤m) (¤m) (%)
Supplementary Budget 2020 20.000 0.400 19.600
Agency 12.938 0.000 12.938
Revised Budget 2020 821.978 309.252 515.860 -3.133
Rebased Budget Pay On Payroll 287.401 303.260 -15.859 -5%
Transfer from B7 ABC and PPFS 9.500 0.260 9.240
Pension Pay 9.978 11.123 -1.147 -10%
Transfer to Dept of Education Vote -35.005 -8.609 -26.396 Pay Total 310.316 314.385 (4.068) -1%
Rebased Budget 796.473 300.903 498.704 -3.133 Foster Care and 117.660 117.155 0.505 0%
Other Allowances
Grants 180.162 176.160 4.002 2%
Expected Outturn for 2020 Legal
Other Non-pay
30.383
50.483
28.730
53.364
1.653
(2.882)
6%
-5%
Projected Outturn Private Residential 146.555 116.673 29.882 26%
The Agency is projecting an overspend of The Agency had indicated that it was facing an and Foster Care
c. €23m for 2020 based on its accruals-based overspend of €27.163 million in its Business
Staff Travel 8.684 14.022 (5.338) -38%
management accounting. This incorporates Plan for 2020. This was due to the service
projected spending on Covid 19 of c.€7 m in pressures being experienced mainly to Non-Pay Total 533.926 506.105 27.822 5%
2020, which was not budgeted in the Business Residential Costs for children in care. The
Plan 2020. Technical timing differences current forecasted outturn for the Agency is Income Total -19.159 -18.511 (0.648) 4%
between the Vote accounting base and the lower than that projected in the Business Plan
Superannuation/PRD Income Total -16.380 -16.380 0.000 0%
accrual accounting base mean the cash when the impact of Covid 19 costs are excluded.
overspend in 2020 is estimated at €28m. Net Expenditure 808.703 785.598 23.105 3%
16 17www.tusla.ie Business Plan 2021
Pay Costs
The forecast underspend arises due to
normal time-related savings due to staff
Residential Care Provision
Children with increasingly complex needs
are coming into care and this has created
2021 Budget Plan
commencement dates as well as from savings additional demand for specialist residential The Budget Plan for 2021 is to provide funding • An additional €18.7m will be allocated to
which accrued following the successful care placements for these children. Numbers across the following key areas: address demographic and unmet need for
conversion of 408 agency staff to temporary in both private residential and private foster services provided by the Agency. Included in
direct contracts and due to an underspend care placements have continued to increase • €13.6m will be allocated to address the this are the following measures:
Existing Level of Service (ELS) deficit.
on pensions in the year. There is no budget in 2020. In 2020 the impacts of the increase
This is the full year cost of initiatives - €7.0m for an additional 100 frontline staff
allocated for agency pay costs therefore any in the contract rate for Private Residential
expenditure on agency staff is recorded as an placements from October 2018 onward commenced in 2020 or existing overspends - €4.8m for commitments made to the
together with the ongoing delay in the funding not met by the additional funding in 2020. DSGBV sector
overspend.
arrangements with HSE for disability cases This is principally in the areas of Private - €1.9m to address accommodation needs at
Grants to Outside Agencies and significant investment in local care Residential, Aftercare allowances, and Legal service area level
spend.
A once-off additional €4.4 million was allocated arrangements have all contributed to a cost - €4.0 to support additional residential
to Community and Voluntary Agencies in pressure of €29.882 million in 2020 (before • €5.6m will be allocated to address Pay services
2020 due to pressures experienced by them in the effect of any allocation of supplementary Agreements and Pensions. This is to meet
relation to Covid 19, including funding of €2 funding in 2020). Supplementary funding of • An additional €4.3m will be allocated to
the cost of the 2% pay wards made in October
million to the Domestic Violence refuges and €19.6 million in 2020 has been allocated to address new developments across ICT,
2020 and the ongoing costs of pensions for
agencies to specifically support these services. offset against this expenditure. GDPR, Organisation Reform and to facilitate
staff who have retired or will do so in 2021.
Additional funding has been provided for the the transfer of mother-and-baby home
DSGBV sector in 2021 as set out by the Minister Staff Travel • €5.0m will be allocated to increase funding records to Tusla.
in the Performance Statement. Staff travel costs in 2020 are forecast to be under the Irish Refugee Protection
under budget by €5.338m which is due to the • The DCEDIY and the Department of Health
Programme (IRPP) which will take
effect of Covid 19 travel restrictions and the agreed a protocol in October 2020 relating to
Legal additional children into Tusla’s care in 2021
acceleration of remote/home working and the the care and related share of expenditure for
Legal costs at €30.383 million are projected in line with Government’s commitment.
use on online meetings brought about by Covid Children who have a diagnosis of Moderate
to be overspent against a budget of €28.730
19. It is expected that these costs will trend and Severe Disability between HSE and
million by €1.653 million in 2020. The
upwards as staff return to more normal work Tusla. An associated savings target of €3.0m
significant cost pressure in Legal has been in
cycles, although savings are expected as digital has been included for 2021.
the areas of GAL related costs and third-party
legal costs which are directed by the Courts. solutions will replace some in-person meetings. Table 4: A3 Allocation of Funding
Guardian Ad Litem Costs A3 - Budget Movement 2020 to 2021
Expenditure on the Guardian Ad Litem (GAL)
Total Pay Non-Pay Income
Service is projected at €14.171 million (GAL
costs €7.872 million, GAL Solicitor costs €5.057 ¤M ¤M ¤M ¤M
million and GAL Counsel costs €1.242 million)
Budget 2020 801.978 308.852 496.260 -3.133
for 2020. This expenditure has been demand-
led as the service is commissioned by the Supplementary Budget 2020 20.000 0.400 19.600
Courts. Tusla pays the providers but does not
control the commissioning. Revised Budget 2020 821.978 309.252 515.860 -3.133
Rebased Budget
Transfer from B7 ABC and PPFS 9.500 0.260 9.240
Other Non-pay
The forecast underspend is €2.882 million and Transfer to Dept of Education Vote -35.005 -8.609 -26.396
is broadly down to lower costs in some areas Rebased Budget 796.473 300.903 498.704 -3.133
due to Covid 19 including lower office costs
due to home working, lower training costs, less ELS for 2020 outlay 13.619 13.619
patient/client transport costs and reduced
expenditure on external supports. Pay agreements and Pensions 5.674 5.674
EU Refugee Programme 5.000 1.138 3.862
Budget
Demographic & Unment Need 18.741 10.247 8.494
Allocation 2021
New Developments 4.259 1.814 2.445
Savings Target -3.000 -3.000
New 2021 Allocation 44.293 18.873 25.420 0.000
2021 A3 Allocation 840.766 319.776 524.124 -3.133
18 19www.tusla.ie Business Plan 2021
Financial Risk Areas
IRPP Programme: Tusla has been allocated Increased ICT expenditure: Significant
The Agency is committed to delivering its Pension costs may be driven by higher an additional €5m for agreed new placements investment was made in new systems, mobility
services within the allocation provided to it numbers of staff retirements than are budgeted under this programme in 2021 and ELS enablement, connectivity, equipment, and data
for 2021. However, the nature of the services for in 2021. These costs cannot readily be funding has been used to fund the deficit from management in line with the Agency’s ICT and
being provided means that the safety and care controlled in terms of financial performance 2020. Tusla will maximise this new funding to Data Management Strategies. The impact of
of any child at risk will be the predominant and are difficult to accurately predict. This plan accommodate children who come to Ireland this is increased operating costs that could be in
factor in determining expenditure decisions. has been prepared on the basis that pension- through this programme. As the cost of each the order of €1.5 million for 2021.
Effective service delivery and the planned pace related funding issues will be dealt with placement is similar to that of Residential
of reform are dependent on sufficient resources separately from the general resource available Services, placements above the affordable Due to a historical lack of investment in ICT,
being available and the additional resources for service provision. number would generate significant some payment processes are manual and
being provided to the Agency for 2021 are financial deficits. therefore have increased risk due to manual
very welcome and will help significantly in the Residential Services: As demand for controls and lack of automation. The Agency
continuous efforts to improve the care and residential placements remains high, it is Aftercare Services: Tusla is committing over has identified this high risk and has put in place
services being provided by Tusla to vulnerable difficult to predict and control expenditures €35.0 million to Aftercare services. Much of mitigating controls over these Areas. Some of
children and families in our society. across this Demand Led service. The overspend this investment supports vulnerable young these issues are expected to be resolved by the
in 2020 was largely a function of the demand adults leaving care who are impacted by any move to best practice processes under the new
The key financial risk areas for the Agency in increase for this service in 2020 and previous disability, addiction, or mental health issues IFMS financial system though this will not go
2021 are set out below: years. The Agency has provided resources to as well as the vulnerabilities experienced by live before April 2022.
cover ELS to the end of 2020 and provision to children who have spent their young lives in
Delivery of Services within Allocation cover a small expected increase in numbers in the care of the state. Many of the young adults HSE Memorandum of Understanding
The Agency will maintain strong oversight on 2021. However, if a significant increase in this being supported, would become homeless if (MOU) issues: The MOU with HSE regarding
the management of the Allocation to ensure demand-led service is experienced in 2021, then these supports were not available. The Covid-19 the sharing of services recognises that Tusla
that there is the least possible risk of overspend funding changes to other service commitments crisis has meant that they are remaining in was not set up with the required corporate
in 2021. Tusla will consult with the Minister would be required to ensure the Agency aftercare for longer than would otherwise be infrastructure that would be required to
and his Department officials to agree on any remains within budget. expected, resulting in higher costs. The risk of provide the supports to effectively govern
measures for corrective action, regarding Homelessness is also a consideration that leads and administer an organisation of its size.
compliance with statutory obligations and Each placement in Private Residential now to these young adults remaining in care. Whilst Tusla has grown since 2014, its central
service delivery proposals, should the risk of an costs in excess of €300k per annum and each infrastructure for ICT, Financial, Procurement,
overspend arise. placement in Private Foster Care costs in Psychology Services: The Agency has HR and Estates services remains heavily
excess of €50k per annum. In 2020 the IGEES continued to pay the HSE for psychology dependent on HSE.
Covid 19 and Community and Voluntary published an in-depth review of the costs services amounting to €7 million annually.
Organisations associated with the service and this report is Tusla also purchases therapy services at a cost Data caveats and other assumptions: The
The Agency is conscious that the Covid 19 available on the link attached. https://igees. of an additional c. €4 million in 2020, which is financial information underpinning the plan
pandemic has created significant operational gov.ie/wp-content/uploads/2020/11/Tusla- expected to continue into 2021. is subject to the specific limitations of the
challenges for individual organisations that Residential-Care-Costs.pdf. HSE financial systems which are subject to
may impact on core services in 2021. Whilst Guardian Ad Litem costs are determined by documented limitation. Every effort has been
Tusla is conscious of the ongoing challenges, Disability Services: Tusla has continued to individual Court decisions and result in a made within the time and resources available
it has only been possible to create a small pay for the placements of children and young demand-led expenditure which must be met by to ensure that the estimates provided in the
contingency fund of €1m to support any once- adults who have a diagnosis of Moderate to the Agency. There is a risk that the expenditure plan are as accurate as possible at time of
off allocations that may be required in 2021. Severe Disability and were or are in the care of for GALs will exceed allocated budget due to its preparation of Plan. However, it must be
Tusla. An agreement was reached between the unpredictable nature. read in the above context and it is noted that
Pay DCEDIY and Department of Health in 2020 for a margin of error of as little as 0.5% equates
Tusla has put in place a Pay and Numbers HSE to provide funding to the amount of €5.5m Payments to the State Claims Agency for to €4.4 million in net expenditure terms for
Strategy to identify WTE ceilings with requisite to Tusla for these placements. In addition, all the cost of managing and settling claims that the Agency.
pay budget allocation for each of Tusla’s new cases where a child taken into care has a arose in previous years may be made by Tusla
Service Regions/Areas, National Services diagnosis of Moderate to Severe Disability are in 2021. These payments are of a legal and
and Corporate Directorates. The affordable to be funded on a 50/50 basis by HSE and Tusla. technical nature and the business plan does
WTE target for 2021 has been estimated The implementation of this agreement will not provide for any expenditure under this
at 4,992 WTE. This target will act as the be progressed with HSE colleagues for 2021. heading as there is no budget yet in place
high-level control on pay cost and number However, as the agreement is dependent on to cover this expenditure.
in 2021 to ensure the Agency lives within funding being available within HSE resources
its pay allocation. this may be a restriction on the amount that can
be available to Tusla in 2021.
20 21www.tusla.ie Business Plan 2021
Capital Expenditure Finance Priorities 2021
The 2021 capital allocation is intended in the vehicle replacement, but this is something A key driver for financial process and It is a continuing priority for 2021 for Finance
first instance to meet existing contractual that will have to be considered for inclusion technology improvement in the coming years to work with our ICT colleagues to make the
commitments entered into under previous in future allocations. While Tusla’s fleet has will be the implementation of IFMS (Integrated best use of technology to improve the efficiency
Capital Plans as well as proposed future service been extensively modernised during the past Financial Management System). This move and effectiveness of financial processing within
requirements. five years, some vehicles will shortly be due for to one financial system for the whole of the the Agency.
replacement. HSE and Tusla will make use of the latest SAP
Capital Plan Priorities 2021 financial software technology and be based on In line with principles set out in the Finance
Capital Plan priorities for 2021 have been Formal engagement with DCEDIY commenced processes designed in accordance with best Strategy, Finance intends to refine the
developed in recent months. It is important to in 2020 concerning the funding of the practice. Tusla are in the first group of entities Directorates operating model in 2021 to be
note that commitments already exist in respect Estates Strategy, and this will continue in for deployment and the implementation work responsive to the requirements of the Agency in
of on-going capital projects entered into in 2019 2021, particularly in the context of the NDP plan will involve design confirmation, build and an environment of Organisational restructuring
or earlier, such as major refurbishment projects review as proposed in the Programme for test of the system by the HSE Project Team and planned by the CEO.
at St. Finbar’s, Portlaoise and St. Joseph’s, Government. It is hoped that this review will System Integrator in early 2021, and planned
Limerick, as well as certain minor capital present an opportunity for the recognition of deployment preparation by Tusla in the first The importance of the Finance Directorates
projects which will not be fully paid for until Tusla’s considerable accommodation needs, half of 2021, planned deployment commencing key resource, it’s skilled and knowledgeable
early 2021. and for the allocation of meaningful levels of in July/August 2021 and a planned go-live date staff, will remain a key focus in 2021 in terms of
capital funding in future years. The Estates in April 2022. training and personal development.
An ambitious capital programme is proposed Strategy provides a strategic overview of the
as part of the Tusla Estates Strategy, which was key infrastructural developments required The Finance function will continue to invest in
approved by the Board in 2019, and provision to support and enhance the delivery of the improving the overall financial governance of
is made for the initial funding of such projects agency’s services in the future. the Agency in 2021.
under the general heading of “Estates Strategy”.
Annual capital programmes are also provided The 2021 capital plan will also support the
for, i.e. the Minor Capital Programme (which continued investment in digitisation and
includes statutory compliance, condition
monitoring, infrastructural risk, reactive works,
and asset management), and the on-going
innovation initiatives delivered under the Tusla
ICT and Data Management Strategies. The key
proposed capital developments for 2021 are
Financial Profiling and Reporting
Equipping Programme. There is insufficient summarised in Table 5.
capacity in the 2021 capital allocation for Tusla will continue to report on expenditure Tusla will also submit a monthly budget profile
against budget and cash flow throughout 2021. for 2021 to the Department of Education in
Table 5: Capital Developments Tusla will submit to the DCEDIY, a 2021 budget respect of the €35.005 funding for TESS/SCP
profile broken down by week and month, in and AEARS and will report on a monthly basis
Area Item 2021 €’m line with the approved level of expenditure, on spending to date.
detailing gross, Appropriations in Aid and other
Estates Minor Capital/Infrastructural Risk 3.000
income.
Estates St. Joseph’s, Limerick, Phase 1 2.800 Financial Governance Improvements
Estates St. Joseph’s, Limerick, Phase 2 1.500 In 2021, particular attention will continue for 2021
Estates St. Fintan’s, Portlaoise 1.800
to be paid to the separation of the pay and The Agency has set out an assessment of its
non-pay profiles, including identification of Internal Controls in the Statement on Internal
Estates Extension to Tusla premises, Carlow 0.300
temporary staff requirements (agency costs) Control in the Annual Financial Statements
Estates Equipping 1.000 within the profiles. Detailed workings will be for 2019. The Statement on Internal Control
Estates Purchase of CRS houses 1.450 done to accurately estimate the expenditure/ sets out measures that the Agency is taking to
drawdowns occurring under both categories, address control issues across the Agency. The
Estates Accommodation for unaccompanied minors 0.700
having regard to timing and commitments. Comptroller and Auditor General (C&AG) in
Estates Barnahus project, Galway 0.382 his report on the 2019 Financial Statements
Estates Estates Strategy – new projects 0.194 In 2021, Tusla will continue to provide monthly drew attention to Non-Compliant Procurement
Estates Sub Total 13.126
and weekly reports to the DCEDIY setting out and the incurring of fines imposed by the Data
spending to date. These reports will highlight Protection Commission for data breaches
ICT Infrastructure 2.500
variances from the start of year profile and by the Agency. Work will continue in 2021 to
ICT Applications (App Development & App Procurement) 2.000 identify emerging cost pressures. A narrative improve controls in these areas.
ICT Data Management and Analytics 0.350 setting out the context and explanation for
any variances from cash profiles will also be
ICT Annual key project initiatives 0.700
provided.
ICT Sub Total 5.550
Grand Total 18.676
22 23www.tusla.ie Business Plan 2021
Procurement Priorities Chapter 3:
Human Resource Profile
Public procurement is a high-risk activity due
to the volume and regularity of purchases, Overview
and the complex nature of processes to This chapter outlines the Tusla has established positive engagements
procure services within the Agency. Strategic priorities for Tusla Human with a number of 3rd level education providers
and operational risks, such as inefficiencies in Ireland and Northern Ireland over the last
Resources (HR) for 2021 to
in the tendering process, delays in delivery number of years. There is a limited supply of
achieve the actions as set Social Work Graduates each year and Tusla
or substandard contract performance, can out in year one of the Tusla have developed plans to target graduate
undermine the achievement of objectives. Corporate Plan 2021–2023. streams directly across universities and
In addressing the known areas of non- It also incorporates the HR colleges, promoting Tusla as an Employer of
compliance, the Agency will consider the Choice. Through positive engagements with
priorities requested in the
following actions in 2021: universities and colleges, Tusla has successfully
Performance Statement, along employed on average up to 65% of these
with the high-level priorities graduates annually and aims to improve this
• Develop Procurement Plan for 2021 to 2023 for the Agency in 2021. percentage in 2021.
• Recruit additional resources to support the function
The transferable learnings from Social
• Training staff in Procurement rules and procedures
Work initiatives e.g. Graduate Programme,
• Supporting the implementation of the IFMS system Tusla Recruitment and Social Work Education Group, will inform
• Developing an interim database of procurement Talent Management employability initiatives and placement
information structures for Social Care need in Residential
Tusla Recruitment and Talent Management
• Supporting strategic procurement projects and Special Care Services. A Framework for
In 2021, Tusla Recruit will continue to manage
• Managing the external stakeholder relationships with Positive Engagement will be developed with 3rd
the Recruitment & Selection requirements for
HSE and OGP level education providers not only to promote
Tusla in compliance with the Public Service
Tusla as an employer of choice but also to
Recruitment and Appointments Act,
ensure that Social Care Graduates understand
2004 and uphold Tusla’s recruitment licence
the expanse and various social care roles
under the Commission for Public Service
available to them in the Agency. In addition to
Appointments (CPSA) Codes of Practice.
this, the Department of Further and Higher
Education, Research, Innovation and Science
During 2021, Tusla Recruit will continue to
have committed to work with Tusla to expand
provide an available pool of resources to meet
the potential pool completing social work study
the resourcing needs identified in the Agency to
to enhance future supply.
support the delivery of high-quality integrated
services to Children & Families.
Social Work Education Group (SWEG)
Tusla will continue to work collaboratively with
Promoting Tusla – Employer of choice
The Social Work Education Group (SWEG),
for Social Work and Social Care
established in 2019 and led by the DCEDIY.
Graduates
The work of the group is aimed at determining
In 2021 HR will continue focused initiatives in
and influencing the future supply of social
terms of attraction, development, and retention
workers from the Higher Education Institutes.
of all employees in the Agency.
Tusla will also continue to work with SWEG
to progress recommendations that emerged
It is widely accepted that there are critical
from Research on Graduate Placements
issues faced by Tusla regarding the supply of
commissioned by DCEDIY in 2019 and will
qualified social workers and engagements have
be supported in 2021 by the Placement Co-
commenced with key stakeholders to resolve
ordinators.
this challenge.
24 25www.tusla.ie Business Plan 2021
The following additional actions will be HR will roll out programmes of engagements As part of the Tusla Work Positive Framework In 2020 Tusla established its Pay Number
carried out in 2021: to support line managers in understanding 2018 - 2022 for Tusla, a key element includes Strategy which set a WTE target of 4,784.
• Review of Pilot Bursary Scheme in NUI and practicing HR Policies and Procedures. the employment assistance service being Through enhanced controls and governance,
Maynooth. This will enhance the capability of line further developed. This service is now available the Agency maintained and maximised its WTE
managers and ensure that there is a consistent 24/7 for all Tusla employees and access is by in line with the pay budget. WTE forecasting
• Proposal to support social care staff to return application of HR Policies and Procedures – phone and online. Tusla will support staff and monitoring against targets enhanced
to education with a view to retaining to further developing relationships and proactive through the provision of Critical Incident compliance and budgetary limits. Our reliance
become social workers. localised engagement. Stress Management (CISM) and the expansion on agency staff was greatly reduced by the
of resilience training for staff and Critical completion of an agency conversion which
• Cross-border initiatives will continue to In conjunction with Workforce Learning and stress management eLearning Programme converted 408 staff to Tusla employees. In 2020
include social work students from Northern Development, a further assessment of the which was developed in 2020. Additional peer Tusla have maintained low levels of agency use
Ireland. training needs will be carried out to identify to peer voluntary staff members training will to allow for emergency and shift dependency
where the potential gaps in essential training be rolled out in 2021. This programme will be occurrences.
• In consultation with CORU and building
are. This will allow actions to be taken to established and developed where appropriate.
on positive engagement fostered in 2020
address where these needs are and in turn, Tusla Health and Wellbeing intends to further On 31st December 2020, Tusla had 4,796WTE
on their registration requirements, HR
should again ensure additional consistency at develop rehabilitation programmes to facilitate (inclusive of agency) and although there was
will explore international recruitment
local and regional level in the delivery of good staff returning to work in partnership with an increase of 12 WTE against our target of
opportunities to attract social work
HR Policy and Procedure. Occupational Health and line management. 4,784WTE, the Agency’s remained within pay
graduates from other jurisdictions.
budget allocation. An increase in Pay budget
• Tusla will work in partnership with DCEDIY Retention Workforce Planning for 2021 for Existing Levels of Service equates
to engage with the Department of Jobs, to approximately an additional 196WTE for
In 2021 Human Resources in collaboration with To achieve the key priorities set out in the
Enterprise and Innovation to support the 2021, therefore increasing our affordable pay
Operations will establish Retention Working Corporate Plan 2021 – 2023 the Agency is
inclusion of Social Worker on the critical number to 4,992WTE. In 2020 WTE targets
Groups at National and Regional/Service required to recruit and retain appropriate levels
occupations skills list. were established at Regional Level and in 2021
level which will have responsibility for the of dedicated, experienced, and qualified staff
Regional Service Directors will be responsible
development National and Regional/Service to meet the resourcing requirements of the
• In 2021 along with the Department of Health for the controls and governance of their WTE
specific action plans along with incorporating operational plans.
Cross-Sectoral Group Tusla will continue to and pay budget.
the key elements of the Retention Framework.
engage with the 18-month implementation
Regional Retention Working Groups will Workforce Strategy
Plan for the wider Health & Social Care In 2020 Tusla absenteeism rate ranged from
provide focus on the specific challenges and
Strategic Workforce Planning Agenda which The Workforce Strategy 2021-2023 will be 5.58% (Jan 2020) to 4.52% (Dec 2020), which
trends arising locally. This targeted approach
was impacted and delayed as a result of the developed to outline the strategic workforce when averaged over the year is 4.9% achieving
will optimise employee retention through set
COVID 19 pandemic. This will support the focus for the Agency for 2021-2023. the 2020 target of 5%. In 2021 Tusla aim to
plans and actions and measure the effectiveness
identification of priority workforce planning reduce this absenteeism rate further to 4.7%
of interventions through key performance
projects along with the development of over the year. This absenteeism rate is inclusive
indicators.
processes for engagement between Health of absences due to COVID-19.
/Social Care and other sectors critical for
This work will be underpinned by the
the success of operationalising workforce overall Absenteeism % by quarter 2020
establishment of a Retention Steering Group at
planning. 6.00%
National level with wide representation across
the Agency to govern the implementation and 5.00%
Capability effectiveness of the Retention Framework. 4.00%
In 2021, HR in partnership and consultation Industrial Relations /
3.00%
with key stakeholders in the Agency will Employee Relations 2.00%
commence the initial scoping of a Capability
Framework which will focus on the job In 2021 HR will agree on our consultation 1.00%
families in both Social Care and Social Work. policy to have a proactive engagement with 0.00%
Through a robust project planning approach, staff partners at all levels. This policy will overall Abs %
Q1
5.58%
Q2
4.28%
Q3
5.34%
Q4
4.52%
we will develop an appropriate plan to support be developed and implemented throughout
the implementation of these frameworks into the Agency to ensure timely, proactive, and
Retention % by quarter 2020 Social Work Retention % by quarter 2020
the Agency. The detail of the core capabilities positive engagements internally and with our Tusla’s average retention
that apply to each of the job families will staff partners. These positive engagements 95.2 96.5 rate for 2020 was 94.71%.
Through existing and proposed
will ensure that all matters are dealt with
96
provide a sequence of progressive levels and 95 95.5
initiatives, it is Tusla’s aim
detail for staff development. consistently through the appropriate forums 94.8
95
to increase staff retention
and process.
94.5
94.6
94 to a forecast target of 95%
The design of this Framework will ensure the 94.4
93.5
93
by end of Q4 2021. Whilst
Tusla Staff Supports retention increased in most
Agency attracts, retains, and further develops a 92.5
94.2 grade categories, this was not
skilled and capable workforce which enhances Employee Health and Wellbeing, and Employee
92
91.5 the case in social work which
and aligns the personal and collective effort Assistance Programmes provide employee
94
91 evidenced a decrease of 0.6% in
with the strategic objectives of the Agency. supports to enable all staff to reach and
93.8 90.5
90
the retention rate to 92.33% Q4
2020. Tusla aim to achieve the
maintain their potential in the workplace and 93.6
Q1 Q2 Q3 Q4
89.5
Q1 Q2 Q3 Q4
retention target set in 2021 of
In 2021 HR will also further enhance their thus deliver a high quality of service. Total 95.04 94.94 94.21 94.64 Total 93.15 93.06 91.44 92.23
93.39%by Q4 Dec 2021.
existing Regional and localised engagements.
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